Traditionally, performance appraisal is the most difficult but important link in human resource management practice. How to formulate an effective performance appraisal system and realize the concept of performance appraisal? On July 3, 20 10, cjol, China invited Mr. Chu Tian, a domestic practical human resource management expert, to visit the HR Manager Salon, taking "the design and operation practice of performance appraisal system" as the topic, and shared with the guests the experience of dealing with various problems encountered in formulating performance appraisal system.
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The promotion of performance management in human resource management is undoubtedly a difficult point, and its biggest resistance comes from corporate culture. Whether it can get the support of middle managers for performance appraisal system is very important for the successful promotion of performance system. However, it is always easy for human resources practitioners engaged in performance appraisal in enterprises to ignore this point. It is necessary to know that only by using the system to conduct appraisal can it be convincing and credible, and it is bound to be absolutely fair and the results are unconvincing.
In practice, due to the different business scope and job responsibilities, middle-level cadres have different understandings of the performance appraisal system, which further hinders the promotion of performance appraisal practice. Therefore, it is urgent to establish an effective performance appraisal system, which is also the key to the success of enterprise performance appraisal practice.
The Core, Purpose and Guiding Principles of Performance Appraisal System
The core and purpose of performance appraisal is not to assess for the sake of assessment, but to improve employees' performance and efficiency through performance appraisal, and to make decisions on the adjustment of employees' bonuses and salaries according to the results of performance appraisal. This requires that the core and purpose of performance appraisal system must be based on the overall improvement of organizational performance.
At the same time, because the salary system and bonus system are directly linked to performance, the performance appraisal system must be based on fairness and justice to ensure that the promotion of performance appraisal can promote employees' conscious promotion. The core of performance management of Microsoft, the world IT giant, is to form internal competition, keep employees anxious about performance evaluation results, and drive employees to consciously form the habit of surpassing themselves and others.
The purpose of performance appraisal system must be consistent with corporate culture, that is, its core values. For example, it should include strengthening the value evaluation system oriented to responsibility results and key behaviors, and constantly enhancing the overall core competitiveness of the company; Adapt to the company's business transformation and the transformation of functional work culture to process-oriented and time-effective work culture, and promote the construction of cross-departmental teams and the corresponding team culture; Further optimize the original performance appraisal system, solve the problems in the "multi-supervisor, multi-role and matrix" operation mode in the appraisal practice, and gradually form a unified, perfect and balanced performance appraisal system for the whole company.
No matter what kind of performance appraisal tools are used, if there is no unified understanding of performance appraisal at all levels, then performance appraisal is bound to become a mere formality and its essence and purpose cannot be realized. To form a unified understanding, only the system can guarantee it.
The guiding ideology of formulating performance appraisal system should include concepts and principles.
The concept of performance appraisal system should include:
1, the work of the functional department personnel is divided into the work of the department and the work of the inter-departmental team, and there is no concept of dispatching. Functional departments are the ultimate responsible subjects of employee assessment.
2. Performance appraisal is based on the actual work of employees, emphasizing that employees' work performance is consistent with their work requirements, not just based on their working hours in the department.
3, performance appraisal must be naturally integrated into the daily management of the department, to have its existence value. The institutionalization and standardization of two-way communication is the basis for the integration of assessment into daily management.
4. Helping subordinates to improve their abilities is the unshirkable responsibility of managers as well as completing management tasks.
The principles of performance appraisal system mainly include:
1, responsibility result-oriented principle: guide employees to do the right things in the right way and constantly pursue work results.
2. Principle of target commitment: At the beginning of assessment, both parties should reach a * * * understanding of performance targets, and the assessed should make a commitment to the performance targets. Goal setting and evaluation should reflect the idea of hierarchical classification according to positions.
3. Relevant evaluation principles: At the beginning of the evaluation, the functional department should define the relevant evaluators, and when evaluating, it must fully solicit the opinions and evaluations of the relevant evaluators, and take them as the evaluation basis; Relevant evaluators should provide objective feedback in time.
4. Objectivity principle: Based on the observation and record in daily management, pay attention to the combination of quantitative and qualitative, and emphasize to speak with data and facts.
In addition, while formulating the performance appraisal system, we must consider the appraisal relationship. Due to the different assessment cycles, the roles of appraisers, related appraisers, appraisers and examiners in the whole assessment process and their mutual assessment relationships should be determined.
Operating procedures of performance appraisal
There are many steps in the practical operation of performance appraisal, and the details of each step can not be ignored. According to the process promoted by performance appraisal, it can be roughly divided into the stage of performance goal formulation, the stage of performance coaching and the stage of assessment and feedback. The establishment of performance appraisal system should be before the implementation of performance appraisal.
