How to conduct enterprise performance appraisal? Concepts and problems of performance appraisal management
Strictly speaking, performance appraisal is the management content of assessment, evaluation, diagnosis and continuous improvement carried out by managers at all levels and all employees in enterprises to achieve organizational goals. The ultimate goal of performance appraisal management is for enterprises to comprehensively use professional indicators and standards and adopt scientific means to make value judgments on the work performance and work effect of all kinds of personnel at all levels who participate in the whole process and results of production and operation. In the historical process of China's economic development, the internal management strategies of many enterprises are still under the ideological control of fragmentation and temporary response.
Whether it is enterprise management, production research and development, marketing or brand management, China enterprises obviously lack systematic support, and even many enterprises have no systematic concept at all, let alone the overall strategic planning of enterprises. In other words, many enterprises think that they already have a complete operation system, but this system only belongs to the basic operation scope, not the strategic system.
In a word, due to the limitation of the enterprise itself and the external environment, there are still great problems in the performance management system. The object of performance appraisal management is people. Generally speaking, people's investment has two main characteristics. The first feature is that the risk is not fixed, and the second feature is the high return on investment, which has caused another difficulty in performance appraisal management, which is manifested in the following aspects: First, the performance appraisal scheme has not been properly adjusted with the development of the enterprise itself; Secondly, the means of performance appraisal is not scientific enough; Third, the leverage and incentive functions of the performance appraisal system have not been fully considered and brought into play. If these problems are not corrected, performance appraisal management will always be empty talk.
Second, the methods and countermeasures of enterprise performance appraisal management
(1) Do a good job in the preparatory work for performance appraisal management.
In order to do a good job in the preparation of enterprise performance appraisal management, the first step must be to do a good job in every training and publicity, and to give detailed and patient lectures to enterprise employees, which plays a fundamental role in the performance appraisal management function. It should be related to the enterprise so that all employees can understand and support performance.
At the same time, employees should be clear about the direction and determination of enterprise performance appraisal management, and create a strong and vivid performance culture atmosphere. The' top management' of enterprises must also give strong support to ensure the smooth implementation of each charter. Finally, through objective analysis and discussion, clarify the responsibilities of each department, improve the relevant management system, and formulate the core assessment methods and step-by-step processes related to the enterprise situation.
(b) Consider evaluating the feasibility of the management system.
When implementing the performance management system, enterprise managers must really pay attention to the adaptability of system design to national policies and market environment. When each enterprise carries out the performance appraisal management system, it can, without exception, formulate detailed regulations in line with the development characteristics of the enterprise within the national general performance management system, without having to set up a new system outside the national general system. In this way, enterprises above designated size or small and medium-sized enterprises can not only meet the requirements of following the prevailing system, but also help to achieve their own management goals and flexibly respond to the changing trend of the market environment.
(c) Consider evaluating the enforceability of the management system.
When formulating the standards of performance appraisal management system, every enterprise should give priority to the implementation effect that the system can achieve, and try to make the system close to the direction of simplicity, clarity, easy mastery and operation. This type of system construction mode, as far as possible, downplays the overly demanding and demanding design ideas. The performance appraisal management system after enterprise integration should not only seriously consider the load that can be controlled by the normal operation and management scale within the enterprise, but also take care of the operability requirements of the operation and management strategy, and try to build the system into a simple and comprehensive scientific working mechanism.
At the same time, when building this system, enterprise managers must consider the enforceability after the system is established, so as to avoid enterprises from focusing most of their management energy on performance appraisal and ignoring others. All enterprises, especially small and medium-sized enterprises, can also put forward comprehensive and caring assessment management for each implementation stage from every representative business activity of the enterprise. The assessment management time can be one quarter or two quarters.
(D) Pay attention to the time-varying performance appraisal management system.
1. Position performance appraisal at any time according to environmental changes.
Positioning performance appraisal on the basis of environmental changes and strengthening the construction of performance management system can reflect the direction of management process regulation, and its role is to have a comprehensive understanding and feedback on employee performance to meet the requirements of overall improvement of employee performance. We should pay attention to the comprehensive combination of performance appraisal and incentive means, and give full play to the enthusiasm of employees.
