At present, performance management is still a process of continuous practice for any domestic enterprise. For HR managers, it will be an eternal topic how to combine the general performance management technology with the actual situation of the company, get rid of the myth of performance appraisal, implement high-performance performance management and promote the "win-win" between the company and employees. Because the general principle of performance management is that performance indicators are linked to company strategy, performance is linked to strategy, "people" is the key, execution is on the left, and reward is on the right. How is the "closed loop" of performance management formed? The company I am currently working for is a large group listed company. In 2003, the "employee performance appraisal system" was tried out. The purpose of the company's introduction of this system is to improve employees' work performance and performance, enhance employees' satisfaction and future sense of accomplishment, stimulate employees' growth and integrate them into the company's growth, so as to achieve the purpose of improving the company's operating performance and organically combine performance and strategy to promote each other. Starting from the reality of the company, we adopted three assessment methods in the process of performance management. First, the current advanced and effective management by objectives (MBO) method, in which the deputy general manager or general manager in charge of the company evaluates the time, quantity and quality of the monthly work plan and progress of the department, and puts forward specific improvement plans and measures. The second is quarterly performance evaluation, in which the employee's direct superior directly faces the employee himself, and after full communication, the employee is evaluated according to the evaluation index and scoring standard. It is a process in which the appraisee (the employee's immediate superior) transmits the work items, goals and work values to the appraisee (the employee himself) through communication, and both parties reach a * * * understanding and commitment. Third, the annual 360-degree survey performance appraisal method, through different appraisers (employees themselves, direct superiors, indirect superiors, direct subordinates, colleagues or customers, etc.) to assess employees' performance from different angles. ) in order to comprehensively and accurately evaluate the performance of employees. In the process of implementation, in order to improve the staff's awareness of performance management, avoid the right behavior being ignored or punished, and reward the wrong behavior instead, and ensure the accuracy and rationality of the performance appraisal results, we have also established a set of "employee declaration system" suitable for the company's characteristics, which is judged fairly by the appeal task force. In order to implement the performance appraisal and form a "closed loop" of performance management, based on the annual performance appraisal of employees and combined with the actual work needs of employees, the group company will jointly formulate the annual training development plan and measures by the employees' immediate superiors, the employees themselves and the human resources department, and evaluate the implementation effect at the end of the year. Since the implementation of employee performance appraisal system, remarkable achievements have been made in some aspects, but there are still some myths to be further improved, such as: how to correctly grasp the detection principle of target management, so that the monthly work plan and monthly progress assessment can be put in place in operation; How to establish a win-win concept and establish a psychological contract of enterprises through continuous and effective communication; How to give full play to the coaching role of leaders and get the real support of the company's top management? In fact, in the performance appraisal, we found that if we can't get rid of the myth of performance appraisal, then it will lose its due significance. Management by objectives: a sword or a chicken rib Management experts believe that MBO (management by objectives) is a management method that both the appraiser and the examinee reach a * * * understanding of the goals and how to achieve them, thus encouraging employees to successfully achieve their goals, improve their performance and create outstanding performance. In the practice of target management of group companies, there is a contradictory mentality: on the one hand, it is considered to be very important and a "sword", and the benign development of the company is indispensable; On the other hand, it feels like fog, rain and wind, confusing, and it is a plate of "chicken ribs" in the working meal of the company's human resources department. This gives us profound enlightenment: "How do we manage by objectives" directly determines the effect of performance appraisal of our employees and its "contribution rate" to the company's performance. Therefore, how to decompose the strategic objectives of an enterprise into operational work objectives and establish a clear and executable target management system is the basis for doing a good job in performance appraisal. So, how do we set, analyze, measure and master the performance indicators of the internal process of the organization? Are the implementers of performance appraisal aware of these indicators? Does the company's performance index lack quantitative basis? Is the detection method scientific and applicable? The concept of professionals is worth learning. In their view, the management by objectives system should be established as follows: first, make clear the strategic objectives of the company, find out the company's key performance indicators (KPI) through brainstorming at the enterprise meeting, and work out the company's annual overall objectives. Secondly, the deputy general manager or general manager in charge of the company establishes department-level KPI according to the company's KPI, and decomposes the KPI of the corresponding competent department to determine the content, expected completion time, quantity, quality and workflow to achieve the goal. Then, KPI will be further refined and decomposed into various positions and individual employees by managers and employees of various departments. These detailed indicators and elements are the elements and basis of employee performance appraisal. Only in this way can the company's strategic objectives be closely integrated with the company's performance management system, the efforts of all employees can be unified to the company's strategic objectives, and every employee and every job can be guaranteed to move in the direction required by the company. In addition, to establish an effective target management system, it is necessary to adhere to the detection principle of SSMART. S-Stretch stands for transcendence, and each goal needs to make yourself do more within your ability. If the overall goal is 100%, the extended full mark is 1 10 to 130. For example, an employee makes financial statements every month, and this month he has achieved 10% of the annual target, so he will strive to achieve 15% next month, which is beyond. S-Specific stands for concrete and refers to the formulation of each project goal, which must be concrete rather than general. M-Measurable stands for quantifiable, which means that each goal must set quantitative or behavioral indicators, and these data or information can be obtained. Attainable stands for achievable, which means that although each goal is a little more than the scope of ability, it can be achieved through hard work. Because the unattainable goals and effects are the same; If the goal is too low, employees will feel bored in the second year, but it will increase the resistance to push the goal to complete. Therefore, the supervisor must help employees to test the feasibility of the goal. Every goal of R-Relevant should be combined with the goal of the supervisor who reports directly to it, which is true. T-Time Bound stands for time limit, and each goal must be completed within the specified time limit. Communicate effectively and love you. "Almost all contradictions within the team are caused by communication." The