The enterprise has formulated a strategic development goal. In order to achieve this goal better, it is necessary to decompose the goal into various departments and personnel in stages, which means that everyone has a task. Performance appraisal is the tracking, recording and evaluation of enterprise personnel to achieve their goals.

Performance evaluation: the process of collecting, analyzing and transmitting information about personal work performance and work results.

Importance of performance evaluation

Performance appraisal is the key link of performance management, and the success of performance appraisal directly affects the effectiveness of the whole performance management process. Performance appraisal refers to the process in which the assessment subjects use scientific methods to evaluate the completion of employees' work tasks, the performance of employees' job responsibilities and the development of employees against work objectives or performance standards, and feed back the evaluation results to employees.

Performance appraisal mainly serves management and development, aiming at improving the operating efficiency of the organization, improving the professional skills of employees, promoting the benign development of the organization, and ultimately benefiting both the organization and employees. In addition, performance appraisal is related to the strategic objectives of the organization, and its effective implementation is helpful to unify the behavior of employees to the strategic objectives. The effectiveness of the whole performance appraisal system is also of great significance to the organization and integration of human resources and the coordinated control of employee relations. Inaccurate or unrealistic performance appraisal will not play a positive incentive role, but will bring many obstacles to the organization's human resource management, which will make the relationship between employees tense and the team spirit damaged. Therefore, both managers and employees should see the significance of performance appraisal.

At the end of the performance appraisal period, the manager evaluates the achievement of subordinates' performance goals according to the pre-established plan. The basis of performance appraisal is the key performance indicators agreed by both parties at the beginning of the performance appraisal period. At the same time, in the process of performance implementation and management, the collected data and facts that can explain the performance of the assessed can be used as the basis for judging whether the assessed meets the requirements of key performance indicators.

1. Performance evaluation principles

When implementing performance appraisal, we should master the following principles:

Principle of openness: let the examinee know the procedure, method and time of assessment, and improve the transparency of assessment.

Principle of objectivity: evaluate and investigate on the basis of facts, and avoid the influence of subjective assumptions and personal emotional factors.

Open communication principle: through the communication between the evaluator and the appraisee, solve the problems and deficiencies in the appraisee's work.

Principle of difference: the assessment contents of different types of personnel should be different.

Routine principle: incorporate assessment into daily management and become routine management.

Developmental principle: the purpose of assessment is to promote the development and growth of personnel and teams, not to punish them.

Three-dimensional evaluation principle: enhance the reliability and validity of evaluation results.

Principle of timely feedback: it is convenient for the assessed to improve their performance, and the evaluator can adjust the evaluation method in time.

2. Performance evaluation methods

(1) management by objectives

Set performance goals according to subordinates' abilities; Quantify objectives, determine measurement methods and performance standards; During the assessment, review the completion of various goals with subordinates according to predetermined standards.

(2) Narrative method

In the assessment, explain the facts in written form, including what obvious achievements have been made in the past work and what are the shortcomings and defects in the work.

(3) Chart scale method

Select performance management elements; Limit the assessment standards and scores of different performance levels; The direct supervisor evaluates employees according to the chart.

3. Main body of performance evaluation

Qualified performance appraisers should know the nature, work content, requirements and performance appraisal standards of the appraised position, be familiar with the performance of the appraised person, and have the opportunity to observe his work closely, and be fair and objective at the same time. Most enterprises adopt a 360-degree all-round appraisal method when selecting the appraisal object, and the appraiser selects the boss, colleagues, subordinates, appraisers themselves and external experts.

The advantage of boss assessment is to be familiar with the nature of work and the performance of employees. Assessment can be combined with salary increase, rewards and punishments, and he has the opportunity to better communicate with subordinates, understand their ideas and discover their potential. However, there are also some shortcomings. Because the boss has the real right to reward and punish, subordinates often have a heavy psychological burden when assessing, which can not guarantee the fairness and objectivity of the assessment, and may also dampen the enthusiasm of subordinates.

The advantage of peer evaluation is to fully and truly understand the assessed. However, due to their familiarity and understanding and the influence of interpersonal relationships, the evaluation results may deviate from the actual situation. The most applicable situation is that in the project team, the participation of colleagues in the assessment has played a positive role in exposing problems and motivating problems.

