How to carry out the performance management of SMEs with super-hard materials?

More and more small enterprises are consulting how to conduct performance appraisal, and many large enterprises' HRs have introduced performance appraisal to small businesses that have quit their own jobs. Enterprise management is performance management, and performance management can also be equivalent to enterprise management and process management. Because the three are all in common, they have the following three purposes:

1. Improve the overall performance of the company and achieve its business objectives.

2. Improve the management of the company and improve the team's ability to cooperate.

3. Reward the progress of employees and improve their ability to perform their duties.

Since small businesses also need to be managed, performance management should be carried out. Then we must first understand how general corporate performance management should be managed, and then how small businesses can do it is easy.

First, first determine the performance management objectives, management guidelines, which is the starting point of my previous article.

Second, set up a management team, determine the responsibility of the person, and formulate an implementation plan.

Third, design performance management systems, select performance management tools, and determine performance management standards, especially design performance appraisal programs.

Fourth, extensive solicitation of opinions, organization of discussion programs, and ups and downs.

Fifth, after the program is passed, organize publicity and education, and conduct trial operation after all the staff understand the implementation methods and assessment tools.

Sixth, correct the problems or vulnerabilities found in the test run and put them into operation.

Usually performance appraisal standards should be adjusted every year or every two years, but the company's performance management guidelines and management principles should remain relatively stable.

The steps for the introduction of performance management in enterprises are basically the same, the difference is that the assessment methods and assessment criteria are very different. The assessment methods used by small enterprises to follow or copy large enterprises are certainly not good. Even if the scale of similar enterprises is the same, the assessment methods are not the same. Because each company's performance level is different, the assessment methods and standards are different. Even if the same company uses the same form in different positions, evaluates the same indicators, and chooses the same weight, I clearly express objection! The enterprise has individual characteristics, and the assessment must also reflect the characteristics of the enterprise.

Small enterprises have a small number of employees, job vacancies or one-person jobs. If you follow the post evaluation of large enterprises, it will inevitably make the employees who are doing more work suffer, and then the employees are full of work, let them spend outside the work. Time to fill in the scores will undoubtedly increase the burden on employees, and will also increase the company's management costs. The unified form model, weight conversion method, etc. of large enterprises are totally unsuitable in small businesses. Small business assessments can only be assessed on a per-person basis. According to people's assessment of their assessment criteria, they must be "tailor-made". The standards to be followed in the assessment should be based on the system or norms. The results of the assessment should be timely, that is, when the work is wrong, the points are deducted or deducted, and the work has exceeded the standard performance. At that time, it will be added or rewarded. At the end of the month, it is good to count the results of the rewards and punishments. Simple and easy to use, simple and intuitive.

I have been advocating, and the practice method that has been practiced all the time is the assessment method of the traffic police billing method. The quality of the staff is based on facts and is evaluated on the spot. The assessment rewards and punishments are based on the system, and the accounts are not settled afterwards. "The suspects are never available." Employees who have no factual basis will not be punished, so that the assessment will run in the sun. Companies that do not have institutional and management standards should not engage in performance appraisal.

A company's assessment standards must be unified. It is not important to be too wide and too strict. The key is that employees think that they are fair and reasonable. The only criterion for determining the quality of the assessment method is whether the performance appraisal has stimulated the enthusiasm of the majority of the company? Has it improved the overall efficiency of the company? Or, to put it another way, whether the income of most employees has increased. The assessment for the purpose of reducing employee income will ultimately harm the company because it will make employees lose their passion.