1, propaganda and mobilization are not in place.
Employees generally don't understand performance appraisal, which increases the obstacles of performance appraisal.
Before the formal performance appraisal, state-owned enterprises usually hold some staff mobilization meetings to explain the main points, functions and benefits of some appraisal, but they are generally procedural meetings. The propagandists above say that the employees below listen, and the effect is not good.
For propagandists, on the one hand, when preparing for performance management, performance commissioners are in a hurry, rushing to schedule, copying methods, systems and implementation plans, and the mobilization of assessment plans only stays in handing over the contents of the plans to employees, without explaining them in detail, which will lead to employees' superficial understanding of these plans, without in-depth understanding of their essence, and easy to forget the main points and detailed contents of the assessment. On the other hand, the performance Commissioner neglected the implementation of the appraisal scheme when publicizing the scheme, and did not give a detailed explanation on some specific operational problems, which led to the employees' understanding of performance appraisal only staying in theory, which led to misunderstandings and even conflicts in some specific operations, which was not conducive to the implementation of the scheme in the future.
For ordinary employees, on the one hand, they know little about performance appraisal, and most of them have a superficial understanding of its importance. They think that performance appraisal is either used to restrain employees or operate on wages, so their enthusiasm is not high. On the other hand, for some employees with poor performance at ordinary times, they have developed a work habit of muddling along step by step, lacking enthusiasm, especially for some employees in state-owned enterprises, who are naturally afraid of performance appraisal, so when they hear that they should pay attention to performance, they will lose confidence, complain and even encourage employees around them to resist performance appraisal, deliberately delay and hinder the promotion of performance appraisal.
2. The assessment system is not perfect, and the KPI assessment indicators are not set accurately.
Because state-owned enterprises have their own characteristics, the establishment of performance appraisal system will bring difficulties that other enterprises do not have. Even when using KPI assessment indicators, there will be many inevitable problems, as shown below:
(1) There are many branches of state-owned enterprises scattered all over the country. There are many temporary organizations formed through projects, and each organization has its own assessment system in the process of production and operation. Some of them are unprofessional or copy the assessment models of other enterprises directly for convenience, and they are not combined with their own actual conditions, so they are not used systematically.
(2) There is no uniform standard for extracting KPI assessment indicators for some positions. Without a unified standard, the extraction of key indicators will be arbitrary, and it is difficult to integrate the whole assessment system into a whole.
(3) State-owned enterprises tend to work hard on work attitude and work ability, while ignoring practical and quantifiable work results; The extraction of KPI assessment indicators is too rough, and it is not closely related to the specific work that workers are engaged in, so it is difficult to have the effect of follow-up feedback and improvement. These are a microcosm of the long-standing institutional contradictions of state-owned enterprises.
(4) Some state-owned construction enterprises will blindly pursue quantitative indicators, and some seemingly unmeasurable but critical indicators will be deleted, resulting in loopholes in the extraction of key assessment indicators; Blind pursuit of more and more, making the key indicators become unimportant and not targeted.
3. There is no specific quantitative standard for KPI assessment of state-owned enterprises.
Although this problem is also common in the performance appraisal of other enterprises, the cultural concept of state-owned enterprises is more assessed in the middle or according to their own ideas. For example, in the work ability assessment indicators, there are task execution ability, communication and coordination ability, innovation ability and so on. These assessment indicators are generally divided into several grades, such as "excellent", "good", "average", "poor" and "poor". But how to clearly distinguish these grades, such as how to define "good" and "average" to convince employees?
Influenced by China people's "golden mean" thought, many people will choose the golden mean. For employees of state-owned enterprises, the relationship between them is generally complicated. Most people think that more things are better than less things, so there are many water branches in the scoring results, so it is difficult to distinguish the obvious performance level, which has not achieved the expected results.
4.KPI performance appraisal method is single and lacks flexibility.
KPI performance evaluation method is relatively simple. For example, when the fingerprint punching system is used to check attendance, employees will only pay attention to punching before going to work, and they will compete on whether they are late or not. Examples of attendance abound, which can't achieve the purpose of attendance; For another example, through the simple leadership quarterly inspection system, employees can cooperate with the leadership inspection and behave better than usual when the inspection approaches. Therefore, the single use of these methods will make it difficult for performance appraisal to conduct a comprehensive inspection of employees in the process of enterprise operation, and there will be a phenomenon of assessment for assessment, which will lead to distortion of assessment and may even have some negative effects on employees' enthusiasm.
