Performance management is the core of human resource management. The following are:

First, the power enterprise performance management system problems

In China, the power industry, as a special industry that controls the lifeline of the national economy and people's livelihood, has its unique economic and political status. Most of China's electric power enterprises are state-owned enterprises controlled by the state, which have been monopolized for a long time and have natural advantages in terms of capital source, personnel allocation and material allocation. On the one hand, this mode of production and operation provides a strong material and policy guarantee for the development of China's electric power enterprises, and at the same time, it also produces problems such as bloated institutional setup, poor talent flow mechanism and low resource utilization rate.

Market competition is the driving force for enterprises to innovate management concepts and improve management efficiency. In order to meet the needs of China's rapid economic development, conform to the development trend of economic system reform, realize the optimal allocation of resources, and build a modern competitive power industry management system with clear property rights, clear rights and responsibilities, separation of government from enterprises and scientific management, China has issued a series of policies to introduce competition into the power industry and promote the reform of the power market system. For example, the division of the two major power grid companies * * * State Grid Corporation and China Southern Power Grid Corporation * * *, the reorganization of the five major power generation groups * * * Huaneng Group Corporation, Datang Group Corporation, Huadian Group Corporation, Guodian Group Corporation and China Power Investment Corporation * * *, the clarification of bidding online policy, the establishment of the State Electricity Regulatory Commission and so on. In order to enhance the market competitiveness of enterprises, many electric power enterprises pay great attention to the innovation of management system, especially the reform of human resource management system. In the process of building performance management system, advanced management concepts such as balanced scorecard, key performance indicators, KPI and EVA are introduced, but the final effect is not satisfactory, mainly for the following reasons.

1, confusing concepts. In the process of constructing performance management system, many enterprises simply think that performance appraisal is performance management. As long as the assessment system is established, performance management will be completed. In fact, there are essential differences between performance appraisal and performance management. They are not only different in concept, but also very different in purpose, significance and workflow. Performance management is a complete system with five basic functions: planning, organizing, guiding, coordinating and controlling. Performance management includes four parts: performance planning, performance implementation, performance evaluation, performance feedback and application of results. Performance evaluation is only a node in the closed-loop structure of performance management. Blindly treating performance appraisal as performance management will not only greatly reduce the role of performance appraisal, but also make employees misunderstand performance management and have resistance to performance system reform, which can not fully reflect the value of performance management.

2, the division of responsibilities is not clear. Most electric power enterprises in China are state-owned enterprises controlled by the state. They have abundant funds, sufficient manpower and sufficient material resources to carry out the reform of enterprise management system. It can be said that power enterprises do not lack advanced systems, but the connection between systems. The fundamental reason is that the division of responsibilities between departments of electric power enterprises and between superior units and subordinate units is vague, and there are problems such as multi-head leadership and cross management. This management mode indirectly leads to the emergence of management blind spots. For example, the marketing department of county companies should not only be directly led by county companies, but also have cross-level management of the marketing department of provincial companies.

3. Blind imitation of typical experience. Any institutional innovation must be based on seeking truth from facts, and the influence of various factors such as market environment, product characteristics, consumer groups and industry competition must be comprehensively considered. However, at present, the system reform of China's electric power enterprises generally ignores the development needs of their own enterprises, blindly imitating the management system of excellent enterprises, which not only causes unnecessary waste of resources, but also may cause confusion in management order.

4. No long-term mechanism has been formed. Any system is a double-edged sword, with advantages and disadvantages. On the one hand, the emergence of post rotation system has become a powerful weapon to reduce the phenomenon of favoritism and malpractice and reduce the management risk of power enterprises, on the other hand, it has also produced many management sequelae. In order to realize their management intentions and ideas, and create excellent management performance, after the post adjustment, the next leading group usually totally or partially negates the management mode of the previous leading group, which makes the performance management of power enterprises often in a chaotic state.

