Understand what problems exist in the process of performance management

Enterprises may face the following problems in the process of performance management:

1.Unclear goal setting: Unclear, unspecific, and non-measurable goal setting fails to provide employees with a clear direction of work and evaluation criteria, resulting in inaccurate performance evaluation results.

2.Unfair performance evaluation criteria: Unfair or non-transparent evaluation criteria lead to employees' doubts and dissatisfaction with performance appraisal results, and even affect employees' motivation to work.

3.Unreasonable performance review cycles: Appraisal cycles are set up too often, or the time interval is too long, making it difficult for employees to get timely feedback and improvement opportunities.

4.Lack of timely performance feedback: Management does not provide timely feedback to employees, resulting in employees not being able to understand their performance and improvement direction in a timely manner, which affects performance improvement.

5.Unfair performance incentives: Unfair or opaque incentives lead to doubts and dissatisfaction with reward results, affecting employees' motivation to work.

6.Inadequate performance improvement plan: The performance improvement plan is not perfect or not effectively executed, and employees are not provided with effective opportunities for improvement, resulting in the failure of employee performance to be improved.

7.Insufficient performance recording and communication: Insufficient recording and communication leads to the inability to accurately record and analyze the evaluation results, and the lack of knowledge and awareness of the performance evaluation results by employees.

8.Insufficient management support: Management does not provide adequate support for performance management, lacks effective resources and support, and fails to provide employees with the necessary opportunities for improvement and development.

The problems existing in the performance evaluation of enterprise managers may be from the following aspects:

Unclear performance target setting: The first problem in the performance evaluation of enterprise managers is that the performance goal setting is not clear. If the performance objectives are not clear, it may lead to uncertainty and subjectivity of the evaluation results, and affect the accuracy of the evaluation results.

Lack of objective evaluation criteria: The second problem in the performance evaluation of enterprise managers is the lack of objective evaluation criteria. If the evaluation criteria are not objective, it may lead to the subjectivity and unfairness of the evaluation results, and affect the credibility of the evaluation results.

Lack of scientific evaluation methods: The third problem in the performance evaluation of enterprise managers is the lack of scientific evaluation methods. If the evaluation method is not scientific, it may lead to the inaccuracy and unreliability of the evaluation results, and affect the validity of the evaluation results.

Lack of effective evaluation and feedback mechanism: The fourth problem in the performance evaluation of enterprise managers is the lack of an effective evaluation and feedback mechanism. If there is no effective evaluation of the anti-burial tung teasing machine wheel suspect system, it may lead to the untimely and incomplete evaluation results, which affects the validity and operability of the evaluation results.

Ignoring Employee Feedback and Participation: The fifth problem in performance evaluation of enterprise managers is ignoring employee feedback and participation. If employees do not participate in the evaluation process, it may lead to a lack of reference and operability of the evaluation results, which will affect the validity and credibility of the evaluation results.

Therefore, in practice, the performance evaluation of enterprise managers needs to pay attention to the above issues to ensure the objectivity, accuracy and effectiveness of the evaluation results.

1. The standard of performance target formulation is low, and the department formulates and decomposes the work objectives to self-evaluate and achieve the estimate to formulate the plan of the "do what you can and tailor-made" plan mode, and the superior leaders fail to strictly review and revise the departmental objectives according to the needs of the company's development, which reduces the company's work requirements for its departments and positions.

2. Performance management pursues and cares too much about the assessment scoring and assessment results, ignoring the very important performance process management and performance indicator analysis in performance management, and the ultimate goal of the series is to promote the improvement and promotion of performance through the communication of the performance process and the analysis of performance indicators.

3. The spine of the assessment elements is too single, and the content of the performance appraisal is mainly based on work indicators and work tasks, and there is a lack of comprehensive assessment of communication and cooperation, sense of responsibility, plan management and other abilities and qualities. Empty Zheng infiltration.

First of all, we need to understand the role of performance management on management, and then understand the problems existing in the implementation of performance, and solve the problems on the basis of the problems.

Performance management is a systematic management that integrates organizational performance and individual performance, and has a strategic position. The role and significance of its performance management are: 1

Innovate and reform management concepts; 2.Improve the effectiveness of enterprise plan management; 3.Improve managerial skills; 4. Contribute to the development of employees' potential.