Subordinate assessment can help the boss to cultivate leadership and management ability, and also achieve the purpose of power checks and balances, so that the boss can be effectively supervised. But the subordinate's evaluation of the boss may be one-sided and not objective; The performance appraisal of subordinates may also make the boss timid at work and affect the normal development of the work.

Self-assessment is the simplest assessment method, which will not make employees feel great pressure, can enhance their sense of participation, and the results of self-assessment will be more constructive, which will improve their work performance. The disadvantage is that self-evaluation tends to overestimate one's performance, so it is only suitable for helping employees improve their performance, and it is not enough as a criterion in other aspects (such as salary increase and promotion).

The advantage of external expert evaluation is that it has the skills and experience of performance evaluation, has high theoretical literacy, has nothing to do with the assessed, and is easier to be fair and objective. The disadvantage is that external experts may not be familiar with the company's business and must be assisted by internal personnel. In addition, the cost of hiring outside experts is high.

4. Reliability and validity of performance evaluation

(1) Reliability refers to the consistency and stability of assessment results, that is, two assessment results obtained by employees using the same assessment methods and procedures in similar time should be consistent.

The factors that affect the reliability of performance appraisal include the emotions, fatigue and health status of appraisers and examinees, as well as the factors related to appraisal standards, such as the number and procedures of appraisal items, the neglect of some important appraisal dimensions, and different appraisers' different understandings of the meaning and weight of the assessed dimensions, which will reduce the reliability of performance appraisal. In order to improve the reliability of performance appraisal, the appraisers should be trained before the appraisal, and the time, methods and procedures of the appraisal should be standardized as much as possible.

(2) Validity refers to the degree of correlation between assessment results and real work performance, that is, whether an assessment standard measures what you really want to evaluate.

In order to improve the effectiveness of performance appraisal, we should set assessment dimensions and specific assessment items of each dimension according to job responsibilities, determine the grade difference and weight of different dimensions of each item level on the basis of full investigation and study, and pay attention to specific and quantifiable indicators instead of general assessment.

There are inevitably some deviations in the process of performance appraisal, which affect the fairness and objectivity of performance appraisal to a certain extent. Therefore, we must overcome the interference of recency effect, halo effect and suggestion effect, evaluate the work of the assessed comprehensively, objectively and fairly, and carry out necessary training at the same time, so as to reduce the deviation and maximize the effectiveness of the evaluation.

Performance communication makes assessment get rid of formalization.

In fact, goal setting and performance communication are the real core. When the goal is set, performance communication will be effective, and it will be logical to complete performance results. The process of performance management is the process of performance communication. For managers, performance communication helps managers to know the working conditions of employees in time and provide corresponding counseling and support for employees' problems. For employees, they can get their own work feedback information and the help of the supervisor in time, and constantly improve their own shortcomings. Through performance communication, managers and employees can cooperate sincerely to form a performance partnership, so that managers' work will be easier and employees' performance will be greatly improved. Performance management has become a very simple thing. Moreover, performance communication is also a process of discovering and screening talents.

Why is there a lack of performance communication

Since performance communication is so important, why hasn't it been effectively implemented? Through investigation, it is found that it is mainly caused by supervisors and employees. There are three main reasons why supervisors lack communication: lack of communication consciousness, lack of communication ability and lack of communication attitude. And employees have a fear of performance communication.

Lack of communication awareness: Many supervisors are used to traditional statements and "paper" evaluations, and it is not clear that they have to discuss performance issues face to face with employees. Moreover, many enterprises do not have corresponding systems to require supervisors to communicate with employees, and naturally they do not communicate. The lack of supervisor's role and system leads to this situation.

Lack of communication skills: Many supervisors know communication, but lack the corresponding skills and skills, which leads to ineffective communication, or even worse, leading to anxiety of communication. For example, many supervisors are too general and irrelevant to make employees understand; Many supervisors are not skillful, and criticism without praise is hard to convince.

Lack of communication attitude: Many supervisors oppose communication, thinking that communication will expose themselves to subordinates and may weaken their authority. Furthermore, if we communicate and discuss performance, it will easily lead to tension or even quarrel between the two sides, which will make the supervisor lose face, which the supervisor does not want to see. Also, many supervisors think communication is too troublesome and a waste of time. All these lead to the supervisor being not very active in communication.

