From an enterprise's perspective, normal personnel flow is very necessary, but what makes managers at all levels sad is the loss of core talents or employees in key positions. Because the loss of these talents will not only take away some core technologies, processes or customers, but also the loss of talents to competitors directly enhances the competitive strength of competitors, but correspondingly weakens the competitiveness of the company itself!

So, how to retain talents? In many years of human resource management practice, if implemented well, performance management plays a very good role in retaining talents and stabilizing performance.

1. Have the correct concept of performance management

This is the first thing to explain: Performance management is used to cultivate and motivate talents, not to repair people. ---It is necessary to first reach a consensus on this point, that is, to establish a correct performance management concept, which is a prerequisite. Then, with this knowledge, the correct implementation of performance management will definitely help retain talent. In the entire process of performance management implementation, the relationship between managers and core talents in key positions is not just a simple relationship between assessment and assessment, but a shared interest. Enterprise managers should clarify the goals and performance indicators of each work, and provide the necessary support, resources and even guidance in the process to help achieve the set goals. They should not deduct penalties whenever they make mistakes. In that case, it may not only cause consequences. Without the motivational effect, it is just a pile of chicken feathers.

2. Put an end to "human feelings" and ensure the objectivity and fairness of performance management.

If nothing unexpected happens, the core talents in the assessment cycle are all high-performing people. If low performance occurs in the next assessment cycle, if human resources intervenes to investigate the reasons, they will find He has dampened his enthusiasm and initiative to do high-performance work. If it is more serious, he will leave the organization directly.

The main reason why his enthusiasm and initiative are dampened is "favor"! Performance management is difficult to deal with "human relations", which is a fundamental problem for many companies. Another meaning of being humane is not being principled, not focusing on facts, not being objective, let alone being fair and just. This will undoubtedly lead to performance becoming a mere formality, and high-performing employees will not be motivated. Will they continue to perform well? Not only will high performance not be maintained, it will also worsen the internal competitive environment and cause interpersonal conflicts and the loss of outstanding talents. Therefore, in order to play the role that performance management should play, it is essential to ensure that it is objective and fair, and this requires putting an end to the phenomenon of "human feelings".

Three, true fulfillment can truly inspire.

During the implementation process of performance management, the company will organize the signing of performance contracts, performance appraisal commitment letters, target responsibility letters, etc. to clarify responsibilities and rights. After that, the signatories will maintain their motivation and enthusiasm and work hard to achieve the goals. In the end, if the cashing conditions and cashing time are met, but the company does not cash or delays the cashing of the agreed incentive projects including performance bonuses, then the core talents who signed the contract and were evaluated will finally say that they cannot digest the "big pie" and need to Either stop striving to achieve high goals in the next appraisal cycle, or resign.

Fourth, proactively eliminate “fake executives”.

There is an argument that "the better the people, the sooner they will be lost. When employees leave, they actually leave not the company but a certain manager."

I once saw an interview in which a well-known entrepreneur said that he personally fired a senior executive in the early days of his business. This executive came from a large factory, graduated from a top prestigious school, and had a very good work resume, but the entrepreneur resolutely fired the executive.

Why? Because since that executive took over the business team, 80% of the excellent employees that the entrepreneur had trained hand-in-hand have left. Later, entrepreneurs discovered that this executive could not get involved at all. The executive himself had no performance or results. He could not help his subordinates solve problems or get results. In meetings, he had to behave like an executive. Because of his majesty, they were unwilling to follow this executive.

The purpose of subordinates' work is very simple. The most important ones are two. The first one has meat to eat, and the second one can learn something. When neither executives nor the company provide adequate support, these outstanding young people leave the company, because truly outstanding talents are unwilling to work with mediocre leaders. Therefore, we should not only assess employees, but also assess all senior executives. "No work is just a passing". The biggest problem is that senior executives have no performance and no results. In applying the results of performance management, we must have the courage to actively eliminate managers such as "pseudo-executives".

4. Effectively combine the application of performance results with career planning.

If the core outstanding employees do not get the opportunity to improve their capabilities, they will naturally want to look for opportunities outside;

If the core employees cannot realize their self-worth, they will naturally I just want to find places where value can be realized.

If within the company, the core outstanding employees can get improved abilities and salary, opportunities for development and opportunities to realize their self-worth, etc., then is the possibility of losing them still high?

Therefore, it is necessary to systematically formulate a performance management system. Especially after the results of performance management come out, it should not just be linked to salary. High-performing employees should be provided with job opportunities, training, career paths, etc. Improve career development planning in many aspects. When employees see that the company not only regards them as a tool to achieve profits, but truly cares about their needs and invests in their overall development and growth, they will stay and cooperate with the company. The possibility of growth has increased, and at the same time, the possibility of looking for opportunities outside will be reduced.

According to a Deloitte Global Human Capital Trends survey, 61% of people believe that finding qualified and experienced employees is the biggest challenge facing enterprises. The war for talent is heating up, and companies need to find ways to retain talent with a new mindset. If implemented well, performance management can be the key to winning this war.