Breakdown of performance objectives, classification of performance management

Generally speaking, the objective decomposition can be analyzed from the following four categories: finance, customer, process management, and employees, as shown in the following figure: What is the target indicator of the head of each department.

Breaking down performance goals into more specific, actionable goals can help employees better understand and achieve performance goals. Here are a few common types of performance goal breakdowns:

Hierarchical decomposition: Decompose performance objectives into different levels, from the enterprise level to the team level, and then to the individual level, layer by layer, to ensure the cohesion and coordination of performance objectives between different levels.

Functional decomposition: Break down performance targets by different functions and functions, such as sales, marketing, R&D, etc., to better reflect employees' job responsibilities and performance.

Time breakdown: Break down performance goals into different time periods, such as quarterly, monthly, weekly, etc., to better manage and monitor the progress and results of performance goals.

Indicator decomposition: Decompose performance targets according to different indicators, such as sales, market share, customer satisfaction, etc., in order to better reflect the work performance and performance level of employees.

Task decomposition: Decompose performance goals according to different tasks, such as completing the research and development of a certain product, completing a sales target, etc., so as to better reflect the work tasks and performance of employees.

Capability decomposition: Break down performance goals according to different capabilities, such as communication skills, leadership skills, teamwork skills, etc., in order to better reflect the ability level and performance of employees.

The above are several common types of performance target breakdown, which can be selected and combined according to the company's own situation and needs. When breaking down performance goals, make sure that the goals are actionable and measurable, and that they can help employees better understand and achieve performance goals. At the same time, timely follow-up and feedback on the achievement of performance goals should be carried out to help employees identify problems and improve performance levels.

Performance is multi-dimensional, and the results will vary depending on the angle from which it is observed and measured. Therefore, to understand the full meaning of performance, it is necessary to pay attention not only to its theoretical development, but also to its evolution in practical application.

First, organizational performance. Organizational performance is the result of the final operation and management of an organization, and it is one of the important indicators to measure the operating status of an organization.

Second, departmental team performance. Departmental Team performance is the result of two or more people with complementary knowledge, skills, and common goals working together to achieve a specific, measurable performance goal. If the focus on the performance of the departmental team is neglected, it may cause employees to focus only on the work related to individual performance, and ignore the responsibility for the performance of the departmental team and the organization, and ultimately weaken the cohesion and combat effectiveness of the entire department and organization.

Third, personal performance. Personal performance mainly examines whether the employee's behavior meets the standard of professional behavior and whether he does the right thing in accordance with professional work procedures. Individual performance is the foundation and foundation of organizational performance, and only by maximizing individual work performance can it be possible to maximize organizational performance.

Three performance views.

First, consequentialism. Consequentialism is to regard performance as a result, advocate speaking with the actual output of work, and pay attention to the objectivity and clarity of performance. However, if people cannot control the process of behavior, then the work results caused by behavior are unreliable, and overemphasizing the results may lead to unscrupulous means for employees to achieve their goals, leading to vicious competition among members of the organization, the pursuit of short-term benefits, and ultimately leading to the overall interests of the organization and the technical school to be harmed.

Second, process theory. The theory of national success regards performance as a process of taking action to achieve a goal, that is, performance = behavior. The basic assumptions of process theory are:

Behavior inevitably leads to results, and as long as the behavior is controlled, the result can be controlled. Process theory believes that performance is behavior, and through the standardization and professionalization of employee behavior, standards, norms and behavior systems can be established.

Third, the Wheel of Potential. The potential theory is to regard performance as the actual benefit of the enterprise's human capital plus the expected return, that is, performance = what is done + what can be done. It incorporates the potential, ability and quality of individual employees into the scope of performance appraisal, making performance appraisal a bridge connecting employees' past performance and future development.

The system and content of performance appraisal.

