How to do performance management for supervisors? How to do performance management well

Supervisors should play three roles in performance management:

1. Performance partners.

2. Coaching. 3. Diagnostician.

The details are as follows: 1. Performance partners.

In performance management, supervisors and employees are first and foremost a performance partnership. The performance partnership between supervisors and employees is a core point of performance management thinking, and it is also a bright spot, which unifies the relationship between department heads and employees to improve and enhance employee performance. The establishment of a good performance partnership between supervisors and employees helps both parties to reach an agreed performance goal, helps to improve communication between the two parties, helps the direct supervisor to provide effective performance coaching to employees, and helps employees implement performance goals.

2. Coaching. The performance appraisal indicators of employees are clarified, and the job of the supervisor is to provide performance coaching to employees, help employees effectively plan their work, and clarify their ideas. If a company is compared to a sports field, then employees are athletes, department heads are coaches, and decision-makers are referees.

Employees only do things and do not be people, department heads have to do things and be people, and decision-makers do not do things but only be people. This requires the head of the department to play the role of a good coach, both to do things and to be a person, and strive to bring out high-level athletes, to ensure that the quality decomposition goals of their own department can be achieved.

3. Diagnostician.

Before the performance coaching session, the supervisor's diagnosis and feedback on the employee's performance is very helpful in helping the employee achieve the performance goal. A very important reason why the final appraisal results of employees are not good, and why employees often conflict with supervisors about work ideas, is that the supervisor does not do a good job of diagnosing and giving feedback on employee performance. Supervisors should be proactive in speaking out the results of their diagnoses, their own thoughts and opinions, and let employees know that they are concerned about the progress of their work.

The design of performance indicators for department heads mainly considers three aspects: 1. Key performance indicators, which are the decomposition of KPI indicators for department heads. 2. Job responsibility indicators, which are based on the responsibilities of the supervisor and the indicators extracted from the responsibilities of the position.

3. Work attitude indicators, the focus of the evaluation is the sense of responsibility, work enthusiasm, dedication, execution and so on.

Performance management is the core of human resource management, and whether performance management is done well or not is directly related to the enthusiasm and sense of responsibility of employees, and the efficiency and effectiveness of the enterprise.

Performance management is divided into four links: performance planning, performance implementation and management, performance appraisal, and performance feedback.

1. Meaning: The process of objective assessment and evaluation of employees' work performance and performance in an organized manner.

2. Factors influencing performance:

a) Subjective reasons:

1 Employee skills: such as the employee's ability to work.

2. Work attitude: including work motivation and values.

3) Objective reasons:

1. Objective conditions: including the material incentives, systems, and interpersonal relationships of the enterprise.

2 Opportunity: Opportunity or possibility, depending on the environment.

Third, the content of performance appraisal:

1. Workers: Assess the actual operation that should be known and should be known.

2. Management personnel: mainly to assess work attitude, work ability, work performance, work attitude and work ability evaluation focuses on long-term performance, can be assessed once every six months, should be coarse but not fine; The evaluation of work performance focuses on the improvement of performance, which can be assessed once a quarter, and should be detailed rather than coarse.

a. Work attitude: including work style, professional ethics, enthusiasm, sense of responsibility, personality, interests, hobbies.

b. Work performance: the work efficiency and results of employees.

c. Work ability: skills, knowledge, experience, qualifications, intelligence.

Fourth, how to carry out performance management:

1. Formulate an appraisal system: A performance appraisal system has been established.

2. Formulate evaluation standards: advanced and reasonable, with most people can achieve the standard, the same index, the requirements for different positions can be different.

3. Choose the appropriate appraisal method: The main methods of performance appraisal include objective management method, scale scoring method, ranking method, etc.

4. Select the appropriate assessment content: the main content is assessed, such as important tasks, important projects, and personal attitudes that have an impact on the work in the work attitude, generally no more than 6 items.

5. Establish channels for employee feedback and grievances.

6 Performance management focuses on the improvement of performance, and employee improvement plans should be formulated.

7. The results of performance appraisal should be linked to training, promotion, and compensation, otherwise the effect of performance management is not great.

8 Performance management can start from the evaluation of job responsibilities, and the salary positioning of management cadres is linked to the responsibility system, so that those who have the ability can get more remuneration, rather than as a tool for deducting penalties.

9. Performance appraisal can be piloted in the position of workshop director, and then gradually extended to various departments, and the method of cross-assessment of related departments can be considered. The remuneration of the workshop director is divided into two parts, one part is the basic salary, and the other part is the performance salary, which is cashed in the current month after the monthly evaluation.

10. The performance appraisal of sales salesmen includes the assessment of sales quantity indicators, the assessment of payment return indicators, the assessment of after-sales service (customer satisfaction), and the assessment of teamwork.