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How to carry out annual performance management
There are six basic cognitive problems that I want to focus on.

First, some small partners will have such questions: our company has never done performance appraisal, and the annual appraisal is simply impossible.

What I want to say here is that performance appraisal has always existed.

Let's look at the essence of evaluation: setting goals and measuring results. Yes, this is an assessment.

For example, when I went to work in an enterprise, my boss told me: Xiaohui, do a good job.

Work hard, this is to set a goal, and my goal is to work hard.

After a while, the boss thought to himself, well, this boy did a good job, but he still didn't.

This is the measurement result.

The boss thought about it and decided whether to praise or criticize me. This is called positive and negative incentives. Zoom in, the boss can give me a promotion and a raise, or he can tell me to get out.

Second, another friend asked, this is just the result of patting the head. There is no SMART principle for performance, and indicators are not quantified.

Remember, M in the SMART principle is measurable, and measurable does not mean quantification.

Sometimes, when we set indicators, we pursue quantification too much. In fact, many basic tasks of human resources are the result of patting the head. I never object to patting my head. In fact, in the preface of my column, I specifically mentioned that major decisions of an organization are often the result of slapping the head.

Qualitative, in itself, is a measure.

Here is another philosophical idea to explain that a lot of subjectivity equals objectivity. Although we say that the truth is always in the hands of a few people, when everyone thinks that the world is flat, those who say that the world is round are killed.

No matter how it is proved to be right afterwards, at least for now, almost everyone thinks he is wrong.

Third, a friend asked, what assessment method should I use, KPI or BSC?

It is worth noting that KPI is a key performance indicator, and it is only an integral part of performance appraisal. The balanced scorecard is a strategic decomposition tool, and OKR or PBC is an evaluation form.

Through the strategic map, the strategic steps are decomposed, the elements of each step in strategic planning are defined with the balanced scorecard, and the indicators and goals of each step are determined. These indicators are key performance indicators based on the balanced scorecard.

OKR and PBC also need KPI. Compared with tires, it is based on airplanes, cars and bicycles.

The role of KPI is to help us pay attention to key evaluation projects.

Fourth, there is such a problem. The company's revenue this year is only10000000, and the boss requires the revenue next year to be10000000, which is not in line with the principle that can be achieved in SMART.

From an operational point of view, there is no unattainable goal. There is an old saying: how bold people are, how productive the land is. This sentence may not be appropriate here, but the meaning is similar. What kind of goal to achieve depends not only on the market environment, but also on strategic planning.

What is strategic planning? Some companies are very interesting. The boss set a goal with his eyes closed, and everyone shared the goal equally according to past data. Well, double it next year, right? All right, double it in every sales department.

In fact, strategic planning mainly includes two parts, the first is to find methods, and the second is to decompose steps.

This year is 1 ten thousand yuan, and next year is 1 ten thousand yuan. How much and where will it be invested? To exaggerate, it's easy to invest 20 million yuan next year and output100000, right?

Of course, all this is a basic overall strategy.

Well, this is just to show whether the goal can be achieved, which is related to what method and input we decide to adopt.

Fifth, the fifth question was put forward by a very small number of people. Because it was a mere formality, we didn't go into the problem, and we didn't find any problems here.

Take the most familiar recruitment success rate as an example. Every time I talk about performance setting, I take this indicator as an example to illustrate.

Recruitment success rate, how to assess this.

This formula is known to all, the actual number of recruits/planned number of recruits * 100%.

Why is it easy for us to become a mere formality when we do the assessment? Because there is no in-depth deliberation on this basic issue. To put it bluntly, this is the result of no actual operation.

Let's simulate: we plan to recruit 10 people in the cycle, including vice president 1 person, 2 managers and 7 general workers.

Situation 1: Recruit vice presidents and managers, but not general workers.

Situation 2: recruiting general workers, but unable to find the vice president and manager.

According to the above formula, the score of case 2 is higher than that of case 1, but obviously the value of case 1 is higher than that of case 2.

We think, how will the candidates finish their homework?

It is a good thing that the company is bigger, and there will be differences in recruitment positions. Some are responsible for the recruitment of basic personnel, while others are responsible for the recruitment of key positions. What if the company is not so clear?