1. Content. Huawei's performance appraisal includes work attitude, work ability, work performance, personal adaptability and potential, and management ability. Work performance is only one of them, which is the same as Alibaba, only accounting for a part of it, and it also depends on other soft parts, such as attitude and ability, which are soft management capabilities.

2. Assessment methods.

Huawei implements Level 2 assessment, that is, the direct supervisor conducts the first-level assessment, and the superior's supervisor conducts the second-level assessment.

3. Huawei's enterprise value chain.

Huawei's performance management philosophy is based on the enterprise value chain as set out in the Basic Law. Huawei's modern HR system is built on the value chain, and performance management is also built on the value chain.

A source of value. Who creates the value? It is Huawei's army, and Huawei people create value. So the first one is about recruitment and resource allocation.

Value creation. Value creation is based on the creation of work performance and the completion of goals.

Value evaluation. The achievements created by employees, the tasks and goals completed by employees, and finally the assessment and evaluation. This is a performance appraisal.

Value distribution. After the assessment is completed, the benefits should be distributed according to the employee's contribution.

4. Performance management system architecture.

Performance management is a tool for strategic management. Huawei's strategy is based on the company's vision and mission, which determine the company's medium- and long-term strategy and short-term strategy. After setting the strategic goals of the enterprise, it can be broken down into KPIs for the company, departments and positions.

Organizational performance serves three purposes: to support strategy, to promote organizational synergy, and to measure organizational contribution.

According to the responsibility system of the entire organization, each level has different assessment content, which is a characteristic of Huawei. The four red ovals at the end of the above diagram are the process of performance management. The left starts with the setting of performance goals, then the top is performance coaching, and then the next is the performance evaluation, which is the performance appraisal.

Finally, there is the feedback of the performance evaluation, which is the performance interview.

When this round is all done, it is the application of performance results. So as you can see from this diagram, we need to use performance appraisal as a strategic transformer and cultural enabler. In this way, performance management becomes a good HR tool.

Classification and hierarchical assessment system.

Huawei's distinctive feature is the classification and hierarchical performance management, which has a total of three layers.

1. Middle and high-level management.

The middle and senior management assessment is a debriefing plus KPI, with quarterly scoring and annual debriefing.

2. Medium and grass-roots level.

The middle and grassroots levels adopt IPBC assessment. When Huawei first did the performance appraisal, it referred to IBM's appraisal system, which is called PBC, which is the personal business commitment. Therefore, this assessment is also quarterly, plus annual assessment.

3. Employees and new employees of the measurement system.

Ordinary employees, especially those who are based on the measurement system, are evaluated on a monthly basis.

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The performance target value refers to the expected achievement value when the performance goal is set, usually a value or ratio. Performance targets can be categorized according to different classifications, and here are some common ones:

Time classification: Performance target values can be categorized into short-term and long-term goals based on time. Short-term goals are generally less than one year, and long-term goals are generally more than one year.

Objective classification: Performance target values can be classified as quantitative and non-quantitative objectives based on objectives. Quantitative goals refer to goals that can be measured by numbers or ratios, such as sales, profit margins, etc.; Non-quantifiable goals are those that cannot be measured in numbers or ratios, such as customer satisfaction, teamwork, etc.

Hierarchical classification: Performance target values can be categorized according to the hierarchy of enterprise-level goals and department-level goals. Enterprise-level goals refer to goals related to the overall strategy and development of the enterprise, such as market share, brand value, etc.; Department-level goals refer to goals related to the work tasks and responsibilities of a specific department or team, such as sales, customer satisfaction, etc.

Priority classification: Performance target values can be categorized into primary and secondary objectives based on priority. The main goal refers to the goal that is of great significance to the development of the enterprise or sales department, such as increasing sales, reducing costs, etc.; Secondary goals refer to goals that are of secondary significance to the development of the business or department, such as increasing customer satisfaction, improving team collaboration, etc.

