How to implement effective performance appraisal in small and medium-sized enterprises

The effect of performance management implementation reflects the spirit of the enterprise. Below is the knowledge I bring to you on how to implement effective performance appraisal in small and medium-sized enterprises. Welcome to read.

Based on the above analysis, we can summarize several countermeasures for small and medium-sized enterprises to implement performance appraisal:

1. Fully create a performance-oriented corporate culture.

The emphasis on performance orientation is because in order for an enterprise performance management system to operate effectively, it must have a performance-oriented corporate culture atmosphere, which pays attention to performance and directs decisions about "people" to the people in the organization. Each member explains clearly and tells the organization members what the management really pays attention to and encourages, so that the implementation of performance appraisal will be much smoother.

2. Consolidate the basic management of the enterprise.

Designing job descriptions and work instructions for each position will be an important basic task before designing assessment indicators. It is a dynamic and continuous process. In basic management, do not set enterprise assessment indicators in a one-size-fits-all manner. In terms of evaluating sales personnel, it is necessary to break the previous completely task-oriented approach and only assess pure performance indicators; when evaluating executive personnel, it is also necessary to change the previous situation of vague scoring methods.

3. The results of performance appraisal must be applied reasonably and quickly.

Enterprises should set up a more flexible assessment cycle and reasonably reflect the assessment results in various ways as quickly as possible after each cycle. Many business managers complain that their employees lack the passion of Las Vegas gamblers. In fact, the reason why gamblers are so involved is because in addition to being able to make decisions and bear risks and benefits themselves, winning or losing can be determined immediately.

4. Carry out more effective performance communication.

In a sense, communication is the soul of performance management. Employees must be involved in the setting of performance appraisal indicators. From the establishment of performance appraisal indicators to the interaction of the implementation process and the determination and application of results, the appraiser and the person being appraised must always communicate on an equal footing.

5. Combine performance appraisal with other enterprise management modules.

Corporate performance appraisal is closely linked to other systems of the enterprise, such as corporate strategy, human resource planning, employee promotion, employee career planning, training and many other modules and links, and must be linked to it, otherwise Can't really get results.

As for the specific implementation plan, you can refer to the following specific steps for establishing a performance appraisal system for small and medium-sized enterprises:

1. Establish a clear organizational structure and job responsibilities.

After the development of small and medium-sized enterprises reaches a certain stage (reference data: general trading enterprises have more than 10 people and an output value of more than 3 million; production enterprises have more than 50 people and an output value of more than 5 million), it is necessary to sort out more clearly organizational structure, and at the same time clarify the work responsibilities of each department and position. This does not mean that small companies do not need organizational structure and job responsibilities, but when the boss feels that employees are increasingly arguing with each other, efficiency is reduced, and one person cannot manage it, a relatively clear organizational structure and job responsibilities are needed. Designing what a person does will be the basis for designing assessment indicators. Of course, the organization structure and job responsibilities must be continuously improved as the company grows, and it is a dynamic process.

2. Establish "accurate" assessment indicators.

The setting of assessment indicators comes from the job responsibilities of the position on the one hand, and the overall work tasks of the company on the other hand. My opinion is: the indicator setting should include both process indicators and result indicators. The total score of these two indicators is set to 100 points. The assessment of work attitude and ability adopts the method of adding and subtracting points (excellent deeds). , Extra points for suggestions for improvement; points for poor cooperation and shirk of responsibility will be deducted). The total assessment indicators should generally not exceed 6. For tasks that are really uncertain for the month, you can use task descriptions temporarily assigned by your superiors, but the score cannot exceed 20 points.

3. Select the assessment personnel, and the assessment must be "accurate".

"Accurate": On the one hand, it means that the assessment method must be accurate. The assessment scoring method must be clearly set when designing the monthly assessment indicators. Some use the ratio method, and some projects must use veto. According to the method (zero points if you fail), the rate of personal subjective scoring should be less than 20 points; on the other hand, it means that the assessment information collected must be accurate, and the information on assessment indicators should be accurately collected within half an hour. Accuracy is the key to effective assessment. Of course, the first hearing, second seeing and third feeling of managers are also very important. After all, understanding at work is the most real and appropriate.

4. Use the assessment results quickly to make them have a real motivating effect.

Once the assessment results are confirmed by both parties, the assessment results will be reflected in the employee's variable salary that month. At the same time, the superior's assessment interview with the appraiser should let the subordinates realize your concern for the assessment results. At the same time, the summary of assessment results for half a year and one year can be linked to employee training, promotion, and year-end bonuses to maximize the motivation of employees to create better work performance.

5. Supervise and guide the assessment process.

Performance appraisal sometimes becomes a "favor" tool for some managers. To quote a famous saying: "Anything will happen if there is no supervision!" Especially in the early stages of appraisal implementation, the human resources department must monitor the performance of functional departments. Appraisal plays the role of guidance, support, and supervision. In each key link of performance appraisal, the human resources department must guide the setting of appraisal methods and indicators, review the appraisal information, and supervise the results of the appraisal. Only in this way can the assessment form a positive PDCA cycle, which can help employees discover deficiencies, put forward suggestions for improvement, and ultimately improve work performance.

Finally, "Managing things depends on planning, managing people depends on assessment." In the end, there are only two words in management: reward and punishment. The effectiveness of rewards and punishments depends on the management skills and leadership of front-line managers. The persistence of the general manager, the persistence of cadres, and the understanding of employees are the key to whether any company's performance appraisal management can truly achieve its due effect.

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