In addition, let's talk about the turnover rate. First, the turnover rate is divided into active loss and elimination, followed by key positions and ordinary positions. What I want to explain here is not the index problem, but the object of assessment. I believe that some human resources departments have adopted this indicator.

Why let the human resources department recite this indicator? Because the boss defends or trusts other departments, because other departments shirk their responsibilities, because the human resources department has no position, is not strong enough, and leads a timid life.

However, Ma Yun's father said a truth: there are two main reasons for a person to resign voluntarily. One is that he didn't give enough money, and the other is that he didn't do well. The second question is whether he is doing well. HR is not the main employing department, and you can't control whether he is doing well or not. To put it bluntly, superiors or superiors have the ability to make him happy or unhappy.

This problem is the object of evaluation. Assessment is related to responsibility and authority. Only when you have the responsibility and the corresponding authority can you evaluate me.

Sixth, the sixth question, some companies or some HR, once there is a problem in performance, they like to find problems and reasons from tools or systems.

When we practice martial arts, we often learn some routines or boxing. Whether this boxing can hurt people is only a tiny part of the factor. If my own strength is not strong enough, even if I hit others, they won't hurt. In addition, when fighting, you should know how to deal with it according to the situation on the field, where the opponent is going to punch, how to hide, and which combination of tricks to attack. The gap between my height and my opponent's height also determines whether my main attack point will change. In actual combat, boxing has little effect.

Corresponding to our work, tools or institutional methods is equivalent to boxing. Whether the tools can be used well is related to my basic strength. In the workplace, our basic strength is a series of professional qualities, such as communication ability, organizational ability, analytical judgment ability, logical thinking ability, pressure resistance, mobility and so on. These basic forces are not enough. What's the use of learning tools?

With strength, you can use boxing and know how to adapt. Corresponding to our work, we have good professional quality, learned tools, and know how to combine and apply complex factors such as operation, strategy, situation and interpersonal environment. Therefore, I often say: it is suitable for people, places, times and circumstances.

By the way, we all know that the improvement of basic strength can only be achieved through long-term accumulation and very boring training. However, when arranging training, our HR or company often pays attention to tools and methods, hoping to learn a tool, a skill or a routine, which can effectively improve management. Dream On! Do you know why the previous training didn't work? Learning tools are simple and can be learned in a short time, but what's the use of learning more tools if you don't spend effort on improving your basic ability! )

Back to the point!

First of all, there is a problem with organizational performance, which has nothing to do with the tool itself. The five main factors that determine organizational performance are also elaborated in the preface of my book. You can have a look at them when you have time. I won't elaborate on the time relationship, but simply say five factors: the accuracy of decision-making, the timeliness of decision-making, the key contribution of core talents, profit model or operation model, and the utilization rate of core resources.

Secondly, the formalization of performance is an implementation problem. There are two main reasons for this problem: the first is the problem of culture, and the second is the problem of setting basic indicators.

Culturally, the common fault of small and medium-sized enterprises is buck passing. It's just that you don't participate in the evaluation. If you take part in the evaluation, I will be encouraged both positively and negatively, and I will have something to say. Poor grades are one reason and another. Poor sales are attributed to untimely production and shipment or poor product quality, production is also attributed to untimely procurement or poor quality of incoming materials, procurement is attributed to untimely financial payment, and finance is attributed to untimely sales payment. Everyone is happy to come back in a circle. It turns out that we are all so excellent, and the poor performance is the company's fault.

Yes, there are problems with organizational performance. First of all, we should find the reasons from five factors. But you are all the core backbone. Where are the key contributions of core talents?

At this time, we need an outsourcing culture, that is, your department is my outsourcer, and if it is not done well, there will be no food. What will you do at this time? Will you be unable to produce because the human resources department won't recruit you? No, you will try your best to solve the personnel problem, deploy manpower, let employees bring people in, and even call your wife and children for help.

Will the human resources department be unable to recruit people because of low wages? Even if the salary is really low, strike a table with the boss for the sake of salary.

In the setting of basic indicators, there are a series of supporting norms behind each indicator.

Many times, HR sets indicators at will, without considering how to analyze and measure indicators.