Risk classification: Performance target values can be classified into high-risk and low-risk targets based on risk. High-risk goals refer to goals that are difficult to complete or have high risks, such as opening up new markets, developing new products, etc.; Low-risk goals are those that are less difficult or less risky to accomplish, such as improving customer satisfaction, optimizing workflows, and so on.

The above are some common classification methods for performance target values, different classification methods are applicable to different enterprises and departments, and can be selected and adjusted according to the actual situation.

Setting and decomposing performance indicators is an important part of performance management, which should be analyzed and formulated according to factors such as the company's strategic goals, business needs, and employee capabilities. Here are some common ways and steps to set and break down performance indicators:

Determine the type of performance indicator: Performance indicators can be divided into two types: behavioral indicators and outcome indicators. Behavioral indicators mainly evaluate employees' work attitudes, behaviors and actions, such as work discipline, teamwork, communication skills, etc.; Outcome indicators mainly evaluate the work results and performance of employees, such as sales, profit margins, customer satisfaction, etc.

Determine the weight of performance indicators: Determine the importance and weight of different performance indicators according to the company's strategic goals and business needs, so that they can be set and decomposed subsequently.

Develop performance indicators: According to the company's strategic goals and business needs, formulate performance indicators that are in line with the actual situation and employees' capabilities, ensure that the indicators are measurable and operable, and quantify and evaluate.

Decompose performance indicators: Decompose the company's overall goals into performance indicators for departments, teams and individuals to ensure the effectiveness and operability of performance indicators. The breakdown should be done so that employees understand their work goals and responsibilities, and agree with them on what the performance indicators will be and how they will be achieved.

Set performance goals: Based on the broken down performance indicators, set performance goals that are in line with the actual situation and capabilities of employees, and determine the specific actions and timelines needed to achieve the goals.

Regular tracking and evaluation: Regularly track and evaluate employees' work progress, goal achievement and work quality, etc., find problems and deficiencies in a timely manner, and take corresponding improvement measures to ensure the effectiveness and fairness of performance indicators.

The decomposition of performance indicators is the first step in the implementation of performance management, and whether the decomposition of indicators is accurate and effective directly affects the completion of employees' work tasks and whether the company's strategic goals can be achieved.

So how should performance metrics be set and broken down?

1. How to set a performance target system.

According to the goals from top to bottom, they can be divided into organizational goals, process goals, and task goals. The number of targets is from the bottom to the bottom. This session is jointly completed by the Human Resources Department and the department head.

Example: Breakdown of a restaurant's satisfaction improvement goal. Which Kai.

Considerations when decomposing the target:

1. Top-down. The target breaks down downward.

2. The logic is consistent. Maintain logical consistency when decomposing goals.

3. Take care of each other. Superiors and subordinates form a mutual care for each other.

4. Be specific in your behavior. The goal of the task should be specific and implementable behaviors, and remember to be general and general.

2. How to sort out the performance value structure.

The combing of the performance value structure can reflect the company's value process.

1. Find the value process. The key point of value.

2. Summarize the key processes. The focus of the following 4 indicators is different, and it should be that there is traffic first, and then there is another step.

3. Draw a value structure.

4. Key process control. Dig slowly.

Performance structure value sorting benefits.

1. Sort out the current situation.

2. Correlation. Reflect the relevance of data in the enterprise.

3. Find problems. Look for weak points.

Performance Structure Value Sorting Method:

1. Restore the existing method.

2. Learn from benchmarking experience.

3. How to divide the weights of performance indicators.

Reasonable allocation can help enterprises to manage performance more accurately and achieve corporate goals.

1. Enterprise life cycle.

5 - Highest degree.

1 - Lowest degree.

2. Average expert opinion (similar to the Delphi method).

General managers, consultants, department managers and others form an expert group.

3. Factor comparison analysis (similar to the ranking method).

4. Quality score weighting.

The target value of performance indicators should be set based on the top-level design and the actual capabilities of employees.