Is it appropriate for a boss to give a poor performance appraisal to his subordinates?

I don't think it's appropriate, others are not as good as you, and the performance is higher than you, this is normal, since someone is to evaluate, the unfair phenomenon cannot be eliminated. You do yourself well, learn more things, and learn patience when you first come. Of course, if you can't bear it, just resist, it's nothing, it's just a job, and your leader won't be able to drive you away casually.

Personally, I feel that it is appropriate, the appraisal results are a foregone conclusion, you can't change this result, you can't change how others evaluate you, and you can't change this system and mechanism, what you can do is to change yourself, so, take the initiative to learn, be positive and optimistic, and believe that the next performance appraisal result will definitely not be bad.

I think it's appropriate, performance appraisal is not only a way for the company to urge employees to evaluate employees, colleagues are to help employees understand themselves, a way to find themselves, is an assessment of employees' work on an objective basis, so, in the face of performance appraisal, please don't feel very hostile, or deliberately cover up their shortcomings, in fact, are wrong, no matter what kind of appraisal method is used, please look at it correctly, and objectively and rationally cooperate with the completion of the assessment.

Suitable, from the perspective of human resources, giving employees a score is not the purpose of the assessment, the purpose of the performance appraisal is to improve work efficiency, so after the score, it is necessary to communicate to help employees improve their performance. From the employee's point of view, half of the appraisal will have a rough standard, plan before the appraisal cycle, and seek help from colleagues or leaders for some difficult indicators.

Suitable, some friends are particularly concerned about the assessment results, try their best to even deceive and bribe to obtain better performance results, but they don't know that the results are not important, in addition to temporarily allowing you to obtain a certain sense of superiority, and can not help you fully understand yourself, especially the shortcomings in your own work, so, I suggest, please weaken the results, pay attention to the process, especially the process of evaluation feedback process.

Personally, I think it is appropriate, a very important part of the performance appraisal is the performance interview, after the performance interview, the performance appraisal results are finally confirmed, otherwise the performance appraisal is unilateral, it will not play a role, on the contrary, it will affect the mood of the employee, then as an employee, you should pay more attention to this link, and at the same time take the initiative to raise your doubts and problems during the interview, which is the key moment for your progress, and can also strive for better performance results for you.

Appropriate, after the performance appraisal, often hear employees complain about the company's unfair appraisal, complain about the company's boss partiality, etc., anyway, the system is not good, etc., no or rarely hear employees say that their performance is not good, next time must perform well, in fact, complaining and complaining not only can not help you improve your performance, but will affect your correct judgment, and even reach the ears of your boss, think about it, will the next performance be good? Therefore, it is correct to have the courage to admit shortcomings, objectively face your own shortcomings, and look for ways to improve.

I think it's appropriate, it's all bad and it means you have to work harder, hard work is a necessary condition for success, but not a sufficient condition, headless fly-like effort will only make you more annoying. What the leader wants is not how hard you work, but whether the result meets his expectations. Do you think you're much better than the other interns?

Isn't it like you can't find a direction to work on, and the other interns are your teachers, so let's study hard.

The vice president of a company was very dissatisfied with the three salesmen with the lowest performance for three consecutive months, thinking that the three employees were incompetent and had problems with their abilities, and asked HR to dismiss them, and the marketing manager thought that the performance of the three employees was not a problem of ability, but under the pressure of the vice president, he dismissed the three employees.

A five-stage approach to dealing with low-performing employees.

Soon, the company recruited three new business personnel, but in 3 months, these three new employees were also voluntarily dismissed by the marketing manager, and the human resources department had to start recruiting again, and two groups of people were replaced in half a year, which not only brought a lot of pressure to the human resources department, but also made the work of the marketing department passive. This situation is common in businesses, especially for low-performing employees. Think:

1.The purpose of performance evaluation - the real purpose of performance evaluation is not simply for results, but to improve the ability of employees. If you don't understand this purpose, you can't solve the problem by eliminating it alone.

