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What Will Be Done After The End Of The Performance Appraisal?

2013/9/8 10:17:00 8

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as a perfect performance management system, there is still a lot of work waiting for managers to deal with and improve. In fact, performance management to performance appraisal is not finished but just getting better.

If the later work can not be followed up in time, do not do or do not work hard, then the work ahead will be futile and in vain.

, what will the line manager do after the end of the performance appraisal?

The first is to study the use of performance appraisal results, so that the results of the performance appraisal can be effectively used, providing an information source and decision-making basis for the personnel decisions of enterprises. Two, performance feedback, as a result of two-way communication between managers and employees, managers must communicate with staff performance appraisal, inform employees on the results of employee performance appraisal, and agree with the employees on the contents and results of the performance appraisal; three, help employees make performance improvement plans, find out the shortcomings and deficiencies of employees in the performance cycle by performance appraisal, then work out performance improvement plans together with employees to put them into performance cycle to improve them, so as to truly improve the ability of employees. I think there are four main aspects.

The four is to diagnose the performance management system, which may be a neglected aspect of many line managers. Any performance management system is not the most perfect one, and needs to be adjusted and improved.

Therefore, a line manager must have a systematic diagnosis of it, find out the existing problems and shortcomings, improve and develop, make the performance management system keep vitality and play a greater role in the future management work.

1. The use of the results of performance appraisal

in human resources management, salary, training, job change (promotion, demotion, rotation, etc.), dismissal and so on are its core. All human resources management and development are carried out around these work. These aspects are both the focus of attention of employees and the key point of human resource management of enterprises, so enterprises must account for them.

an effective performance management system must be closely related to these contents. Performance appraisal is the important information source and basis for its decision making.

a scientific and effective performance appraisal form should not only clarify and inform employees about the performance objectives of employees, but also let employees know what kind of rewards they can get from their efforts, such as whether the performance excellence will get a raise, the extent of salary increase will be raised, whether the ability to get promoted will be promoted accordingly, what is the career promotion path in the future, and what efforts should be made for employees in order to get promoted? Similarly, if there is a lack of ability in some aspects, will enterprises give training opportunities to help employees grow?

These problems should be reflected in the performance management policy of enterprises, and they will be fulfilled after the end of the performance appraisal.

If, as is usually known, enterprises will collect and archive the results of performance appraisal and avoid the results of performance appraisal. How can we make performance management, such as how to raise fairness and impartiality in personnel decision making such as raises, promotions, dismissals and so on? How will the level of human resource management of enterprises be substantially improved? I am afraid these will become the focus of enterprise management problems.

"P", and the most realistic, performance evaluation results can not be effectively used, your reward and punishment decision will not be fair, you can not give an angry employee a statement, which is bound to cause harm to the stability of the enterprise, reduce the morale of employees, to combat employee enthusiasm, reduce work efficiency.

therefore, performance appraisal as an important means of human resources management of enterprises, the result must be applied to the management decisions of enterprises, so as to truly play the role of decision-making basis, help enterprises make the right decisions, improve the management level, enhance the quality of employees, keep the staff and the development of enterprises in keeping pace with each other, and continuously provide enterprises with better management environment and human resources support.

two, performance feedback /p >

after the performance appraisal is finished, besides putting the result into the management decision, as a manager, you should also give back the performance of the staff and the performance appraisal you have done to the employees, and the employees will understand it.

in fact, it is not easy to really understand employees.

many enterprises do not strictly follow the rules of operation when they perform performance management. They do not carry out scientific and effective planning before implementation. For enterprises, managers and employees, the implementation of performance management is not clear.

Not only did the staff fail to understand, but even the line manager who was responsible for the implementation of performance management also had a smattering of knowledge, which directly led to communication barriers between managers and employees. Managers and employees could not effectively communicate effectively on all aspects of performance management.

It makes the performance management pform into formalism. The enterprise spends a lot of time and energy, but at last it has done no work and has no effect at all.

because managers and employees do not communicate on many issues of performance management, managers do not communicate with employees about performance goals before they are evaluated. Employees do not know clearly what they should do, nor do they know which aspects of managers are going to do their own assessment, nor do they know the key issues such as assessment procedures of examination methods.

in view of this situation, managers can not give a convincing explanation of their performance appraisal, so they are afraid of communicating with their employees, afraid of facing angry employees, not willing to create contradictions due to performance problems, and stand opposite to their employees.

Therefore, for performance feedback, they often adopt an evasive attitude, and can not feedback without feedback.

but performance feedback is the responsibility of the manager. The manager is obliged to inform the employees of the results of the performance appraisal and give a reasonable explanation for their performance evaluation.

Otherwise, the staff will not agree.

Perhaps employees will not face conflict directly, and will not rush to your office to argue with you, but they will certainly think about it in their hearts. There will be emotions. Imagine how efficient a group of employees with emotional work will be.

The result of "P > no feedback can only create more trouble, and the gap between you and employees will be deeper and deeper.