5. The results of the performance appraisal have not been well applied, and they have not played their due incentive role.
Some state-owned enterprises failed to play an incentive role after KPI performance appraisal; A few managers of state-owned enterprises have some misunderstandings about performance appraisal and mistakenly regard performance appraisal as a tool to control and punish employees. First of all, some state-owned enterprises will put forward some mild slogans at the performance appraisal summary meeting, such as "not because you don't work hard, but because others work harder than you". For those employees who don't work hard at ordinary times, this summary is a kind of Q consolation method and a way to cook frogs in warm water. Failure to effectively use the evaluation results will gradually encourage unprincipled "muddling along" humanism in enterprises. There is no substantial difference between the quality of performance appraisal and the quality of performance appraisal, which will eventually make performance appraisal a mere formality, dampen the enthusiasm of high-performance employees and encourage the bad habit of low-performance employees not to strive for progress; Secondly, due to the lack of encouragement and emphasis on the results, it is easy for candidates or candidates to use it in the construction of interpersonal relationships. For example, some department leaders assess their subordinates based on subjective impressions and personal likes and dislikes, and subordinates bribe their leaders in advance, which makes the relationship between cadres and the masses tense, loses the advantage of "fairness and fairness" in performance appraisal, and also encourages the breeding of corruption.
Thirdly, some managers of state-owned enterprises do not make good use of the incentive of performance appraisal results, which will lead to negative emotions such as "breaking the old pot of rice, establishing a new pot of rice, doing good or bad, and the leaders have the final say".
6. Performance appraisal has not been valued by senior leaders.
Some supervisors and even senior leaders do not attach importance to performance appraisal, do not regard performance appraisal as an important task, and simply deal with it. The reason is that they don't really understand the important role of appraisal, and think that performance appraisal is a simple job evaluation, which will not bring benefits and profits to enterprises, and will waste time. I don't realize that performance appraisal is a comprehensive system management project and its advantages. In addition, some leaders are unwilling to strictly implement the performance appraisal policy in order to stabilize the relationship between superiors and subordinates, take care of personal feelings, or for other reasons.
Second, measures to improve the effectiveness of performance appraisal
1, improve employees' understanding of performance appraisal.
State-owned enterprises should make use of ideological and political work and propaganda resources to change employees' concept of performance appraisal. It is necessary to ensure that employees understand that performance appraisal is to decompose the strategic objectives, annual performance indicators and key tasks of the enterprise into various business units and positions, and implement the responsibilities of leading cadres, managers and professionals at all levels to ensure that performance management is responsible at all levels, leaving no gaps; Let employees understand that the results of performance appraisal are used for employees' salary income and post adjustment; And it is clear that performance appraisal can solve the unreasonable distribution of most "big pots of rice" and solve the phenomenon of doing more and less, doing well and doing badly; Performance appraisal is to give outstanding employees more rewards and incentives from enterprises. Therefore, the assessment results and performance pay distribution are inclined to those who hold key positions, bear great responsibilities and make many contributions, and are linked to the career development channels of employees. For some employees who have a negative attitude towards assessment and seriously hinder their performance work, they should be guided to the positive side to make them realize that performance assessment may be beneficial to them.
In the concrete implementation of KPI performance appraisal, we should combine a specific operation with one-on-one counseling and explanation, combine system knowledge with theoretical operation, and give some concrete examples to illustrate some difficult points to ensure that employees draw inferences from one another.
2. Sort out the original performance appraisal system.
Use the "28 principle" to set assessment indicators and improve the establishment of KPI performance assessment system.
The purpose of assessment system is to objectively and realistically discover and evaluate the advantages and disadvantages of each employee's work, so as to achieve the purpose of fostering strengths and avoiding weaknesses, continuously improving and improving performance, and finally realizing the common development of employees and enterprises.
First of all, it is necessary to clarify the similarities and differences between the company's department settings and the various assessment systems of the engineering project department, and establish a unified KPI assessment index evaluation standard and a perfect index system. In combination with the company's structural system, staffing, staffing and job requirements, we should reorganize every link of performance appraisal from the aspects of organization setting, staffing, standardized posts, job responsibilities and work objectives, so as to achieve the goal of consolidating the work foundation.
