Reasons for performance management failures, reasons for enterprise performance management failures

The understanding is not deep and the understanding is not thorough enough.

Introduction: The performance management of enterprise employees has been paid more and more attention by enterprises, but in the process of implementing performance management, due to some congenital defects of enterprises, due to the understanding of performance management, due to the experience and professionalism of operators, the actual role of performance management is not obvious, and even many enterprise managers are secretive about it.

1. Organization of performance management

First of all, the organization requires all performance appraisal results to be recorded in writing, but in the performance appraisal process, it is inevitable that there will be emotional subjective assumptions. For this reason, managers often adopt an evasive attitude and dare not touch easily.

Secondly, organizations often use the performance appraisal results of employees for a variety of purposes, usually the higher the frequency of an appraisal event, the greater the pressure on managers, and the more troubles. Based on these concerns, managers are reluctant to actually carry out assessments.

2. Implementers of performance management

Chinese people have always regarded not offending as the foundation of their life, and the cultural accumulation of the philosophy of moderation is profound, and most managers are unwilling to make negative evaluations by pretending to be "blackfaced". Therefore, whenever there is a "headache", try to delay the performance appraisal and imagine that the problem will go away on its own. This is undoubtedly misleading to employees.

Some supervisors are also concerned about the negative effects on employees with poor performance reviews, undermining employee confidence and team morale. In such a reluctant state of mind, the performance appraisal must be vague and unable to form a positive and effective guiding effect on employees.

3. Employees

The bias or unintentional mistakes of the supervisor or the organizer are enough to bring a lot of mistakes to the company's performance appraisal, and it can also make the employees who accept the performance appraisal become victims. Most employees believe that the company's performance appraisal process is not thorough enough, and it is often difficult to present the best of themselves to managers. They often think that the so-called "ordinary", "unsatisfactory", "up to standard" and other comments are nothing more than a frustrating response by managers.

4. Problems in performance appraisal itself

In many enterprises, the setting and evaluation methods of performance appraisal standards are not clear, the process of appraisal implementation is improper, the reliability and validity of appraisal are not obvious, the performance appraisal results are not combined with the performance improvement of employees, and the lack of support for performance appraisal systems in other management systems of enterprises are the reasons for the failure of enterprise performance appraisal.

Enterprises think they have found an effective management "**", but due to the distortion in the process of operation, resulting in performance appraisal going through the motions, just a formality, advanced into "taking turns to sit in the bank", backward "take turns to carry the spoils", so that in the end managers do not want to test, employees do not want to be tested, human resources management personnel are not interested in organizing the test.

The misunderstanding that is often seen is that there are no certain rules and regulations, every time you do something, it is very casual, and it only lasts for a period of time, and it does not persist for a long time.

The content of performance management is not clear. The designed assessment objectives are unreasonable. Process management that does not pay attention to performance, and does not pay attention to the feedback and application of assessment results. Lack of performance process management, lack of attention to performance coaching and improvement. As a result, the scope of application is too narrow.

The main reason is that the understanding of the company's development and operation is not in place. If the company's business logic is not clear, it is still difficult to achieve a fully compatible performance management plan. At present, there are some companies in the industry that have done well in performance management projects, such as product reputation consulting, Peking University strategy, etc., and the difficulty of performance management lies in objectivity, fairness and reasonableness, which can effectively mobilize the enthusiasm of employees.

Professional people should be left to professional tasks. Nowadays, it is common for companies to hand over performance management to the company. At present, we are mainly cooperating with product word-of-mouth consulting, and their solutions are not bad, and the solutions given are relatively strong.

There are eight difficulties in performance appraisal, especially in the actual process of performance appraisal, how to score qualitative indicators? 360 etc. are too subjective, which has been proven to be unworkable scientific practice, generally using the five-level scoring method, distinguishing the key points, according to the time quantity, quality and cost of the four dimensions of the set standard, professional-level software up to 8 or more, the benefits of informatization can make the performance appraisal more refined, according to the index scoring.

The company's assessment cannot be well linked to the assessment of departments and employees, which means that the company's goals cannot be achieved, the assessment cannot convey goals and pressure, and the constraints and motivation are lost. How to solve it? Several methods are provided, mandatory allocation, through mandatory assignment rules, the performance of companies, departments and employees is rigidly linked, and reflected through performance scores and grades; Indicators are included in organizational performance, and organizational performance ratios are introduced.

The last three detailed how-tos will be detailed in your spare time.

There are no plans to develop indicators. It is advisable to look for clues from scattered data. Even if there is no planned business, there are always meeting minutes, various task schedules, boss speeches, etc.

Even if it is not written, the boss must have a direction in his head on what to do. Dig these out and refine them, and there will be company-level indicators. Interview department heads and key positions to understand the main responsibilities and tasks.

With these, there is a departmental job indicator, and if the raw assessment data is not done well, there will be some information available.

The fundamental reason is that the financial department of some companies is not able to calculate everyone's performance well, and there will be some mistakes, and the salary standard is not well divided. It's hard to get statistics. And everyone's salary is different.

So it's also very difficult to count performance.

The main reason is that performance management causes jealousy and resentment between employees and employees, resulting in disharmony among employees, and colleagues are not willing to help each other, but give each other small shoes.

There are a lot of people in other companies, and it is really difficult to implement performance management, and everyone has their own ideas and will not listen to these policies at all.

Because everyone's life is different, and everyone's behavior is also different, it can be said that it is particularly difficult to manage.

The concept of performance is very broad, it can be a result, it can also be the efficiency of our work, the benefits of our work or the attitude towards work, interpersonal relationships, diligence and so on. It can be said that as long as there is a goal, an organization, and a work, there must be a performance problem, and in short, performance is everything we want.

It can also be said that it is an outcome, but if some factors have a significant and direct impact on the outcome relative to others, the significance of performance is equated with these factors. It can also be said that performance is first and foremost an outcome, and when the influence of other factors on the outcome is relatively constant, and changing a particular factor can promote a good outcome, controlling these factors is equivalent to controlling performance when the same sales are stimulating.

There are five key factors that affect performance:

The worker's own attitude, work skills, knowledge, IQ, EQ, etc.;

The objectives, plans, resource requirements, process control, etc. of the work itself;

working methods including processes, coordination, organization;

The working environment, including the cultural atmosphere, the natural environment and the working environment;

Management mechanisms, including planning, organizing, directing, supervising, controlling, motivating, feedback, etc.

Each of these specific factors and details can have a big impact on performance. Controlling these factors is equivalent to controlling performance. The manager's management goals are essentially these factors that affect performance.

To do a performance appraisal, it is best to consult a professional management consulting company like Hongzhiruida.