For example, the annual assessment, the boss to assess customer satisfaction. Ok, how to set the index of customer satisfaction. First of all, customers should be classified according to their importance, channel source or total consumption. Secondly, who will evaluate the customer's satisfaction, whether to pay a return visit or entrust a third party; Whether the customer sample is random sampling or designated sampling. Whether from the perspective of service or product, or both. These are all supporting specifications. Once not specified, go directly to customer service for a satisfactory return visit. Customer service will choose the one with high satisfaction for a return visit. Can the result be good?

Another example is product sales. There are two salesmen, and this month's performance is 654.38+0 million. On the surface, it's 1 10,000. Alas, they have the same grades. Is that really the case? Let's take a closer look:

1, a salesman single product 1 ten thousand.

2. Salesman B has 20 orders, large and small, and various models of products, which add up to 65.438+0 million.

So which is more valuable? It's obviously A. Why? Because of 20 orders, raw materials have to be constantly adjusted in the production process, and there are more types and models of raw materials corresponding to procurement. The support for R&D in different types of products is more complicated, which drives the investment of the whole company to increase. And there will be more anomalies in the whole process.

This situation is very common in small and medium-sized enterprises, and many losses and costs are invisible to us and cannot be reflected in the data.

Because the assessment is highly instructive, should we pay special attention to specific business when setting assessment indicators or methods? When you communicate with the sales department, they will not mention these things, while other departments will have a headache as long as they think about their own assessment indicators, and they will not pay attention to how other departments assess. At this time, the professionalism and business integration of human resources are reflected. What kind of setting should be made on the commission mechanism? For example, the larger the quantity of a single order, the higher the commission? Restrict small orders?

Does it seem that the above content is quite reasonable?

In the other case, it doesn't make sense again.

If the company's strategic development is in the rapid expansion of business, and the company is eager to establish more good relations with all kinds of customers, then we must find ways to collect large and small orders at this time, because customers often judge our company's strength through small cooperation first, and then increase the number of orders after making sure there is no problem.

So:

1, a salesman single product 1 ten thousand.

2. Salesman B has 20 orders, large and small, and various models of products, which add up to 65.438+0 million. However, 20 orders belong to 5 customers, and 4 of these 5 customers are the first group army in the industry. If it continues, it is likely to develop into a big customer.

When conditions change, shall we look at the problem from another angle? It seems that the commission method has to be adjusted again?

Remember, every evaluation index is well thought out and there is knowledge behind it.

Well, these are some basic cognitive corrections.

Next, let's talk about how to do a good job in the annual performance appraisal.

I focused this theme on the word "year".

First of all, once the assessment is linked with positive and negative incentives, it has a very strong guiding role. So we will assess what enterprises pay attention to. Simply put, what do I want?

What enterprises pay attention to must be linked to strategy. The focus of attention in different periods is different.

At some stage, we are concerned about living, which is normal cash flow, that is, revenue.

At some stage, we pay attention to scale expansion. At this time, we should focus on the layout or channel development, and control the input or negative gross profit within an acceptable range.

At a certain stage, if we pay attention to profit, we should optimize the profit model.

For the following departments or molecular companies, all assessment indicators and targets should be determined according to the results of strategic decomposition. Whatever is assigned to him, he should be evaluated.

Secondly, year, month and season are the differences of a cycle.

Year is similar to settling accounts after autumn.

There needs to be a pre-explanation here. Under normal circumstances, an ordinary post rarely has unqualified results in the annual assessment. If an ordinary post is unqualified, it needs to be adjusted in daily management, rather than waiting until years later to evaluate it. Otherwise, it is the lack of daily management. Simply put, what do managers usually do?

Therefore, the annual assessment is more aimed at middle and high-level or core cadres, or by departments, while ordinary posts are more conducted by summarizing or averaging the daily assessment results.

The work effect of some positions is not suitable for monthly or quarterly assessment, and the process cannot be properly decomposed, so the assessment results are based on such a long period of time in a year, such as technical research in R&D department or continuous advertising investment.

Some positions may have insufficient phased results, but the phased results have not yet reached the death penalty, so we can't draw conclusions with short-term results, because he can make up for it through post-adjustment methods or efforts. This problem is more obvious in the sales department.

To evaluate this thing, we first recommend the principal basis dichotomy proposed by Mr. Jiang (the recommendation book "Running Centipede" has three hairs).