1. The role and significance of performance management.

1.Innovate and reform management concepts;

1) Management is the management of performance.

2) Managers and employees are performance partners. (3) Employee performance is an important responsibility of managers. (4) Employees are managers of their own performance.

2.Improve the effectiveness of enterprise planning and travel management.

Empiricism and arbitrariness in enterprise management often make business operations uncontrollable, and performance management can make up for this problem.

Because the performance management system emphasizes the identification of reasonable goals, through the institutional requirements of performance appraisal, strengthen the planning of the work of various departments and employees, and improve the controllability of the business process.

3.Improve managerial skills;

1) Improve employees' ability to break down goals and set goals. (2) The ability to help employees improve their performance.

3) Improve employees' communication skills.

4) Ability to evaluate employee performance.

4.Contribute to the development of the potential of employees.

Performance management is different from the previous performance appraisal, it emphasizes how to make employees do better in the future, attaches importance to continuous communication with employees in the process of achieving employee performance goals, guidance for employees' work, and through performance appraisal feedback, targeted staff training and development opportunities, to promote the development of employees' abilities and careers.

Second, the status of performance management.

Performance management is a systematic management that integrates organizational performance and individual performance, and has a strategic position. The ability of a company to choose the right strategic objectives is crucial, and the ability to effectively achieve its strategic objectives is equally important.

Performance management is an important means of supporting the realization of corporate strategic goals.

Because, the implementation of the strategic goals of the enterprise must be implemented to everyone through the organizational system, and the goals are achieved by giving full play to the role of the people in the organization.

Performance management connects the requirements of positions and responsibilities at each level to the tasks of the employees who take on the positions and the corporate strategy.

By setting performance goals for each employee, the corporate strategy, positions, and employees are integrated. Performance management helps enterprises achieve predetermined strategic goals through effective goal decomposition and gradual layer-by-layer implementation.

On the basis of this dismantling, straighten out the management process of the enterprise, standardize the management methods, improve the management level of managers, and improve the self-performance management ability of employees.

Performance is the lifeblood of an organization. As Peter Drucker, the famous management guru, said, "The purpose of all the activities of an organization is the performance of the organization." "Start with performance and return to performance.

With the wide application of performance appraisal in the process of enterprise management, its limitations and shortcomings are becoming increasingly obvious. Therefore, understanding the management of the company's performance management plays a very important role in the development of the company. Today let's talk about how to analyze the current state of performance management in companies.

In the early stage of business development, the company is relatively small, the company is relatively unified, the management level is low, and the decision-making power is concentrated in the hands of the boss. Most companies don't have systematic performance management. It is the responsibility of the boss whether the employee behaves appropriately or not.

In short, performance management has not yet been evaluated by policymakers. Once the company enters the growth period, in order to meet the needs of the company's rapid development, it is particularly important to design the appropriate organizational structure and system to ensure the normal operation of the enterprise. Managers are increasingly focusing on evaluating the performance of organizations and their employees; However, the company's current focus is on creating a basis for the payment of wages and insurance premiums.

The basic management level of the company needs to be improved. Unclear corporate strategy, unclear department functions, lack of budget system (lack of planning for the company's operation), and imperfect accounting (accounting cannot reflect the real production and operation status of the company) will affect performance management; Defects in the performance management system: the performance management system fails to maintain the consistency of personal goals, departmental goals and organizational goals, performance management ultimately fails to improve individual abilities and qualities, and performance management does not promote the improvement of individual and organizational performance;

There are many factors that affect the effectiveness of a company's performance management implementation. Corporate culture, corporate strategy, corporate governance structure and departmental functions, corporate mail management system, corporate budget accounting system, administrative logistics, production and distribution, financial management, information systems and other basic management levels will affect all the effects of performance management.

The problem is whether the performance management method is appropriate, whether it is applicable to every employee of the company, whether the performance management of jujube socks is in line with the company's management style, whether there is a problem with performance management, and whether performance management is applicable to one's own sedan car sales company.

There are a lot of questions. First of all, the performance appraisal is not particularly rigorous, and at the same time, the human resource management system of the enterprise mining industry also needs to be improved and reformed.

There are a lot of problems, the process of performance management has not formulated relevant standards, so there are a lot of problems in the company, and some employees actually work hard in the process, but the results are not good, and the imitation of the poor is not the most prepared skin after the heart of the employees.