In practical work, some enterprises combine the performance appraisal management system with the benefit distribution system, which brings the incentive effect to a certain extent, but also brings different degrees of discomfort to employees' psychology. The process of performance management is complicated. Without the active participation of employees, it is difficult to achieve ideal results. Enterprise managers should communicate with employees frequently, so that employees can understand the development goals of the enterprise and their own work goals, and on this basis, employees can gain a sense of belonging and satisfaction, and spontaneously participate in performance appraisal management.
2. Enterprise performance evaluation should adapt to the objective environment.
Enterprise managers should encourage employees to achieve barrier-free communication and keep abreast of new problems and situations. Performance management should also formulate feasible performance appraisal update standards accordingly. It should be noted here that it may be very difficult for enterprises to assess managers and technical R&D personnel. Compared with ordinary employees, the problems they reflect are more complicated and more difficult to achieve assessment, so they become the focus and difficulty of performance appraisal.
In order to plan and formulate a reasonable evaluation standard system, all employees, including managers and technical R&D personnel, should first determine independent performance evaluation indicators, and senior managers should then determine the next work direction of employees according to personal evaluation indicators, so that everyone's evaluation indicators can be coordinated with the enterprise strategy. The formulation of personal indicators is dynamic, not static, and should be updated at any time according to the development of enterprises and the changes of external environment.
3. Pay attention to the feedback of performance appraisal results and the change of performance appraisal concept.
When the performance appraisal management system of an enterprise changes, the emphasis should be soft, while the change should be hard. It is a soft innovation to increase the feedback of performance appraisal and update the change of appraisal concept in the mechanism. All enterprises require flexible competition as the strategic orientation, so as to alleviate the unfair psychological accumulation in employees' consciousness to the greatest extent and release employees' psychological discourse.
Enterprises conduct a comprehensive investigation and analysis of the information released and fed back by employees, and then draw as scientific a conclusion as possible, understand employees' thoughts and intentions, and help employees achieve healthier enterprise growth. In the relevant practice process, many enterprises just regard performance appraisal as an irrelevant task, and do not really understand the core value of performance appraisal. They do not realize that performance appraisal is a good means to improve employees' personal ability and enterprise management level, and it is a voluntary behavior of employees, which is unscientific. Therefore, enterprise managers and all employees should change their ideas in time, and strive to promote the comprehensive and healthy development of performance appraisal, so that it can achieve a good promotion of enterprise strategy in the changing policy and market environment.
It should be said that performance appraisal itself has advantages and disadvantages. If properly used, it can greatly mobilize the enthusiasm of employees for production and operation, and make the company in a good cultural atmosphere. If it is used improperly, it will not only fail to achieve the expected effect, but also may have many negative effects, which should be vigilant.
(5) Strive to establish a talent team with high professional level and comprehensive quality.
Finally, it needs to be emphasized that enterprises must attach importance to the introduction and cultivation of talents if they want to establish a scientific modern performance appraisal management system that conforms to the development strategy of enterprises. If there is no talent, all systematic thoughts are just an armchair strategist and cannot be based on reality. Because of the development and establishment of China's economic system, the market competition environment will inevitably bring about an all-round competition pattern for high-quality talents. Enterprises should seize the opportunity, implement the overall layout of talent scale, and constantly improve the regular staff training of enterprises. In terms of talent recruitment, it is necessary to extensively absorb talents, make rich human resources in advance, and lay a good talent foundation for enterprise development.
For enterprises above designated size, there are many means of performance appraisal. As long as scientific and reasonable design and operation are carried out according to the management environment in which the enterprise is located, it will strive to prevent mistakes, continuously improve its strength, and get satisfactory assessment results, thus driving the innovation of enterprise management mode and the progress of other management work, and helping the enterprise achieve its long-term development goals.