2.Performance evaluation cannot be linked to the labor relationship of human resources. ——Formulate appropriate performance improvement plans for the city and employees.

For example, these three low-performing employees in the marketing department need the marketing manager to communicate with the low-performing employees to develop a detailed and clear action plan with a time boundary.

3.Improve the working ability of workers through training, transfer and other measures. - These employees can be dismissed if they fail to meet the target within the stipulated time.

This approach improves the performance of individuals, departments, and organizations. It can also ensure the standardization and legalization of employee processing. Finally, through regular communication with management, including the development of performance plans and performance results feedback mechanisms, the entire evaluation process and related decisions are communicated to management.

4.It is impossible to break the complete closed loop of performance evaluation——。 From the determination of evaluation criteria to the actual promotion of employees, it is a closed loop.

Standard communication, standard implementation, results improvement, education improvement, redeployment and other management measures are all complementary. This unsupported performance evaluation is not of much positive significance. Only staff members can understand it as a tool for deducting wages from the delister.

5.After the whole closed loop, employees who still do not meet the requirements of the job can dissolve or terminate the labor contract3354, therefore, an important reason for the flow of performance evaluation in the form is that the evaluation results have not been effectively applied, and the real purpose and significance of performance evaluation have not been grasped.

In conclusion, to deal with the low cost and the last employee, it must be done. Performance-based communication – Approval of criteria by both parties – Implementation of evaluations – Correction 3354 Results Interviews 3354 Improvement 3354 Education or Migration or Demotion 3354 Virtuous Cycle 3354 Results do not meet the requirements and must be resigned, and a complete closed loop can be finally processed.

This also takes into account the employee's usual performance. If the usual performance is very good, and the assessment results are not up to standard, such employees should be given a chance instead of being laid off directly.

For employees who occasionally fail to meet the standard, the leader should have a conversation, clarify the reason, improve the enthusiasm of the employee, and for the employee who often fails to meet the standard, explain that his ability is problematic and can be dismissed.

If they don't meet the standards, they will have their wages deducted, and they will be given the wages they deserve according to their performance, which will be fair, or they will be fired directly, and the company will not support idlers.

Bonuses can be deducted because they have caused a certain loss to the company, so the company can not give bonuses, so it is good for them.

As a leader, you should first think about whether the problem lies with yourself, whether you set your goals too high, and whether you are not giving employees due compensation. Leaders should manage employees with the management idea of more work and more rewards, and pay more attention to humanistic care, so that every employee is willing to struggle.

The first time, you can give them a warning, which is equivalent to giving them a chance, if the next performance is still not up to standard, then pack up and leave.

Employees whose performance does not meet the standards should be deducted from their wages, so that employees can realize the importance of performance and work harder to achieve performance appraisal in their future work.

He can be punished on wages, and if he fails to meet the standards for a long time, he will be fired, and the company will be for profit after all.

You can give them a chance to try to meet the performance standards next time, and if you give them a chance and still don't meet the standards, you can let them change jobs, which is obviously not suitable.

To treat this kind of employee, the leader should make corresponding punishment work, otherwise it will make the employee develop a bad habit.

In the first month, the boss should ask them to work hard, and if they should be criticized in the second month, they should be fired directly in the third month.

Usually these employees will be dismissed, or they will be given a second chance to pass the assessment as much as possible.

1. Don't worry about the little things

Not every small improvement in your job has to be discussed with your boss. The key is that you know what is relevant to your future.

2. Keep up the good work

If your boss is unexpectedly dissatisfied with your performance and you need some time to reflect before discussing with him, you can directly explain it to your boss and ask him to give you some more time. Don't be too nervous, your boss will know what you're going to do. If your boss wants you to improve in the future, ask him if he can talk to you in a few weeks to check on your improvements.

3. Ask more questions

Insist on asking your boss for more details. If your boss compliments you on a job you're doing a good job, it may mean that you're going to be promoted, but it's more likely that you're just doing well, but your boss doesn't want to spend more time scrutinizing you. Want to know which one you're up against?