For employees: many people think that performance appraisal is not good for them, and their wages are deducted. Assessment and communication will expose some weaknesses and deficiencies in employees' work, and employees themselves will feel uneasy and afraid. Coupled with the improper handling of problems by many supervisors in communication, it may even cause employees' resistance and dissatisfaction.

Four-level performance exchange method

In order to make performance communication go smoothly, several aspects must be prepared. First, through training and publicity, let supervisors and employees realize the importance and benefits of performance communication. At the same time, let people learn the method of performance communication. Then establish a systematic communication system from the system, so that employees, especially supervisors, have the responsibility and obligation to communicate. In this way, the attitude of people to communication will also change obviously, from the original resistance to the willingness to communicate.

Performance communication is mainly embodied in four aspects: goal setting communication, performance implementation communication, performance feedback communication and performance improvement communication. The four aspects cooperate with each other, step by step, and * * * together constitute the communication system of the enterprise.

1. goal setting communication

Communication time: communicate when setting employee performance goals.

Communication mode: Face-to-face communication is mainly adopted.

Communication content: three aspects, the performance goal itself, the performance implementation measures and the support needed by the goal.

The goal itself: the goal must be determined through communication between both parties. In this process, the supervisor needs to explain clearly to the employees: what is the overall goal of the enterprise? In order to achieve such an overall goal, what is the goal of the department? In order to achieve this goal, what are the expectations for employees? What standards should employees have in their work? What are the inspection methods and measures? What are the reward and punishment measures after completing the goal? Through the communication of goals, employees will have a comprehensive understanding of their goals. In the process of carrying out the goal, you will know fairly well. It won't happen that you just bury yourself in your work and don't look up at the road.

Performance implementation measures:

What measures and means are needed to achieve the goal, what are the key links or processes, and how to deal with them. , is an important part of exchanges between the two sides. Because different implementations will lead to completely different results. For example, marketers need to complete tasks, whether it is selling old products or new products; Whether through intensive cultivation of the old market or the development of new markets. Through the exchange of implementation measures, employees' short-sightedness and even harmful behaviors can be effectively prevented. It is also convenient for supervisors to supervise and guide in the future.

Target required support:

What kind of support conditions, resources and help the company or supervisor needs to give to achieve the goal needs to be determined in the goal communication, so that the supervisor can make corresponding preparations in advance, mobilize relevant resources and ensure that employees go all out to complete the task.

Through the communication of goal setting, employees responsible for core tasks can be prevented from passively accepting, and their recognition of their goals will be greatly improved. By implementing measures and ensuring resources, employees can feel the full support of the supervisor, and he will be full of confidence in achieving the goal. Work with high morale.

At the same time, managers can effectively identify talents through goal setting and communication. If employees are well-informed in analyzing the measures, means and conditions to achieve the goal and know all the elements to achieve the goal, such people may be the plastic materials of the enterprise. On the other hand, if an employee can't say anything about how to achieve the goal, and the goal is accomplished well by then, nine times out of ten, this person is lucky. This provides a basis for the supervisor's evaluation.

2. Communication of target execution:

Communication time: in the process of target execution and implementation, regular and random communication is carried out.

Communication methods: regular meeting, formal communication, informal communication, routine inspection, document report, etc.

Communication content: communication of key nodes of employees, communication of employees' problems, and communication of means to achieve goals.

Communication with key nodes of employees: by explaining the previous performance implementation measures, the supervisor will have a certain understanding of the implementation means of employee goals. The supervisor will also know what are the key nodes and key paths that determine the completion of the goal. In the key link, the supervisor needs timely supervision and communication to see how the employees' achievements and progress are. In the absence of communication between key nodes, if employees conceal progress or problems, it may seriously affect the completion of goals. At that time, the supervisor will be in a hurry to remedy it, and I'm afraid it's too late to fill the leak. Employees not only fail to achieve their personal goals, but also may affect the goals of the whole department.

Communicate with employees' problems: the supervisor doesn't want to give up after assigning tasks. After the store manager leaves, the supervisor is still responsible for the performance completion of his subordinates. When subordinates have problems and difficulties in the process of achieving their goals and give up halfway, it is time for the supervisor to help subordinates analyze the reasons and solve the difficulties and problems. Let subordinates believe that the supervisor is his strong backing, so that subordinates will be grateful and psychologically practical.