Second, measures to solve the problems in the construction of performance management system of power enterprises

Performance management involves all aspects of human resource management, including a lot of management skills. It refers to the continuous cycle process in which managers and employees at all levels participate in performance planning, performance coaching and communication, performance evaluation, performance feedback and application of results in order to achieve organizational goals. Performance management can be regarded as a dynamic cycle process of planning, execution, inspection and action, and each subsystem of performance management can also be regarded as a continuous improvement process including four stages of PDCA. On the one hand, the construction of performance management system ensures the realization of the company's production and operation objectives, on the other hand, it can also comprehensively reflect the basic situation of the cooperation ability between departments, departments and employees, the overall cohesion of enterprises, and the comprehensive quality and ability of employees. Performance management PDCA cycle chain is as follows:

Aiming at the problems encountered in the construction of performance management system of electric power enterprises at present, this paper mainly puts forward the following solutions.

1, performance plan * * * performance plan * * *

Performance planning is the basic link, starting point, main platform and key means of performance management. The formulation of performance plan should follow the principles of full participation, objectivity and fairness, comprehensive balance, post characteristics and feasibility. To implement the enterprise's strategy, we must decompose the strategic objectives into various departments and finally implement them to individuals. In the performance planning stage, the management and employees of the enterprise clearly define the distribution of rights, responsibilities and interests of both parties through communication, and clarify the roles played by both parties in performance management, and finally reach a * * * understanding on the expectations of employee performance. Therefore, if you can't make a reasonable performance plan, the plan is inconsistent with the goal, or even divorced from reality, you can't get the recognition of employees, and the enterprise strategy can't be realized, let alone performance management.

2. Performance Guidance * * * Performance Guidance * * Communication

Performance coach communication is the intermediate link of performance management, and it is also the longest and most critical link, which runs through the whole performance management. The process of performance coaching is also the process of performance implementation and management, and it is the process of constantly discovering and solving problems. The management of the enterprise supervises the implementation process of the whole performance plan through communication with employees, and makes timely adjustments and corrections according to the actual situation. Whether the performance plan is reasonable and can be completed is verified at this stage, and some important basis for performance evaluation and performance feedback also comes from this process. Therefore, if this link is not in place, it will be impossible to find the problems existing in the implementation of performance plan in time and performance management will not be implemented.

3. Performance appraisal * * * Performance appraisal * * evaluation

Performance appraisal is the core link of performance management, also known as achievement or performance evaluation. It is a process that enterprises use scientific methods to collect, analyze, evaluate and transmit information about employees' work behavior and work results in order to achieve the purpose of production and operation. Performance appraisal is a systematic project, involving enterprise strategic target system, responsibility distribution system, index evaluation system and so on. By tracking, recording and evaluating employees' work, we can promote the realization of enterprise strategic objectives and the improvement of employees' own abilities, and realize the optimal allocation of human resources within enterprises. Therefore, if something goes wrong in this link and the employees' work results are not evaluated fairly, it will seriously dampen the enthusiasm and sense of accomplishment of employees and bring serious negative effects to enterprises.

4. Performance feedback * * * Performance feedback * * *

Performance feedback is the key to the success of performance management, performance appraisal is only a means, and cultivating high-performance employees is the ultimate goal of enterprises. Performance feedback enables employees to understand the relationship between their work and the strategic objectives of the enterprise, help employees find their own strengths and weaknesses, tap their own potential, and promote the improvement of their professional skills and quality. Therefore, if the performance feedback mechanism is not perfect, there is no perfect incentive and restraint mechanism, employees are only mechanical and dogmatic, and performance management cannot achieve results.

To sum up, if power enterprises want to get rid of the current performance management dilemma, they must: ** 1*** adjust the organization and define the division of powers and responsibilities; ***2*** Unify ideological understanding, introduce advanced management concepts, and ensure seeking truth from facts; ***3*** Build a good talent flow mechanism and communication feedback mechanism; ***4*** Smooth information circulation channels and solve practical problems and difficulties in time. The reform of performance management system in electric power enterprises is a long and complicated process. This paper only briefly analyzes and discusses some problems existing in the reform process. In a word, the construction of performance management system is an inevitable choice for power enterprises to enhance market competitiveness and improve work efficiency.