Performance orientation should pay equal attention to performance management system. While constructing the performance management system, we must actively advocate the performance-oriented culture. The following six aspects are the core factors of performance-oriented culture: enterprises that only pay attention to performance appraisal usually pay great attention to the form of performance appraisal and put almost all their energy into the formulation of indicators and tables. As everyone knows, the performance appraisal form is only a tool for performance communication. Can performance management be carried out without an appraisal form? Of course, the two sides can write 5-8 indicators on paper to clarify the performance cycle and measurement standards. Isn't it also possible to achieve the assessment effect? Therefore, in performance management, the focus is not on what the assessment indicators are, not on the format of the performance appraisal form, but on the understanding of the goals by managers and employees. And to do this, we must advocate continuous communication.

When managers pay attention to the achievement of employee performance appraisal indicators, the most frequently asked question is "Have you communicated?" "What problems have been communicated?" "How's it going?" When managers often pay attention to these problems, the behavior of managers and employees will change. After setting the indicators, it will no longer be implemented by the human resources department, nor will it be decided by the superior. It is necessary to get the consent of both parties and do things with mutual understanding.

Working in this state, everything becomes predictable and controllable. There will be no unexpected results, such an assessment is a popular assessment, and such an assessment is a helpful assessment for employees. The so-called performance partnership means that the relationship between managers and employees is no longer a simple relationship between management and being managed. It is not that the task is assigned, and the manager does everything and does nothing. The performance of both parties is related, the manager's indicators are decomposed by employees, and the employee's indicators support the manager's goals, and the two parties are tied together in the same body. Therefore, in addition to paying attention to their own business, managers also have a very important job, which is to help their subordinates grow, help them analyze the path to achieve performance indicators, possible difficulties and solutions, and provide resources and financial support. When employees complete their own indicators, they also pay attention to the realization of superior indicators, because superior indicators will also affect their scores. This orientation tells employees to pay attention to the realization of superior indicators and the coordination between departments and positions besides their own jobs.

When employees do this, the purpose of performance management is achieved. Everyone agrees to work for the same goal, concentrate resources, converge actions and have the same goal. The value of a manager lies not in how many things he has done, but in how many things he has inspired the team to do, that is, to help subordinates grow and improve their performance.

As an important part of performance-oriented culture, managers must emphasize helping employees grow. Only when everyone realizes this and puts it into action, performance communication, performance counseling and interview of assessment indicators in the process will become managers' consciousness, part of managers' responsibilities and professional habits. The realization of performance indicators is not calculated or scored, but completed with the help of managers and the efforts of employees.

Therefore, as a manager, we must pay attention to maintaining informal communication with employees, constantly observing employees' performance, and giving timely feedback, so that employees can have a correct understanding of their performance, correct it with the help of managers, and keep working hard in the right direction. Goals and incentives are closely related. Where there is a goal, there will be incentives. If there are only goals, there will be no corresponding incentives. Employees will have no motivation to challenge their goals. In the end, the goal will become a paper with no practical significance.

When setting goals, besides considering the action plan, capital budget and resource allocation, it is very important to set up corresponding incentive schemes to stimulate employees' motivation to challenge goals and restrain their behavior.

Many enterprises only pay attention to increasing work for employees and improving assessment requirements, but often ignore performance incentives. Without motivation, it is impossible to achieve the goal of assessment.