Means of communication to achieve the goal: the supervisor should supervise the means of employees to achieve the goal, and prevent employees from taking short-sightedness, quenching thirst by drinking poison or even resorting to unscrupulous means to harm the long-term interests of enterprises. If this happens, the supervisor needs to stop it as soon as possible. Good methods and measures for employees should also be praised and promoted in time.

3. Performance feedback communication:

Communication time: after the supervisor scores the employee's performance evaluation.

Communication content: explanation of evaluation results; Cause analysis of employees' completed/unfinished goals; The next stage of target communication.

Description of evaluation results: the supervisor should explain the evaluation results to the employees, and show the evaluation results, basis and related supporting materials to the employees, so that the employees feel that the supervisor's evaluation is reasonable. At the same time, the supervisor should listen to the employees' self-evaluation results of this goal and the corresponding basis. In this way, the two sides compare and make appropriate corrections to the evaluation results according to the actual situation. Such evaluation results will be more convincing.

Cause analysis of employees' completed/unfinished goals;

For unfinished goals:

It is necessary for supervisors and employees to analyze the reasons together to see whether it is caused by external factors or internal factors. If it is an external cause, is it caused by changes in the objective environment or problems in the internal processes and systems of enterprises? If it is internal, it is necessary to analyze whether employees lack knowledge, ability, experience or attitude. If it is a lack of attitude, it needs to be carefully analyzed. What is the reason? Is the enterprise's incentive mechanism not good, there is a problem with internal management, or is there a problem with employees' own attitude? We need to get to the bottom of it, find out the real reasons behind these problems and take corresponding solutions. If employees lack knowledge and ability, they need to arrange corresponding training and counseling; If you have no experience, you need to arrange more exercise opportunities. If the employee's attitude problem leads to the failure to complete the task, it is necessary to criticize and educate, and punish or even dismiss if necessary.

In order to achieve the goal:

It is also necessary to analyze how employees achieve their goals. Is it because of personal efforts or the favorable external environment? If the external environment is favorable, such as the surge in market demand and the developed region, employees can achieve their goals with no effort. It is also necessary to analyze whether this favorable factor is temporary or long-term, and whether enterprises need to modify their countermeasures. If it is a personal effort, we should also communicate carefully, what methods and measures employees have taken, and whether there are any experiences that can be used for reference. Can it be extended?

The next stage of target communication: the performance interview is not only about the past, but also about the future development. Performance management is a cyclical process, and the end of an evaluation cycle is often the beginning of the next stage. Therefore, the determination of future goals has become an important part of this communication. The two sides should reach an agreement on the objectives for the next stage, as well as the measures to achieve the objectives and the corresponding support conditions.

Through performance feedback communication, who can be flexible in the face of difficulties and complete the task with high quality and efficiency? Feel sorry for yourself in the face of setbacks, be devastated, etc. , so as to know more about talents.

Communication mode: "sandwich" dialogue. Because directly evaluating employees' performance at this stage may cause employees' tension and even conflict, in order to make communication go smoothly. Appropriate communication methods should be adopted. At present, the main "sandwich" communication mode in the world. As we all know, sandwiches need a lower layer of bread, a middle layer of stuffing and an upper layer of bread, so that they are beautiful and useful. The same is true of performance feedback communication: the first level of dialogue should fully affirm each other's achievements, the second level should talk about areas that need improvement, and the third level should encourage each other to continue their efforts, so that communication can be positive and effective. "Otherwise, criticism as soon as it comes up will easily lead to employees' resistance, and the consequence will be:" It's embarrassing to expose yourself. "

4. Performance improvement communication:

Communication methods: regular meeting, formal/informal communication, routine inspection, document report, etc.

Communication time: running through the whole process of goal completion.

Communication content: pay attention to the improvement of employee performance.

