How to improve the discussion of performance appraisal of state owned enterprises

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1. Conduct job analysis.

In order to give full play to the role of performance appraisal in the information feedback of the entire management system, it is necessary to carry out effective job analysis, that is, to clarify the job responsibilities and the quality requirements of the post employees, and determine which performance elements are necessary to complete the work. Only by clarifying the job responsibilities can the actual work behaviors of each work team and employees within the enterprise be assessed in a targeted manner, and the degree of fit between their behaviors and the responsibilities required by the enterprise can be judged, and this can be used as the performance measurement standard and assessment basis. In the whole process of assessment, there must be close cooperation between management and employees, and the problem of information asymmetry must be solved in cooperation.

2. Establish a performance appraisal system.

In order to make the appraisal work standardized, orderly and efficient, it is necessary to establish a scientific performance appraisal system. The construction of the performance appraisal system is a systematic project, including planning, implementation, appraisal, feedback of appraisal results, and processing and application of appraisal results. First of all, we must renew our concepts and realize that performance is not examined, but managed through a scientific system; Secondly, it is necessary to clarify the objectives of performance management; Then it's time to follow through; Finally, summarize the assessment.

3. Design the assessment index system.

It is necessary to conduct scientific analysis, combined with the individual situation of the enterprise, and formulate an index system that combines quantitative and qualitative indicators with strong operability. It is important to note that with too many indicators, the calculations will become cumbersome, and some important indicators will be overwhelmed and it will be difficult to show their important impact.

4. Choose a performance evaluation tool.

Each evaluation tool has its advantages and disadvantages. For example, a hierarchical ranking method can avoid a tendency to be in the middle, but it can cause bad feelings in employees when the performance of all employees is really high. It should be pointed out that although performance appraisal theory advocates a performance appraisal tool linked to specific work behaviors, companies are more willing to accept simpler job performance appraisal methods.

5. Improve work performance standards.

The ancients said: "Without rules, it is difficult to make a circle". Ensure that clear performance standards are provided to all appraisers, including appraisers.

Improve the work performance evaluation system of the enterprise, combine the qualitative examination and quantitative assessment of employees' abilities and results, establish objective and clear management standards, quantitative assessment, and use data to convince people. Change the shortcomings of the past employee appraisal in which the qualitative component is too large, the evaluation is vague, and it is easy to be affected by subjective factors.

There are several problems in the performance management of state-owned enterprises:

First, the performance indicators were not set accurately. Many companies set performance indicators that do not point to strategy, and the final assessment results do not meet the expected goals of the enterprise. Managers often need to dynamically adjust performance indicators, for example, if the company is formulating an expansion strategy in the current period, then the performance appraisal indicators should be set around the expansion strategy; If the current strategy is stable development, then the indicators should be adjusted into assessment indicators that are conducive to stable development.

Each unit will have different performance appraisal indicators at different stages of development, so the ability requirements for human resource managers are very high. This is a bottleneck at the moment.

Second, the informatization foundation of performance management is not good. Nowadays, when many enterprises do performance appraisal, they think that qualitative appraisal will be unobjective, and often hope to use quantitative appraisal. With quantitative assessment, data extraction and collection will become the focus of assessment, and it is also a difficult point.

In this case, if the foundation of information management is not good and not solid, then the quantitative assessment will greatly increase the management cost of the enterprise, and sometimes the data collection is not timely and accurate, and the assessment results will even be a disaster.

Third, it is difficult to ensure that the performance appraisal results are fair and just. For example, some units will use 360-degree evaluation tools for performance appraisal at the end of the year, which brings about human factors such as myopia effect, good people, and loose hands, which make it difficult to ensure the fairness and impartiality of the appraisal results. For example:

Some leaders see that everyone is good, and they tend to score high; Some leaders think that there is a problem with everyone and are always used to giving low scores.

In order to effectively solve the problems of performance management of state-owned enterprises, informatization is the most effective means. Beijing Hongjing Century Software, a professional human resources software manufacturer, believes that at this stage, the performance management of enterprises has broken through the simple assessment stage of "passing performance pressure through performance appraisal and completing bonus distribution", and has crossed the business performance management stage of "based on corporate strategy and decomposing strategic objectives layer by layer", and has begun to rise to the stage of "full and full performance management" of "helping work improvement and performance improvement, motivating employees to continue to improve, and finally achieving organizational strategic goals".

If the traditional manual management method is still followed, the performance management of all employees will not only be a time-consuming and labor-intensive project, but also easy to become a formality, which is counterproductive, resulting in unfair appraisal.