How to carry out performance management, and how to carry out performance management?

Personally, I think there are 3 steps to carry out a performance appraisal:

1. Give managers a more effective dialogue structure.

The benefits of regular communication between managers and employees go beyond performance reviews, with nearly 25% of employees considering quitting because performance reviews are inadequate and infrequent.

2. Equip managers with the right tools.

A comprehensive people and performance platform can help HR leaders gain accurate insight into employee performance and spot trends and analytics that highlight where the organization is strongest and which areas or teams need more attention. Here you can refer to the TITA Performance Treasure, which can analyze and evaluate the work process and results.

3. Track the progress of employees and make adjustments as needed.

Performance appraisal is an opportunity for managers to understand the results that employees want to achieve, and to find the right opportunities for them to achieve the set results, which is the goal, when employees know that their experience is there to help anytime, anywhere, their productivity will be the highest, all with the help of a very useful platform or tool.

Performance management has evolved into a continuous cycle rather than an end goal. So it's advisable to run multiple review cycles throughout the year, which will help managers get to know their teams in depth, and of course the results will justify it.

The sense of reform and innovation is weak.

1. Fully understand the importance of performance management for power grid enterprises.

Second, in terms of the employment mechanism, there is a lack of effective mechanisms for the selection, use, education, and retention of talents.

1. Fully understand the importance of performance management for power grid enterprises.

Third, in the construction of the system, the traditional personnel management characteristics of state-owned enterprises are still relatively obvious, in line with the development strategy of power grid enterprises human resource development, support the business objectives of the performance management system, based on performance and ability of the salary distribution system has not been effectively established.

1. Fully understand the importance of performance management for power grid enterprises.

Fourth, in the distribution of salaries, the ability, responsibility, contribution and value of the labor market are not fully reflected, and the phenomenon of "big pot rice" is serious, and the formal fairness covers up the substantive unfairness. Due to the existing human resource management mechanism, the enthusiasm of the backbone employees of the enterprise can not be fully utilized, and the introduction of talents needed for the development of the company and the lack of effective means to improve the quality of employees make it difficult to improve the work efficiency of the enterprise.

1. Fully understand the importance of performance management for power grid enterprises.

Human resources are the first resource of the enterprise, employees are the foundation of the enterprise, the source of the industry, the soul of development, for this reason, we must focus on human resources management, in order to promote the company's overall development strategy. To innovate human resource management, we must increase the innovation of the existing system and mechanism, and the implementation of all this is to build a performance management system in line with the characteristics of power grid enterprises, so as to fully mobilize the enthusiasm of employees and continuously improve the quality of the workforce, only in this way can we meet the needs of the development strategy of building a modern Jiangxi power grid enterprise.

1. Fully understand the importance of performance management for power grid enterprises.

To this end, we must truly realize that only when the company unifies the understanding of the importance of performance management, and creates a good atmosphere for performance management within the company, can performance management be truly implemented, and the implementation can have real value and effect.

A little understanding of the performance management of Jiangxi power grid enterprises.

Performance management is a series of employee-centered activity processes, which include four main links (circular processes):

Goal design (outcome goals, behavior goals) -- process guidance (incentives, coaching, feedback) -- appraisal feedback (outcome evaluation, behavior evaluation, performance interviews) -- incentive development (salary adjustment, training and development) -- new goal design ---

Performance Management Cycle Diagram.

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Performance management is a systems project. Small businesses that do not have performance management generally rely on building a positive work atmosphere and relying on the flexible leadership skills of managers to improve performance. So how do you manage performance? Let me take you to find out!

1. What is performance management?

Performance management is based on the company's strategic goals and work plans to improve work efficiency and ensure the realization of strategic goals. Evaluate and motivate work.

Second, the principles of performance management

1. Leaders attach importance to principles. Performance management involves everyone's interests, and most people are very sensitive in front of interests, so they must be personally grasped by leaders, and the human resources department should do a good job of staff and cooperation.

2. The principle of cost-effectiveness. When the cost of management is greater than the benefit, such management is better than no management.

3. The following basic work should be done to carry out comprehensive performance management

1. Do a good job in the four determinations. That is, the process, the position, the personnel, the responsibility. When processes, positions, responsibilities, and personnel changes are frequent or unclear, it is difficult to carry out comprehensive performance management.

2. Do a good job in plan management. The company's plan management system includes strategy, work planning, and overall budgeting, with which there is a standard for the direction of performance management.

Fourth, the initial stage of performance management

Performance management is a systems project. Small businesses that do not have performance management generally rely on building a positive work atmosphere and relying on the flexible leadership skills of managers to improve performance. In addition to this, the primary stage of performance management mainly includes the following measures:

1. Implement piecework wages for the production line;

2. Implement sales commission for the sales department.

Piece-rate wages and sales commissions can be on an individual or departmental basis. If the department is taken as a unit, it is generally necessary to calculate and distribute the performance salary according to the post coefficient.

What should be talked about in performance communication?

Enterprises should do a good job in the management of employees, but also to achieve effective communication, and the most important and most common in communication is performance communication, here the content of performance communication is refined, the content should include at least the following 6 aspects:

1. Stage work objectives and task completion.

The performance appraisal form, job description and work plan should be compared to the communication on the completion of each work, and the supervisor can discuss and determine the completion of job responsibilities and indicators one by one. This is mainly to exchange views on the results of employees' performance appraisals in the past period in order to seek consensus.

2. Excellent performance in the process of completing the work.

The main thing is to dig out the shining points in the work of subordinates, and it is best to list specific examples to prove it. This communication requires supervisors to observe and discover the excellent aspects of employees in their daily work, and to give timely praise and rewards to amplify the positive impact of positive behaviors. To do this, the supervisor must first really find the shining points in the employee, such as some things that are not within the scope of the employee's responsibility (even if it is a small thing) that the employee takes the initiative to complete, and treats the work completion results that exceed the standard or expect a lot.

But be careful not to praise behaviors that don't deserve praise, such as things that employees are expected to do. Secondly, it should be noted that the praise must be specific, the content of the praise must be based on facts, and the attitude should be clear.

3. Point out the areas that need to be improved.

In response to specific problems, it should be clearly pointed out where employees are not doing well in the process of work, and where they can be improved. Ask the employee to analyze the cause of the problem, describe how to overcome and improve it next, and make their own suggestions.

4. Describe the views and opinions of the company's leaders or others on the work of subordinates.

For positive feedback, be sure to inform employees of the specific praise and content in a timely manner, and express gratitude to employees for the honor they have won for the department. For negative feedback, the content of the feedback can be paraphrased, and depending on the situation (severity of facts, personality characteristics of employees, etc.), it is necessary to determine whether the feedback department or person needs to be explained. Ask employees for their opinions on feedback, help develop improvement measures, or work with employees to explain the reasons to the relevant departments, inform them of solutions, etc.

5. Assist subordinates to formulate plans for improving work.

Help subordinates to formulate improvement measures and action plans for the areas that need to be improved, and provide guidance and assistance for problems encountered in the implementation process or support needed.

6. Formulation and confirmation of performance work objectives and plans in the next stage.

The key is to discuss and determine the work goals, complete the schedule and check the assessment plan with the employees, so that the employees have a clear understanding of the completed goals, phased goals, and when to give feedback.