The main refers to strategic promotion, and the foundation refers to daily maintenance.

The head of R&D department refers to technical breakthroughs and project breakthroughs, and the foundation refers to R&D's routine support for production and after-sales.

The marketing department focuses on market layout and marketing breakthrough, with reference to routine sales and customer maintenance.

The head of the support department is the support of system construction and project support, and the foundation refers to the daily auxiliary work.

According to these contents, we will evaluate what we are responsible for.

Some people may ask, what about the annual performance appraisal if our company doesn't do the appraisal at ordinary times?

Back to the very beginning, performance appraisal has always existed.

Well, since it used to be a pat on the head, let's pat on the head and evaluate it together at the end of the year.

If you don't think it's appropriate to pat your head, make a qualitative evaluation.

Here is the same sentence, don't confuse qualitative evaluation with 360.

360 is a dimension concept. Since it is comprehensive, it actually includes qualitative and quantitative.

What is 360 degree orientation? Your professional ethics, work attitude, knowledge and ability, operation level of equipment or tools, diligence, attendance, work performance, teamwork, service, etc.

It can be summarized as follows: Deloitte's performance can be combined, moral (attitude and morality) diligence (diligence and attendance) performance (achievement and performance) can be combined (internal and external), some can be quantified, and some cannot. Whether it can be quantified depends on the management level of the company and the professional level of tools. Quantify when you are energetic; If it cannot be quantified, it can be converted; If it cannot be converted, it can be qualitative.

There are also differences in qualitative evaluation tools.

Some qualitative choices are either positive or negative, such as Gallup Q 12.

1. Do I know the company's requirements for my work?

2. Do I have the materials and equipment needed to do a good job?

3. At work, do I have the opportunity to do what I do best every day?

Have I been praised for my excellent work in the past seven days?

5. Do I think my supervisor or colleagues care about my personal situation?

6. Is there anyone at work who encourages me to develop?

7. Do I feel that my opinions are taken seriously at work?

8. Does the company's mission objectives make me feel that my work is very important?

9. Are my colleagues committed to high-quality work?

10. Do I have a best friend at work?

1 1. Has anyone talked to me about my progress in the past six months at work?

12. In the past year, did I have the opportunity to learn and grow at work?

The advantage of this method is that it is simple to operate, whether it is black or white. The disadvantage is that some content is really not black and white, and it is embarrassing to choose.

Q 12 is mainly the evaluation made by employees on the company, managers or working environment. This principle can also be used as the evaluation of superiors to subordinates, and you can set your own related questions, whether Q8 or Q6. For example:

1. Does he/she get along well with colleagues?

2. When he/she encounters difficulties, can he/she face them positively and dare to challenge?

3. Has his/her growth been obvious in the past year?

In this qualitative sense, we can upgrade one level and change one of the two options into 5432 1 according to the degree, which are very good, very good, good, average and poor respectively. This level can be set by yourself.

At this level, it becomes the behavior description of degree words, often and occasionally.

At most, one level is different levels of degree words+feature description. This is a bit complicated, which generally means that different grades of evaluation results have different behavioral characteristics. This principle is the same as the hierarchical description in the quality dictionary.

As for the overall assessment thinking, I still suggest that we should focus on the big and put the small, and we should assess whatever we assess. Qualitative and quantitative.

Finally, let's sum up how to do the annual assessment:

1, as HR, first of all, you should have a concept in your mind about how to set the performance appraisal index of 1. To understand that indicator setting is the most basic, but often even the basic professional level of HRD or HRM is missing.

2. As the decision-making layer of the enterprise, it is very clear what the enterprise should guide. What should enterprises guide? What should the operation guide be? What should culture guide? What we want, what we care about, and what we evaluate.

3. Any management, whether it is 5S management, performance management, strategic management, time management, etc. In the process of execution, attention is from top to bottom, and eyes and movements are the embodiment of attention. Policymakers often look at and ask questions, and often strike a table on this management issue, so the execution is naturally high. Secondly, culture is the guarantee of implementation, and outsourcing culture is something I personally admire.