Then ask more questions. What does your boss think you stand out? When your boss is judging you in the negative, it's even more important to ask questions.

In many performance appraisals, the boss will not give very specific instructions when giving feedback. Then you have to take the initiative to ask yourself what you are not doing enough, "What does a better job look like?" "In the current situation, what do you think I should do to remedy it?"

4. Process is important

If you can't agree with your boss's assessment of your performance, ask your boss if he can hear about your experience of completing the task.

You can say something like, "I have a little different point of view on this matter, would you like to hear it?" "Be careful, though, that the tone of your voice must be non-defensive.

Your goal is to arouse your boss's curiosity, not to make him angry. Next, you can calmly explain why you didn't do what your boss said. Also note that not everything needs to be explained that way.

You can tell your boss, "Your suggestion is very good, I didn't think of it, I must try it next time." ”

5. Listen carefully

When talking to your boss face-to-face about your performance, it's a good idea to discuss where you're going in the future of the company. But if you're being criticized by your boss for your performance, then it's best to talk about it at another time. Only when you are doing well can you talk about your future path to promotion.

Summary. 3. Focus on performance and behavior based on facts.

If the superior thinks that the employee has done a bad job, he should point out the shortcomings of the subordinate in combination with specific facts. Based on facts, supervisors are required to pay attention to the behavior of subordinates, so as to provide sufficient information for performance interviews.

How to talk to subordinates about performance.

Dear, glad to answer for you. 1. Choose a quiet environment and create an atmosphere of mutual trust and burial The environment will affect the mood and behavior of people, so it is very important to keep employees relaxed during the interview, and choose an environment that is quiet and will not be disturbed as much as possible, and create an atmosphere of trust, which is the first step to do a good job in performance interviews.

2. Clarify the purpose of the performance interview, encourage the full participation of the employees at the beginning of the interview, and clarify the purpose of the interview, so that the interview can be smooth and noisy. Successful interviews should be interactive interviews that encourage employees to fully participate in the interview and speak their minds. When employees are more introverted, you can encourage and guide employees to express their opinions more.

3. Based on facts, pay attention to performance and behaviorIf the superior thinks that the employee is not doing well, he should point out the shortcomings of his subordinates in combination with specific facts. Based on the facts, the supervisor is required to pay attention to the behavior of subordinates, so as to provide sufficient information for the performance interview.

Summary. Hello, do you mean that the leader asks you to produce a copy of the company's performance appraisal content?

How to do a good performanceMy supervisor wants to evaluate my performance, but I don't know how to do it, can you explain it?

Hello, do you mean that the leader asks you to produce a copy of the company's performance appraisal content?

No, I'm a secretary, I'm in my internship, and my supervisor wants me to do a performance.

But I don't know how.

It's an individual's performance.

Do performance for yourself?

I think what you mean by personal performance, to put it bluntly, is equivalent to how much you need to be paid for each job.

Let's say you work as a secretary, and then what? You have five jobs to do. So what is the pay for each job?

And then add it up, what is the total? If you take a day off on your own, how much will I deduct? How much will I deduct if I take two hours off?

How long is a day? Technical schools do just that.

I don't understand, that's why I asked you, I was thinking about the progress of the work, the effect, and how effective it was.

Performance doesn't mean that.

Normally, we also have performance pay. It's the kind of rules and regulations that I'm talking about.

Sorry, maybe I misunderstood. The performance of our business unit is what I said. Sorry for the delay, cancel your order! I'm sorry! Have fun!

I think what you said is more reliable, that is, the leader should inspect your internship stage and evaluate the completion of the tasks assigned by them. If you want to do your own performance, you should do the internship stage, which work is done in what way? What is the result?

When these are written, I think they should be based on your understanding of performance.

Okay, thank you, you're welcome.

Thank you for your patience. Shake hands.