What are the misunderstandings of performance management in current enterprises?

Enterprises may have the following misunderstandings about performance management:

Linking performance appraisals to compensation: Companies may link performance appraisals to compensation, i.e., believing that employees' compensation should be directly related to performance appraisal results. This practice can cause employees to focus too much on the results of performance reviews and lose sight of their responsibilities and the value of their work.

Too much focus on short-term performance: Enterprises may focus too much on short-term performance, that is, only focus on the performance and performance of the current period, and ignore the long-term development of employees and the long-term development of the enterprise. This short-sighted approach can lead to employee turnover and stunted long-term business growth.

Ignore employee feedback and opinions: Companies may ignore employee feedback and opinions, i.e., focus solely on the results of performance reviews without considering employees' feelings and needs. This practice can lead to employee dissatisfaction and reduced morale, affecting employee motivation and business performance.

Over-reliance on performance appraisal tools: Businesses may rely too heavily on performance appraisal tools, i.e., assume that performance appraisal tools can solve all problems. This practice may ignore the actual situation and needs of employees, leading to the failure of performance appraisal tools and the decline of business performance.

Lack of culture and atmosphere for performance management: Enterprises may lack a culture and atmosphere for performance management, that is, employees have misconceptions about performance management. This practice may lead to a decrease in the efficiency and quality of performance management, affecting the performance and development of the enterprise.

Therefore, when performing in performance management, enterprises need to avoid the above misunderstandings, pay attention to the feelings and needs of employees, establish a scientific performance management system, and form a good performance management culture and atmosphere to achieve the goal of optimizing management and improving performance.

In the fierce market competition environment, human resource management is more and more valued by enterprises, and performance management is a key part of human resources. However, in many enterprises, the effect of performance management is not so ideal. What causes this?

1. Pay attention to the results of performance appraisal and ignore the process.

Many companies focus only on the results of performance reviews. but ignore the process of performance realization. As everyone knows, the realization of performance is guaranteed through an effective process, and performance appraisal is only a management link of performance management. Effective performance planning and communication are the magic weapons to promote performance.

Second, the performance appraisal indicators remain unchanged.

The performance appraisal is comprehensive but does not grasp the key points, and even different departments are the same. In fact, the focus of the assessment of enterprises in different stages of development and different departments is different. If an enterprise assesses for the sake of assessment, it is better not to take the exam.

3. Performance appraisal is only a means of reward and punishment.

Many business managers use the results of performance appraisals to talk about things. Think that performance appraisals are used to punish unqualified employees or to reward excellent employees. This makes sense, but performance reviews shouldn't just be about rewarding and punishing employees.

The main function of performance management is to improve the performance of the enterprise and the performance of the employees.

Possible problems in performance management.

Performance management emphasizes the consistency of organizational goals and personal goals, and emphasizes the simultaneous growth of organizations and individuals, forming a "win-win" situation. So what are the misunderstandings in performance management? Let's take a look at the three major misunderstandings in performance management with me.

Myth 1: Performance management is the survival of the fittest

In practice, performance management will often encounter such a typical saying: "Performance management is based on performance, let the results speak, you do well to stay, do not do well to leave!" For them, "performance management = appraisal = scoring = bonus = fine = leaving", that is, scoring the performance of employees through performance appraisal, and then the performance score is mechanically linked to salary, especially the employee's monthly, quarterly, semi-annual or annual bonus, or the bottom three of the particularly poor performance, and that's it.

There is nothing wrong with directly linking the appraisal results with salary, and it is also necessary and appropriate to eliminate employees whose performance is not up to standard, but the performance appraisal system should not simply be established and exist in order to reward and punish employees, it should become a propeller to improve the overall performance of the enterprise and the individual performance of employees.

Myth 2: Performance management is as long as the result does not ask about the process

As long as the results are not concerned about the process, for some capable and motivated subordinates, after the performance goals are determined, the supervisor should let them play to their heart's content. However, for some subordinates who are motivated but lack ability, strong ability but low motivation, low ability and low motivation, I am afraid it is not a problem that can be solved by authorization and letting go. Especially in a crisis environment, supervisors also have to patiently and tirelessly help these three types of employees find the best course of action to achieve their goals, as well as some specific working schedules to achieve performance goals, which is what we usually call performance plans.

When necessary, the supervisor should perform the functions of direct command, order, supervision, and guidance, and pay attention to the work process of subordinates, rather than simply "settling accounts after the autumn".

Myth 3: Performance management is business

In the performance plan, everyone's performance appraisal plan is clear, and performance management is business-like, a bowl of water. There is nothing wrong with a bowl of water, but the problem is that while leveling a bowl of water, we should also pay attention to the different emotional reactions of employees, and conduct performance discussions and communication according to the specific conditions of different employees. Performance communication is the soul of performance management, and performance management without performance communication is, strictly speaking, not performance management in the true sense.

When formulating personal performance indicators, many people always make a target responsibility letter according to their own ideas and let their subordinates sign their names, and they do not communicate with their subordinates at all, which is difficult for people to accept. And during the assessment, it is another person who works behind closed doors, and scores by feeling, and the assessees cannot complain and say even if they have great reasons and grievances.

The essence of enterprise management is to optimize the process of producing results and improve the quality of results. With the continuous reform of the human resource management system of various enterprises, it is particularly important to establish a sound performance management system and implement it effectively. Question 1:

Enterprise performance management is assessment for the sake of assessment, which is reduced to formalism: cultivating a unified ideology with performance culture. Strengthen learning, full participation, create a good performance management culture atmosphere, publicize the meaning, objectives and methods of performance management, as well as the problems and precautions that may arise in the implementation process, and clarify the strategic value of performance management.

Think that performance management is the business of the human resource management department and has nothing to do with other departments.

