Performance Management Has Become A "Prominent Word" In China.

The rapidly changing market environment, increasingly fierce competition pressure, consumers' higher expectations for products, investors' return requirements, and other stakeholders' concerns.

All this forces global enterprises to pay more and more attention to performance, and the idea of "measuring and managing" is getting deeper and deeper into the minds of managers.

In the future competition, only those enterprises that focus on building core competitiveness, constantly improving and improving performance and forging lasting competitive advantages can gain a foothold in the arena of international market competition.

For Chinese local enterprises, the above pressures, coupled with the aggressive offensive of foreign enterprises and the rise of new trade protectionism in Europe and the United States in recent years, are also the eyes of the storm of competition.

Performance management has become a "prominent word" in China.

Multinational corporations have always attached importance to performance management.

Chinese local enterprises, whether state-owned or private, have realized the importance of performance management at least theoretically.

Although some managers of enterprises are still puzzled by the Hamlet problem of "up (performance) or not", many early birds have begun introducing the concept and practice of performance management in various ways, establishing performance management system, implementing performance management and measurement, and linking performance management with other management systems of enterprises.

Some enterprises have harvested fruit of performance management.

However, performance management is a relatively new concept in China.

Traditional culture and management mode still affect any employee of the enterprise manager and even the enterprise.

In the process of implementing performance management, due to the influence of traditional management culture and consciousness, the incomplete understanding of the new concept of performance management, the limitation of the performance system design and the experience and skills of the executors, all kinds of misunderstandings are full of performance management practices.

Why should we manage the performance of employees in enterprises and enterprises? The purpose is obvious: to achieve the strategic objectives of enterprises.

Performance management system is closely related to the company's strategy, organizational structure and corporate culture.

Quite a lot of Chinese enterprises only focus on the performance management system itself when they import and implement performance management, ignoring or even breaking the connection between performance management and other aspects of enterprises, and performance management for performance management.

The enterprises trapped in this trap often fail to see the forest, do not use the performance management system to send complete and correct information to all employees of the enterprise: what is the strategic goal of the enterprise? How to achieve the strategic goal? What is the concern of the enterprise and what is the focus on? What kind of behavior does the enterprise reconsider and reward the employees and how to create value?

Effective performance management system must be the most suitable for enterprise culture and organizational structure, convey to employees the values, vision and strategic objectives of the enterprise, describe employees' big picture to employees, and encourage all staff to achieve their vision and strategic goals.

Enterprise

We must give full consideration to the characteristics, development stages, strategic objectives, staff knowledge, skills and abilities of enterprises.

Regardless of the characteristics of enterprises, blindly imitate and continue to use other enterprises' management practices can only lead to acclimatization.

The performance management practice of an enterprise may help the enterprise to create value, but it does not necessarily help another enterprise to create.

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Even if two enterprises produce the same product or provide the same service, in the same area, employees speak the same language or dialect, there will be differences between the two enterprises.

In real life, many enterprises carry out "bringing ism", such as other enterprises (especially

An excellent multinational company's performance management form and performance evaluation scoring method are introduced, or slightly modified or originally built, or implemented in this enterprise.

In particular, the popular practice of "best practices" has been popular, and many consulting firms have helped to make many managers eager to improve their performance and do not know where to start.

As we all know, there is no "best practice" in management, only the practice of "best fit".

Similarly, in the performance management, only by fully diagnosing the development status, strategy and business objectives, values, and corporate culture of the enterprises can we find the right solution to the problem and find a golden mean to solve the problem of the performance of the enterprise.