Secondly, the company should clarify the management department of performance appraisal, unify the performance appraisal methods formulated by various departments and projects to the Human Resources Department, fully listen to the opinions and suggestions of employees through the form of previous employee conferences, eliminate the differences of different scales and standards between different units, and further strengthen and improve the original index system. At the same time, the improvement and establishment of the assessment system should be closely combined with the actual situation of production and operation, because production and operation is an effective carrier of performance management. Without the central work of the unit, performance management will become passive water and a tree without roots. It is necessary to grasp the key work indicators and key links of the unit, quantify and refine them into the performance appraisal of each employee, clearly distinguish the weight comparison between the appraisal indicators, and at the same time be concise, easy to operate and reduce the workload of the appraisal organizers.
Adhere to the "28 rule" in KPI index extraction, and any work has its focus. 80% of an enterprise's profits are often provided by 20% of its core business, and 80% of its employees' performance is often provided by 20% of their key jobs. Therefore, when setting KPI indicators, we must adhere to this principle and find out the key indicators so as not to scratch our eyebrows.
3. Effective communication and feedback to ensure flexible and diverse assessment methods.
Effective performance appraisal is based on the combination of evaluation and communication, evaluation and feedback. Therefore, different state-owned enterprises, according to the specific situation of their own companies, formulate assessment methods suitable for the company through communication before and after performance appraisal. The company's assessment committee and human resources department will take the lead in conducting irregular inspections, and at the same time establish a follow-up assessment mechanism to monitor whether the assessment conforms to the principles of openness, justice and fairness. Identify whether there are subjective and habitual factors in employee behavior differences to ensure the objectivity and authenticity of employee evaluation. A perfect performance appraisal system is based on the corresponding appraisal result communication mechanism. Enterprises should attach great importance to performance communication, and regularly feedback the results of performance appraisal to employees themselves, so that employees can know the effectiveness and shortcomings of their work in time. Appraisers should help employees analyze the reasons, study improvement measures, and constantly improve their work performance, so that employees can grow while summing up experiences and lessons, and make the evaluation system more perfect.
4, according to the specific situation of employees, the correct use of assessment results.
Managers should pay attention to the application of performance appraisal results, which is the basis of salary management. The information obtained from performance appraisal can also be used to design employee development plans, and enterprises can design their careers according to employees' performance information to help employees improve their abilities. Therefore, when the assessment results are combined with the use of talents, employees' assessment files should be established by means of information technology to give full play to the important reference role of performance assessment results in performance salary distribution, professional and technical title evaluation, selection and allocation of outstanding talents, post change, selection and evaluation mode and post change, so as to form an employment orientation with equal emphasis on ability and performance. First of all, the results of performance appraisal are used to guide the improvement of employees' work performance and work skills, and the difficulties and gaps in work skills are found in the process of completing the work, so as to formulate targeted and reasonable employee training plans. Secondly, pay attention to the comprehensive evaluation results of employees' "performance, ability and attitude", objectively and fairly reflect employees' contribution to the company, and on this basis, link employees' performance results with performance pay and allocate them reasonably.
At the same time, we should pay attention to the salary of performance appraisal and tilt to the hard production line, guide the rational flow of employees, solve the structural contradictions of employees in state-owned enterprises, and lay a solid foundation for preventing the brain drain of state-owned enterprises.
5. Strive for the strong support of the company's decision-making level.
Performance appraisal involves the interests of the whole company. Without the support of the company's decision-making level, it is impossible to conduct performance appraisal, especially using KPI performance appraisal tools. For companies that have not been used before, it will get twice the result with half the effort after fully soliciting the consent of the leadership decision-making level.
In a word, the performance appraisal of state-owned enterprises is a systematic project, involving a wide range, complicated contents and complicated links. For state-owned enterprises that use KPI performance appraisal, the complexity of its problems needs to be deeply understood, and the detailed steps of specific operation are a long-term and meticulous work. Only by combining the actual situation of state-owned enterprises' production and operation can we improve their performance appraisal system and operation process, give full play to the great role of KPI performance appraisal in improving the core competitiveness of state-owned enterprises, and realize the harmonious development of employees and enterprises.