Year-end performance appraisal is the key to the difficulty of human resource management. A performance appraisal system is very complex, which is composed of many internal elements such as appraisal purpose, appraisal tools, appraisal procedures, appraisal information sources, appraisal index settings, appraisal results application, feedback, appraisal subjects, objects, and training. And these elements are in the context of the organization and are closely linked to the other management activities and processes of the organization.

Therefore, in the process of year-end assessment, some key issues should be treated with caution, such as insignificant, thousands of miles away. Improper handling of these critical issues will not only directly affect the effectiveness of the appraisal, but also endanger the overall interests of the company. He Yi believes that performance management can generally be divided into four stages:

Performance planning, performance implementation, performance appraisal and performance feedback. In the performance implementation phase, in order to ensure that the performance work can be carried out as planned, many companies usually adopt various performance checks, and the precautions in this regard include:

Clarify the meaning of performance appraisals. The performance implementation process is the process of supervising, inspecting, and directing the implementation of a performance plan. Managers should invest a certain amount of time and energy in the daily management of performance, including observing and recording the daily performance of employees, communicating with employees in real time, and guiding and helping employees improve performance.

This is the most critical question. In many companies, performance appraisals are mere formalities. In addition to the reasons for the non-objective performance plan and lack of incentives, more managers do not care about or guide the implementation of employee performance plans, resulting in a lack of factual basis for appraisal and final appraisal.

Over time, employees will lose trust in performance appraisals, and managers themselves will lose confidence in performance work.

Different methods of effective performance testing are employed. Different indicators should have different inspection methods. For KPI indicators, the relevant departments need to produce relevant reports and provide checks in the form of data.

Work standards and behavior indicators can be checked in the form of regular work reports, so that managers can keep abreast of the progress of employees' work task indicators. For competency indicators, the key event method can be used to record, and the ability and quality of employees can be recorded through the key performance of employees' daily work.

1.Performance standards are unclear.

The selection of appraisal items and evaluation factors is appropriate, comprehensive and relevant, and whether the definition is abstract and vague or concrete, all have a significant impact on the performance appraisal results. If the performance standards are not clear, different evaluators may make very different interpretations of the performance standards such as "good", "medium" and "poor", resulting in very different degrees of breadth, strictness and understanding of the standards of the evaluators, and then resulting in errors in the evaluation results.

2.Halo effect.

The halo effect refers to the fact that in the appraisal process, the evaluator often sees that the assessee is excellent in a particular aspect, and then generalizes and concludes that he must be good in other aspects, and vice versa. This phenomenon often occurs when the candidate is very good friends with his or her supervisor or has a very deteriorating relationship, especially when evaluating factors that are not quantified (e.g., initiative, work attitude, interpersonal relationships, work quality, etc.).

3.Tendency to the center.

The tendency to tend to the middle refers to the general law of "small at both ends and big in the middle", which does not start from facts; Or because they don't carefully examine the performance of their subordinates and are unwilling to give extreme comments about "best" and "worst", they simply come to egalitarianism and give everyone an equal rating, and they all rate "average".

4.Loose or tight tendency.

This is a phenomenon contrary to the tendency to be neutral, i.e., in the evaluation process, some evaluators give all the assessees a high or very low grade, just as some teachers prefer to give high marks and others prefer to give low grades. This phenomenon of overly lenient and overly strict is particularly prominent when using the chart grading method.

5.Evaluator bias.

The prejudice of the evaluator against the assessee is also an important reason for the distortion of the evaluation results. This bias includes race, age, gender, personality, and many more. For example, the evaluator will give a high evaluation to people who have a good relationship with him and have similar personalities; However, some evaluators are biased against women and the elderly, and tend to evaluate their work behavior too lowly.

This is artificially unfair in terms of promotion, promotion and development.

6.First impressions.

The first impression of the assessee on the evaluator can sometimes lead to errors in the appraisal results. Because different evaluators have different personalities, they deal with first impressions differently. For example, some evaluators tend to rate appraisers with good first impressions; Conversely, some evaluators are too strict with those who have a good first impression, so the results may be low.

Due to the different ways of dealing with first impressions, the results of the assessment may vary greatly, which will also affect the accuracy of the assessment.