Keywords: electric power enterprises; Team; Performance management
Team is the most basic and basic organizational unit of electric power enterprises. The production and maintenance tasks of electric power enterprises are ultimately completed by teams and groups. The quality of team production directly affects the operating efficiency, corporate image, professional ethics construction and survival competitiveness of electric power enterprises. In order to further improve the team management level and the technical level of front-line production staff, it is necessary to establish a scientific and reasonable team performance management system to effectively motivate front-line production staff to improve their performance and ensure the realization of production and operation objectives of power enterprises.
First, the important position of performance management in team building Performance management is the innovation of management means and actively promotes performance management.
In the final analysis, it is to promote the comprehensive completion of various work objectives and the improvement of work performance of power supply enterprises. The basic position of the team determines its important role in the management system of power supply enterprises. Only when performance management runs through the whole process of team building management and is combined with all aspects of team work can the value of performance management be truly reflected. The successful implementation of team performance management in power supply enterprises can not only guide the behavior of team members to the goal of team building and management, but also improve the level of team building and management and realize the sustainable development of institutions. Through the scoring system, a scientific performance appraisal tool, the team leader conducts an open, objective and fair assessment of employees' work performance, evaluates employees' annual performance level, finds out employees' shortcomings, and then formulates corresponding performance improvement and ability improvement plans to help employees make up their own shortcomings and deficiencies, so as to realize the synchronous development of power supply enterprises, teams and employees.
Second, several principles that must be adhered to in team performance management
Practice has proved that the following four principles must be adhered to in the actual operation process: first, team performance management should be consistent with the target system and business process norms of power supply enterprises to avoid the waste of manpower, material resources and financial resources; Second, team performance management should adhere to the principle of seeking truth from facts and being scientific and reasonable, and formulate feasible assessment methods according to the specific situation of the team, business characteristics and the actual situation of employees, so as to make the performance objectives reasonable. Practical operation is feasible: Third, team performance management adheres to the democratic principle, and the assessment method of work-sharing system is completed independently by the team from modification and improvement to assessment. In the whole process, team members * * * participate, * * make decisions and * * * supervise, so as to be open, fair and just; Fourth, team performance management adheres to the performance management principle of team leaders who know the work of team members best. Team leader's performance management and assessment on behalf of power supply enterprises is the most effective system design for power supply enterprises in the rapid development stage of power grid at this stage, and it also meets the new requirements for enterprises to strengthen execution and standardization construction at this stage.
Third, the promotion of team work assessment, strengthen team building
The "work-sharing system" assessment of power supply enterprises is a new model for performance assessment of front-line team members in production and marketing. The full name is the team "work points system" assessment. This method adopts the form of employees' work points, and takes the final points as the evaluation method to evaluate employees' performance results. The team division of labor system is a good way to reflect the individual responsibility of the team and employees. As the purpose of performance appraisal, let each employee know what he should do, how to do it, to what extent, what evaluation he will get after doing these jobs, and how much performance salary he will get. What is particularly valuable is that the job sharing system is not only a record of past events, but also a conceptual team responsibility, which is used to guide the establishment of the job sharing system and provide forward-looking guidance for team members to achieve team work goals. Employees' work points mainly come from three aspects, one is the amount of work, the other is the quality of work, and the third is other extra work. The design of the evaluation index system of team division system lies in four aspects: first, according to the composition of key performance indicators (KPI) of team members, each indicator is refined and quantified to each task, reflecting the operability and evaluation of the indicators; Second, according to the safety risk, technical requirements, labor intensity, hardship and working hours of each task, reasonably determine the quota score and related assessment methods for each task; The third is to set different responsibility coefficients according to the different responsibilities and roles of employees at work. Fourth, according to the quantity and quality of the work completed by team members in the assessment cycle, score according to the pre-established assessment criteria.
Four, team performance management work to promote the goal
In order to give full play to the role of performance management means in the process of team construction and management, power supply enterprises have established the promotion objectives of team performance management: first, to ensure the comprehensive completion of all work objectives and tasks of the team with the support of performance management system; Second, taking performance management as a breakthrough to promote the construction and management of star-rated teams; Third, take performance management as the driving force, and accelerate the establishment of team post system in the process of institutional reform; Fourth, deepen the overall situation by means of performance management.
Verb (abbreviation of verb) Analysis on the Difficulties of Team Performance Management
Although power supply enterprises have made initial achievements in the research and exploration of team performance appraisal, there are still some difficulties and challenges.
1 The team leader's understanding of performance management is not in place.
Because of the different knowledge, quality and skills of team leaders, their understanding of performance appraisal is also inconsistent. Some team leaders still have some problems, such as lack of ideological understanding and conflict with performance management, which can't guide team members to correctly understand performance appraisal and performance management in the process of operation.
2 Team leaders pay different attention to performance management.
In the process of promoting performance appraisal, most team leaders can seriously and timely summarize and analyze the appraisal results, and constantly enrich and improve the connotation of performance appraisal methods in combination with the actual situation of the team. However, some team leaders copied the template of job sharing system without thinking, and team members did not fully participate in the formulation and improvement of assessment methods, which dampened the enthusiasm of team members to actively participate in performance management. In the process of assessment practice, some teams and groups failed to modify and improve the assessment method of point system in time, which led to a big deviation between the assessment results and the actual work performance and deepened the misunderstanding of employees on performance assessment.
3 inadequate communication and interviews
Judging from some problems exposed in the process of team practice, some problems exist because there is no performance communication or insufficient communication in all aspects of performance management. At the same time, in some units, due to the defects in the design of the index system, the assessment results are not objective and fair, the assessment results cannot be made public, and the assessment results and performance pay can not be fed back to the team members, which reduces the recognition of the team members to the performance assessment results to a certain extent, and also deepens the resistance of employees to performance management. The rapid changes in service and job responsibilities have brought great challenges to team performance appraisal.
Conclusion: Performance management is a systematic project, including management functions such as planning, organizing, leading and controlling. Performance management is difficult to do well. In order to avoid lowering the standards, deviating from the direction and structural deformation in the implementation of performance management, departments at all levels must strengthen communication and coordination, form a * * * understanding and joint efforts, make everyone think in one place and work hard in one place, and form a good atmosphere of scrambling and caring about safeguarding the interests of the team.