emotion of a senior entrepreneur is thought-provoking. There is also a saying in the HR industry that "do a good job in performance appraisal, communicate effectively, and love you is not negotiable". In the process of performance appraisal in group companies, we also found that if we want to implement performance appraisal and carry it out from beginning to end, 80% or even higher proportion lies in communication, and performance appraisal and system itself only account for 20% or even less, which is strikingly similar to Pareto law (also known as 80/20 efficiency law). Facts show that only through continuous and effective communication, establishing a win-win concept and establishing a psychological contract of enterprises can we achieve the success of performance appraisal and make our team a powerful value creation center. The communication here includes not only the communication between human resources personnel and top management, departments and employees, but also the communication between top management and department heads and employees, the communication between department heads and employees, and the communication between employees. In short, communication is everywhere. The so-called "psychological contract" refers to the psychological contract between enterprises and employees, and it is also the unanimous desire and expectation reached by superiors and subordinates in their work. A famous international investigation organization has a particularly interesting conclusion that "there are always more employees who resign voluntarily because of ignorance than those who resign passively because of ignorance", which shows that it is often more useful for enterprises to sign a "psychological contract" with employees than a "labor contract" with employees. That is, the enterprise must let employees know what the enterprise expects of the employees and what the employees expect of the enterprise to do this work. What is performance management? Performance management is a continuous communication process. Through effective communication, employees' willingness to learn and develop can be found, and psychological contracts between enterprises and employees and between superiors and subordinates can be established in combination with the vision of enterprises, so as to provide them with opportunities to give full play to the potential and creativity of employees, thus promoting the long-term development of enterprises, winning competitive advantages for enterprises and achieving a win-win situation between enterprises and employees. Ensure completion through the performance target agreement reached between employees and superiors. Performance management requirements have clear requirements and regulations on the established tasks of employees, the impact of employees' work on the company's goals, how employees and superiors should work together to maintain, improve and improve employees' performance, how to evaluate employees' performance, how to eliminate obstacles that affect performance, and how to assist employees in career planning. The key point is that performance management is completed jointly by superiors and employees, and should be completed in cooperation. Because it is beneficial to employees themselves, to superiors and to the organization. Performance management is a tool to prevent poor performance and improve performance. Need continuous two-way communication between superiors and employees, including listening and speaking. It is a process in which two people learn and improve together. Through this process, the two sides fully communicate each other's expectations and conditions, and the channels are fully unblocked, so that employees can clearly go to work. The performance appraisal of Boneng Consulting Company has been carried out and achieved fruitful results. The most fundamental reason is that it benefits from the full, continuous and effective communication within the whole company. Boneng publicizes the overall goal and quarterly goal of the whole year to all employees. Each department will also tell employees their own goals and break them down into individual employees one by one. Through target management, set a time for employees and their immediate superiors to sit down and talk about how it was completed last month and why. What are you going to do this month? This gives employees the opportunity to participate in the decision-making of the whole department, or about their own work arrangements, so that employees can maintain their enthusiasm for a long time. From this point of view, relying on the corporate culture of the group company, unblocking channels and implementing effective communication are the keys for us to implement performance appraisal and realize high performance management. Performance coach, the new role of leader Peter Shengji pointed out in the Fifth Discipline that in a learning organization, the new roles of leaders are designers, servants and coaches. We believe that in the process of performance management, the new role of leaders is performance coach. Through effective communication and target management, the process of implementing performance appraisal is performance coaching, and the role of leadership coaching is beyond doubt. Because we can design the best performance appraisal model, but we can't guarantee the realization of the best coaching effect, so it is difficult to guarantee the realization of the best performance appraisal effect. The performance coach referred to here is divided into three levels in the group company. The first floor, the company's top coach. Its main function is to design the basic concept of performance management-organizational vision, core values, the ultimate goal of the organization and the corporate culture orientation on which we conduct performance appraisal; Establish a high-performance team and an effective coach for middle managers. The second level is the company's middle-level coach, that is, the department manager. Its main function is to improve the skills of subordinates, reduce their own burden, develop their abilities, make them use the skills of professors flexibly, improve their self-study ability, and constantly create high performance, thus solving problems in their work. The third level, coordinating coaches. That is, the human resources department should play a coordinating role in the performance appraisal process, conduct quality audit on the performance appraisal results, and guide and assist all departments and employees in performance appraisal; Coach examiners know how to use performance evaluation methods. How to play the role of a performance coach? Successful performance coaches often pay attention to process orientation and implement performance management for the purpose of improvement. Design the organization's policy, strategy and management system, integrate the system through "performance plan" and introduce the company's business culture concept, decompose the company's business strategic objectives layer by layer, and form employees' work plans and responsibilities in a certain period; Through "performance tracking", promote the human resources management department and various functional departments or institutions to ensure the correct implementation of the performance plan to the greatest extent; Measure and evaluate the performance completion in a specific period through "performance appraisal"; Through "performance improvement", we urge supervisors at all levels to coach employees' performance, put forward opinions and suggestions for improvement, and continue to coach employees' performance in the future work to promote performance improvement, and achieve the company's established goals through cooperation with employees to promote the development of employees' careers. In short, performance coaching is an interactive, directional and strategic dialogue between the coach and the coachee, which enables the coachee to gain insight into beliefs, improve performance, achieve goals and create greater achievements. In enterprises, we should give full play to the role of performance coaches at all levels, and promote companies and employees to join in the process of solving problems and continuously improving individual and organizational performance. Therefore, performance coach is the backbone of performance appraisal.