, in order to provide employees with a clear understanding and to better help employees understand themselves correctly, line managers must organize effective performance feedback to feedback employees' real situations to employees so as to eliminate their doubts and make them work better in a more relaxed mood.

At the same time, P can feedback employees' performance to employees. Managers can listen more to their employees' ideas and make better plans for their future work with their employees.

This is beneficial to both sides. Performance feedback is done well, creating a win-win situation for managers and employees, promoting cooperation between managers and employees, and laying a solid foundation for the smooth development of future work.

three, help employees make performance improvement plan

through performance appraisal, managers should help employees find out their shortcomings and discuss improvement measures with employees, write into employee performance development plan, and improve them in the next performance cycle.

employee development plan includes:

the contents of the personal development plan

< development project

usually refers to the aspects that employees need to improve in their knowledge, experience, ability, methods and habits.

These projects that are yet to be developed may be those with inadequate levels, which may be projects that are at present level but need higher level jobs.

These projects should be improved and improved through efforts.

the reasons for developing these projects are: /strong > /p >

the main reason for these choices is usually due to the low level in this area and the high level of work required in this regard.

current level and expectation level

performance improvement plan should have clear and clear objectives. Therefore, when formulating a personal development plan, it is necessary to point out what the current performance level of the project needs to be improved and what level it expects to achieve.

the way to develop these projects is /p >

there may be many ways to upgrade a project from the present to the desired level, for example, training, self-learning, improvement of others' help, etc.

The development of a project can be done either in one way or in a variety of ways.

setting the time limit for achieving the goal .

it is expected that in the long run, the project to be developed will be raised to the expected level, and the deadline for assessment is .

four, diagnosing the performance management system, making it continuously develop and improve

as an effective performance management system, it is in constant development and change. In performance management, there is no best, only better.

There are only successful solutions in the world. There is no perfect solution. Any performance management system needs to be revised and perfected continuously in the development.

Make the performance management system continuously improve and improve in the benign dynamic cycle.

only in this way can we get better and better achievements in performance management.

here, a line manager should diagnose the effectiveness of his performance management system through "ten questions" staff.

1, ask your employees whether they have specific and clear objectives for their work.

It is also necessary to know whether employees have performance targets that can be evaluated at the beginning.

2, ask your employees whether their goals are challenging and whether their challenges can be controlled within their capabilities. If the target is obviously not within the scope of the staff's competence, it will definitely not promote the development of the staff, nor will it be able to get the correct performance evaluation.

So, make sure that the goals you set for your employees are acceptable to employees.

3, ask your employees, do they approve of the goals you set up with them? Are these goals helpful to their development? Performance goals must be the result of the consensus between managers and employees, and are definitely not the unilateral willingness of managers. If performance goals are only written by managers to employees, the achievement of performance goals will be greatly reduced, and the final assessment results will not be recognized by employees.

4, ask your employees, do they know how they will be assessed if they achieve their goals? Ask employees if they know their criteria for performance appraisal. If they reach a conclusion, what will happen if they fail to do so, confirm with the staff about the performance evaluation criteria, and confirm that employees know how they will be assessed, which will lay the foundation for your future performance feedback communication.

5, ask your employees if those performance standards are appropriate and whether those performance standards can measure their work.

There is a standard for performance goals, and there is also a yardstick for performance standards. Therefore, managers need to know whether employees recognize performance standards, so as to eliminate ambiguity and achieve consensus.

6, ask your employees whether they can get a timely and accurate < a href= "http://cailiao.sjfzxm.com/" > feedback > in order to achieve their goals.

As a manager, do you have the ability to work with employees to help them achieve their goals, and you need to know if you are recognized by them when they achieve their goals.

7, ask your staff if they can get enough training to help them achieve < a href= "http://pop.sjfzxm.com/popimg/xm/index.aspx > performance goal < /a >.

Employees must also be trained to acquire the necessary knowledge and skills when achieving relatively challenging goals, so as to help them achieve their performance goals more smoothly.

So you need to know whether these training opportunities are owned by employees, so as to make corresponding adjustments in training.

8, ask your employees whether the company provides sufficient resources support for achieving its performance goals, so that the achievement of performance goals can be realized.

For example, are there enough resources for leadership, equipment and resources?

9, ask your employees whether they have received praise and recognition when they achieve their goals. As managers, you should know whether the needs of employees are satisfied.

10, ask your employees whether the company's < a href= "http://www.91se91.com/news/index_p.asp" > reward system < /a > is fair, do they get the corresponding reward and reward for their efforts.

these ten aspects basically cover from performance goal to process communication to performance evaluation and so on.

Through this "ten questions", line managers can make a targeted analysis of the effectiveness of the current performance appraisal system, find out the shortcomings and improve them, so that the performance management system can be continuously improved and developed, forming a virtuous circle.

performance appraisal is only one aspect of many aspects of performance management. It also means the end of performance management. After that, we still have a lot of work to do.

As a manager responsible for employee development, we must carefully study the work after the end of performance appraisal, so that it can be perfected and developed.