4. As for what tools to use in the process, MBO, PCB, OKR, BSC, 360, which one should we use? There is absolutely no need to worry. All tools are just tools. People who use tools have problems and always want to find ways from tools. How do they solve these problems? Is there a fool tool in management? Sorry, no!

5, if there is a strategy, then according to the strategy, combined with daily life. If there is no strategy, then focus on short-term priorities.

Briefly describe two examples:

First, in my last company, the performance appraisal scheme I used was very simple. All departments, all people, only bear the assessment index of 1-shipment. Quarterly shipments reach 200K, all employees are on business trips in the province, reaching 300K, reaching 400K K. All employees are paid half a month's salary, reaching 500K, one month's salary, reaching 700K, and all employees are paid two months' salary.

20 13 12 months, delivery 32K.

20 14 year 10 month, 14, with a shipment of 28K.

My assessment plan was issued in February, starting from 65438+ 10.

In the first quarter, everyone was basically adjusting, and no one took it seriously.

According to the normal situation, such a low shipment will be 20,000 to 30,000 by the end of the year. How to play this thing? Does this look like an impossible goal?

Shipments in the second quarter reached 120K, which failed to complete the task.

In the third quarter, I changed my planned goal, starting from 300K, traveling abroad at 400K, and so on.

In the third quarter, the shipment volume reached 420,000, and the group traveled abroad.

Especially in the month of 10, it reached 2 17K in a single month, and the monthly performance of 1 10 increased by 7 times.

1. At that time, the company developed various products, but the shipments were extremely low. For the company, it is eager to increase cash flow to ensure the company's sustainable development. Therefore, no matter what order, big or small, this year is about quantity and delivery, which is the most important thing for the company. So, focus everyone's attention on this number.

2. It is impossible to solve any problems only by making an assessment plan by HR. Without the control of operation management, it is impossible for HR to solve problems with several tools or systems. Therefore, we are two people who solve problems, and the other is the vice president of operations. Many things, like playing chess, must be well controlled in daily life. But after the previous failure, the two of us did nothing in the first three months of this airborne, feeling the situation and dealing with interpersonal relationships. This is also one of the reasons for the extremely low performance in the first quarter.

3. In addition to the daily operation control, as a support department, I have mainly done several things:

The organizational structure was optimized four times: the first optimization was to make the structure look more comfortable, the second optimization was to overhead an old executive who didn't work and made ideas blindly, the third optimization was to liberate the chores of the R&D department and let FAE go out of the project, and the fourth optimization was to concentrate the R&D department. Do 4 optimizations in just 10 month. Dare to think and do.

May 16 recruited a sales director to work (personally brought an order of 200,000 yuan directly): this is the key contribution of core talents. This order of 200,000 yuan is a shot in the arm for all employees, and it also strengthens the bargaining chip of purchasing and suppliers, reduces the production cost of the company, and strengthens the bargaining chip of business personnel to win customers (you see, that XX company is also our customer, and the order of 200,000 yuan is on the production line). There are all kinds of invisible push.

Pay close attention to the efficiency of meeting resolutions and their subsequent implementation results. Report to the vice president of operations if there is any problem: it is very simple to hold a good weekly meeting, and it is not allowed to report the progress of the work at the weekly meeting, which is a daily concern. Things between the two departments are not allowed at the weekly meeting, but should be handled at ordinary times. For matters involving more than three departments, resolutions must be made on the spot at the weekly meeting. If you can't make a resolution on the spot, you must clearly choose a day for special discussion. The meeting time cannot exceed 1 hour. All resolutions are recorded in my office, and I have been personally following up all resolutions. If I can coordinate, I will coordinate to solve them. If I can't solve it through coordination, I'll ask the vice president of operations to solve it together. The emphasis is on implementation.

By the way, R&D and production process have been optimized.

In operation, product positioning, product line contraction, inventory optimization, SMT supplier replacement, customer classification management, R&D project management and so on. If these are not done, how can HR's work see results?

I won't go into details. The above content is absolutely personal and completely true.

Okay, is it low in terms of performance plan?

However, from the perspective of performance management, we have done it very carefully, and it is impossible to cover everything.

1 1 I left this company after months. Until I left my job, the company did not make any achievements in the basic system of human resources. Even the most basic personnel procedures are messed up, and my mind is not there at all.