Communication on employee performance improvement: In the process of performance improvement, the supervisor should follow up and supervise the factors that employees lack in feedback interviews or inappropriate ways to achieve their goals to see whether the situation has been implemented, whether measures have been taken to correct them, and creatively improve them. At a certain time point, evaluate the improvement of employees, so that employees can see their own gaps and shortcomings. With the sharp eyes of the supervisor behind, employees will quickly improve their own shortcomings. If employees turn a deaf ear to the supervisor's advice and make the same mistakes again and again, such talents should be eliminated.

Performance improvement communication is often not carried out alone, it is interspersed with performance implementation communication and runs through the whole process of goal completion. In the communication of performance implementation, we will not only communicate the implementation of the objectives at this stage, but also communicate the performance improvement at the previous stage. In this way, the improvement of employee performance is more conducive to the realization of the goal.

Key points of four stages of performance feedback:

The four stages of performance communication are gradual and indispensable. It is natural that employees' goals are well formulated, implemented and improved, and their performance goals are achieved. The performance results will not be unexpected, because in the usual communication, employees have reached a * * * understanding with their supervisors on their performance, and the assessment is only a review and summary of the usual communication. The advantages and disadvantages of talents will also be clearly divided. Through dynamic and continuous communication, the relationship between supervisors and employees will be more harmonious, the performance of employees will be gradually improved, and the performance of the whole team will also rise. The overall performance of the enterprise will develop in a better direction. Only in this way can employees, supervisors and enterprises achieve a win-win situation. Performance management has really become the promoter of enterprise performance and pushed the enterprise forward.

Misunderstanding of target management in performance appraisal

Management by objectives advocated by management master Drucker has been widely used in practice. Especially in the aspect of performance appraisal, MBO changes the management concept from "work-oriented" to "employee-oriented". However, some executives have various misunderstandings, which affect the implementation effect of management by objectives to varying degrees.

One of the misunderstandings: management by objectives is a panacea. As the basis of performance appraisal, management by objectives contains many contents, such as people, money, things, time and so on, and it is really useful. At the beginning of filling in the target management form, it seems to be a complete work plan. In the following work, it is like a resource control chart, guiding employees to move towards their own goals. The completion of the work is like a summary of the work of reviewing the merits and demerits. However, management by objectives is not a panacea for all diseases. Some managers think that since everyone's work is stipulated in the target management table, as long as everyone does his own work well, the workflow will naturally be smooth and the problem of power and responsibility will be solved. In fact, the biggest feature of management by objectives is to pay attention to objectives, not methods. The essence of management by objectives is only to stimulate the subjective initiative of employees through difficult and clear goals, and it is not easy to point in the right direction. If we regard management by objectives as a management platform and use it to deal with problems in workflow, I'm afraid we overestimate its energy.

Myth 2: Management by objectives is a quantitative task. Some managers believe that as long as the task is quantified and the difficulty is improved, management by objectives can be completed. This practice is only applicable to employees with weak decision-making power and few uncontrollable factors, and it is difficult to be effective for R&D personnel or positions with many uncontrollable factors. Snell's three staffing models can tell the truth. The model summarizes three kinds of personnel allocation: person matching, strategy implementation and strategy formation. The first situation is task-oriented, which can be realized by traditional job analysis and target task description. The second situation is goal-oriented, the goal is known, but the implementation method is flexibly mastered by employees. The third situation is mission-oriented. At this time, the environment is highly uncertain, and there is only a clear mission without specific goals. It can be seen that management by objectives can give different employees different goals. Pursuing the realization of quantitative tasks blindly is not the whole meaning of target management.

Myth 3: Management by objectives is a monitoring tool. Some employees think that management by objectives is a performance evaluation tool and monitoring tool. In this way, when they fill in their goals, they will take easy work as their main goal. More harmful, in order to reflect the performance, the significant but long-term effective goals are replaced by short-term effective goals. This is a misunderstanding of management by objectives. The original intention of management by objectives is to help employees improve their efficiency, thus enhancing their satisfaction, rather than increasing the burden, thus creating a sense of oppression. Everyone can coordinate with each other through target management to reduce the waste of resources, especially time resources. Therefore, as a manager, we must have a good goal "weight" and divide the work into four quadrants according to importance and urgency: important and urgent, important but not urgent, urgent but not important, not important but not urgent. Management by objectives emphasizes "self-control" and "self-breakthrough", but does not give up management. It only replaces autocratic management with two-way communication, which ensures the realization of organizational goals more effectively.

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