At the beginning of the implementation of performance management, all employees should participate, and clearly explain the rights and responsibilities of each subject of performance management, such as the enterprise boss, the person in charge of HR, the line supervisor of the business department, and the employee himself. Performance management does not form a closed loop, ignoring performance guidance communication and performance feedback. Maintaining good communication between managers and employees is the core of enterprise human resource management.

Through the establishment of performance communication and performance feedback mechanism, we can keep abreast of employees' ideas and needs, and give opinions and suggestions on the development of enterprise management, such as meeting forms, written report forms, formal meeting forms, informal communication, etc.

The management and control model determines the degree of performance management; Organizational culture determines how performance is managed. At the very least, there will be a misunderstanding of the implementation of performance appraisal by departments, teams, and groups.

They always think that my score will be deducted, my performance will be affected, and they will influence performance management with their own profits. This requires the responsible departments to continuously disseminate and train on performance management and to gradually unify this understanding. There must be a process.

When implementing a performance appraisal, the organizer is unable to correctly determine the performance appraisal indicators. It may be manifested as an inability to grasp the selection and number of performance appraisal indicators, using non-key indicators as assessment indicators, and citing ten or even twenty indicators as assessment indicators; The number of performance appraisal indicators between departments cannot be balanced, which may be manifested in the fact that some departments have fewer indicators and some departments have more indicators. This requires the organizer to understand and grasp the connotation of the assessment through practice.

Generally speaking, if it is a KPI assessment, the number of assessment indicators listed by each department should be controlled within 10 items, generally between 6-10 items.

Of course, the retrieval of the assessment results is also very important, which directly affects the assessment results, so it is necessary to correctly determine the department and caliber of the search. Performance management can't be closed-loop. In the implementation of performance management, only performance appraisal is often emphasized and other links are ignored.

Performance management is composed of multiple links, and ignoring one link will have an impact on the effectiveness of performance management. For example, ignoring performance communication, it is not easy for the assessee to know the weaknesses and reasons for his own stage performance, and it is even more difficult to improve and upgrade.

Ignoring the overall management system, at the same time, the foundation is relatively weak, and there will also be excessive behavior, lack of management ideas, do not know how to improve performance, etc., these are common problems.

1.Lack of atmosphere for performance management. 2.Blindly copying causes indigestion. 3.Equate performance management with performance appraisals. 4.There are various deviations in the assessment and evaluation. 5.Weak human resources management capacity.

Common problems include unclear concepts, unclear positioning, difficulty in updating concepts, too much pursuit of perfection, difficulty in determining indicators, and the so-called democratization cannot be implemented at all.

1. Overexaggerating the role of performance management and taking performance management as a panacea to solve enterprise problems;

2. Ignoring that performance management is a system, only focusing on performance appraisal, appraisal is regarded as the whole of performance, and the final result becomes deducting money, losing the role of incentives, employees complain, and the boss abandons it.

3. The foundation of management is weak, the department functions, job responsibilities, and process systems are not clear, and the enterprise organization construction is not sound. Employees want to improve their performance, but they can't improve if they don't solve their constraints.

4. Unreasonable setting of performance indicators, unscientific performance evaluation, and performance interviews will eventually lead to performance management being a mere formality.

5. The degree of correlation between performance and salary is unreasonable and cannot play an incentive role.

According to my personal understanding, the popular point of performance appraisal is to evaluate whether the results of employees' work are qualified. The establishment of each system is beneficial, depending on the people who use it.

There is only one purpose of performance management, which is to improve the work efficiency of employeesBut there are many kinds of performance management tools, such as KPIs, KSF, balanced scorecard, 360-degree evaluation, Six Sigma, etc., if it is blunt to evaluate its advantages and disadvantages is meaningless, because no one tool can be suitable for all enterprises, and no one is the best, otherwise there is no need for others to exist, so the tools for evaluating performance management can only be combined with the actual situation of the enterprise.

Taking KPIs as an example, the first thing to do is to formulate KPIs。Different KPIs should be developed at different stages and should change as the strategy changes.

Advantages: It is definitely to motivate employees to work actively, strive to achieve goals, and achieve mutual benefit and win-win results for employees and the company。Once you've set your KPIs, you'll need to create a plan to meet them.

Because we need to make it clear that the purpose of setting KPIs is not to embarrass employees, but to achieve them. So, be sure to have a detailed plan and guide employees when bottlenecks are in place to help them reach their goals. Employees have material and spiritual rewards for achieving goals, and they will challenge higher goals, create greater benefits for the company, and form a positive cycle.

Disadvantages: When KPIs are not properly formulated, there are shortcomings everywhere。Some leaders do not have sufficient basis for formulating KPIs, and only use competitors as references, but they do not know that the gap between their own conditions is too big and cannot be completed at all.

Under such KPIs that cannot be achieved at all, employees are criticized and punished, demoralized, and passive slacking. The work efficiency is getting lower and lower, and the company's interests are getting worse and worse, forming a negative circle.

In short, I personally believe that the performance appraisal must be formulated, but the performance appraisal standards should be reasonably formulated, and a detailed plan should be formulated to achieve it.

The common misunderstanding is that they only focus on the results, pick the problems of the employees, do not include the work of the leaders of Gao Tanchen into the performance management, the regulations on the formulation of indicators are not reasonable enough, and there is a lack of communication with employees.

There are often some misunderstandings, that is, when the performance is not managed, the relevant regulations are not made, and they are not implemented, and Brother Heng only lasts for a short period of time, and it is generally a verbal promise, and it is not issued in the form of cash money.

It is very unfair to not have a clear test of the first regret and empty core, and there is no specific strategic decision-maker who is blind, and at the same time will ignore the results of control, and do not pay attention to development, these are common misunderstandings.