Second, in my current company, the performance plan is very simple, and the key task method is adopted.

At the start-up stage of our company, although we also do strategic planning, we basically have to adjust it once every two or three months.

Do many companies do this?

So how do we perform?

No matter how the strategy is adjusted, each department has one or two most critical tasks every month, no more than two. The company is still very small and chaotic, with only tens of millions of achievements a year, so it is impossible to manage all aspects well. So we only pay attention to the problem of strategic promotion. There is nothing I can do to lose some points in daily management. It's not that I don't want to repair it, but that I have limited energy and can't do anything about it.

If there is only one key task, it depends on the result of this task. If there are two key tasks, it's good to clap your head and estimate the weight and both sides agree.

At the beginning of each task, there is only one black and white result, that is, completed or unfinished.

Secondly, I will have a corresponding degree of completion according to the results, whether it is over or only 90%. But I won't show this to all departments, as long as I know.

I am doing the setting and statistics of these indicators myself. No matter what we decide, I'm fine, and there won't be any big problems in what we decide. Just adjust the small problems at will.

Our company pays more attention to culture, so it has always emphasized outsourcing culture and results. The company's small partners also have a good mentality and are ashamed of not completing the task.

And these are usually accumulated bit by bit.

By the end of the year, summarize the achievements completed every month, then pat your head to sort it out for everyone, or evaluate a result.

It depends on whether there is anything wrong with the person patting the head. There is nothing wrong with the person who slaps his head, and the result of slapping his head will not be much worse.

Will someone refuse to accept, it doesn't matter, refuse to accept yourself to leave.

This is the orientation of culture. Those who follow me prosper, and those who oppose me perish. This is the essential attribute of corporate culture.

Do people in all departments need to be assessed? I don't care that much. You heads of departments have to deal with it yourself. I just want to pick on you. It depends on your department.

But the personnel management of various departments, in fact, I will assist in daily life, and analyze the small partners of their departments with the heads of various departments, who can and can't do it, who wants to talk, who wants to experience and who wants to encourage. When there are departmental activities, when to let who go. By the way, these activities are all part of the responsibilities of HRBP. To understand the basic concepts of HRBP and the three pillars, please search for "small yellow croaker wine" on WeChat official account and pay attention to it. Reply to the contents of "Course 1", "Course 2" and "Course 3" and you will receive my course recording about HRBP. Remember not to cancel the attention, and there will be course benefits in the future).

Last month, two of our three branches tripled their performance in the same period last year. This is the result!

But in fact, when you do it yourself, you will find that HR plays a very small role in bringing results.

Or it can be understood that it is useless for HR to move, and the core personnel can solve the problem and bring results.

Behind the above two cases, there are the adjustment of marketing strategy, the mobilization of resources, the key contribution of core talents and the analysis and handling of specific problems. The same five things, the accuracy of decision-making, the timeliness of decision-making, the key contribution of core talents, the optimization of profit model or operation model, and the utilization rate of core resources.

Some friends will ask, why doesn't our company use OKR or PBC? Can my company use OKR or PBC?

I won't explain what OKR or PBC is.

What I want to emphasize here is the question of suitability. OKR requires the overall quality level of company personnel, and PBC is more suitable for mature enterprises. These two conditions are unsolved problems in our company.

Don't look at what tools others use, just look at what tools you want to use! You can learn new nouns or tools, no problem, it is necessary to learn before. But while studying, don't learn from others. In addition to learning, we should also learn from each other and know what is right and wrong!

Finally, a few questions are explained.

1, strategic map is a tool of strategic decomposition path, learning strategic map is very simple, but optical tools are useless to draw strategic map well. It's easy for me to teach you how to use a meat cleaver, but carving dragons with a meat cleaver depends on your accumulated skill.

2. The balanced scorecard is an extension of the strategic map, which defines the objectives and realization cycle of strategic steps, as well as various indicators that can be tested.

3. The indicator database contains all kinds of strategic indicators and conventional indicators, which is equivalent to a warehouse from which you can look for things when needed.

4. Don't be stereotyped on the monthly assessment form, let yourself do the same thing every month. So, where is the strategic improvement? Doesn't the work need optimization? Crazy!

5. Focus on everything, focus on everything, focus on everything.