What exactly is to be evaluated?
Managing employee performance is to improve everyone's ability to create performance. According to the research of relevant experts, there are three forms of employees' ability to create performance:
The first form of existence is "ability holding state". That is, what kind of performance can employees create? How strong is this ability? Wait a minute. We call it "Competency Evaluation Index" as the performance evaluation index of employees' "Competency Holding State".
The second form of existence is "exerting ability", that is, the enthusiasm and initiative shown by employees when they exert their ability in the process of creating performance: he has this ability, but is he willing to work hard? The so-called "giving full play to one's ability" is the intensity of the sense of responsibility shown by this employee in the course of his work. Subjective initiative, professional ethics and so on. We call it "attitude evaluation index" as a performance evaluation index of employees' "ability to play".
The third form of existence is "ability transformation state". That is, the actual effect of employee's ability in the process of creating performance: you have the ability and work hard, so did your efforts finally turn into the performance that the enterprise needs? The performance appraisal indicators of "competency transformation status" are called "performance appraisal indicators".
The assessment contents that employees' performance management should pay attention to are ability, attitude and performance. Then, what is the dialectical relationship among "ability", "attitude" and "performance"?
Before work, we will first examine the "ability holding state" of employees-ability level. At work, we see the employees' "ability to play"-attitude. After work, we investigate the "ability transformation state" of employees-how is their performance.
As we all know, when former national team coach Milu was training China football team, a famous saying was written on his hat-"Attitude is everything". Why did Lao Mi say that? His idea is obvious: China's ability is so low: it is too difficult to improve in one and a half years! The second good thing is to make full use of existing capabilities. In this case, Milu should of course highlight the importance of work attitude. This is a practical case that can illustrate the dialectical relationship among "ability", "attitude" and "performance".
What are the principles for designing assessment indicators?
Some foreign management experts sum up the design specifications of performance appraisal indicators into an English word: "SMART". In fact, the word "intelligence" here is not a word, but a set of symbols composed of prefixes of five words, one letter with one meaning:
S(specific) refers to the design of performance appraisal indicators to be refined to specific content, that is, the content that is directly related to the performance objectives led by the team and changes with the situation.
M (measurable) refers to the performance appraisal indicators to be designed as indicators that employees can operate through labor and the results can be quantified.
A (attainable) refers to the goal that the performance appraisal index design should achieve within the time limit through the efforts of employees.
R (reality) refers to the goal that performance appraisal indicators should be designed as "observable, provable and realistic".
T(time-bound) means that performance appraisal indicators should be time-limited and pay attention to efficiency.
This paper points out the basic principles of designing employee performance appraisal indicators. According to his ideological logic, we summed up three main principles that should be followed in designing employee performance appraisal indicators:
First, we must pay attention to the correlation with team performance.
Modern enterprises are cooperative labor organizations, which requires the management of enterprises to pay attention to the cultivation of team spirit and strengthen the sense of cooperation. To do this, it is useless to rely on encouragement, call and enlightenment without touching the issue of interests. It is necessary to form the material foundation of team cohesion and form a "lack of unity and cooperation and less personal interests"; Without unity and cooperation, there is no personal interest ",that is, as the saying goes," big rivers have water and small rivers dry up ". This kind of pressure must reflect the distribution of benefits through employee performance management in order to have an impact.
To treat these two things, first, there must be a strict functional distinction, which cannot be confused and ignored; Second, we should pay attention to mutual cooperation, grasp the temperature and intensity, and strive to complement each other.
In view of the high correlation between employee performance management and entity performance management, we emphasize that when designing employee performance appraisal indicators, we must consider:
First of all, employee performance management is a management activity based on entity performance management.
Second, the foothold of employee performance management is to examine employees' "determination to carry out instructions from superiors". Its important role is to strengthen the management authority of "direct superior".
Third, employee performance management is a job to increase "pressure". Because of organizational pressure, employees as individuals may feel unrealistic. Therefore, while exerting organizational pressure to pay close attention to entity performance management, employees' personal performance management must be regarded as an important link to increase "pressure" and strictly implemented.
The sign that reflects the correlation between employee performance appraisal index design and team performance management is that the themes of the two performance management should be the same. This can be considered from two angles:
First, the dynamic theme: the management focus at the enterprise level.
Following the development trend of the enterprise, we should stand on the overall situation of the enterprise, according to the development of the enterprise, the characteristics of the industry, the current situation of the market and other factors. Constantly refine the center of current management work and the corresponding performance management theme, and constantly regard it as a theme when designing employee performance appraisal indicators.
For example, in some units, budget is the main operation mode of financial management, so its performance management must also take budget as the center. Give you this task and determine how much you can spend. For example, scientific research projects have project funds, and engineering projects have project funds. After the work begins, we have to pass the assessment indicators: whether the money is spent reasonably, whether the task is completed or not, and so on.