1, performance target formulation stage
In the performance target formulation stage, the appraiser and the appraisee should reach a * * * understanding on the performance appraisal target, and * * * should formulate a "personal performance commitment", which should conform to the SMART principle. The sources of the assessed's performance commitment objectives are mainly divided into positions that should be responsible; The overall goal of the department, reflecting the contribution of the position to the overall goal; The ultimate goal of a cross-departmental team or business process reflects the position's support for the cross-departmental team goal or process endpoint.
2. Performance coaching stage
The performance coaching stage is a process in which supervisors coach employees to achieve performance goals and plans, and it is also a process in which supervisors collect and record key events or data of employees' behaviors and results.
At this stage, supervisors should pay attention to establishing and perfecting the "two-way communication" system in their departments, including a series of effective systems that can provide a basis for performance appraisal, such as weekly and monthly regular meetings, weekly and monthly summary systems, reporting and debriefing systems, key event recording systems, and weekly work recording systems.
3, assessment and feedback performance results stage
In the stage of assessment and feedback of performance results, the supervisor comprehensively collects the assessment information and makes an objective evaluation against the personal performance commitment of the assessed, and obtains the evaluation results of the assessed. After the evaluation results are approved by the examiners, after full preparation, formal feedback communication will be made to the employees on the evaluation results.
For those who devote their main energy to cross-departmental project work, functional departments should fully respect the evaluation results of the project team when conducting quarterly and annual assessments.
Source of assessment information and assessment responsibility
As for the source of performance appraisal information, the supervisor in charge of appraisal and evaluation can consult the employees' opinions on the source of information, and determine the channels and methods of information collection. General sources of information collection are as follows:
1, the factual records or supporting materials of the employee provided by the relevant appraisers.
2, employees' regular work summary and daily key behavior record materials.
3. Performance-related information accumulated during communication between supervisors and employees.
4. Feedback or certification materials of the employee in collaboration provided by relevant departments or members of the same team.
While ensuring the accuracy of information, all participants in performance appraisal should bear different appraisal responsibilities, which are divided into appraisal responsibilities (especially those in the appraisal stage), feedback responsibilities and other responsibilities.
First of all, the assessment responsibility (especially the responsibility in the assessment and evaluation stage). In principle, the assessment auditor, the direct supervisor of the assessed, the relevant evaluator and the assessed must share the assessment responsibility (especially the responsibility in the assessment and evaluation stage). The specific responsibility distribution is roughly as follows:
1, the direct supervisor of the functional department where the employee is located is the person responsible for the assessment, and makes an objective evaluation by combining the opinions and basis provided by relevant evaluators and comparing the personal performance commitment of the assessed. The person responsible for the assessment is responsible for the fairness and rationality of the final assessment results of employees.
2. The supervisor directly in charge is the examiner, who is responsible for supervising and guiding the assessment results. The assessment auditor shall not change the assessment results of employees without authorization. If there is any doubt about the evaluation of the person responsible for the assessment, it should be communicated and coordinated with the person responsible for the assessment.
3. Relevant appraisers provide appraisal opinions and objective factual basis according to the achievement of the personal performance commitment of the appraisee, and are responsible for the fairness and fairness of the appraisal opinions and the authenticity of the factual basis.
4. The appraisee is responsible for his own personal performance commitment and behavior.
Secondly, it is the responsibility of feedback. Relevant evaluators have the responsibility to give the employee's suggested assessment level and information on advantages and disadvantages according to the achievement of the employee's goals and the definition of assessment level, and give timely and accurate feedback to the functional departments during evaluation.
The person in charge of functional department assessment must give formal face-to-face feedback and communication on the assessment results to the employees, including affirming the achievements, pointing out the shortcomings and improving measures, and * * * determining the personal performance goals for the next stage. For those whose assessment results are "need improvement", it is necessary to make a special improvement plan within a time limit.
Finally, there are other responsibilities. If the assessed does not agree with the appraiser's evaluation of himself, it can be stated in the "Staff Comments Column" of the appraisal form. The examiner has the responsibility to communicate with the person responsible for the assessment on the different opinions of the employees, give the handling opinions and communicate with the employees on the handling opinions. If the examinees still have objections to the opinions of the examiners, they can appeal to the cadre department (department) or the human resources department. The complainant shall handle the complaint within 10 working days from the date of acceptance, and feedback the handling opinions to the complainant.
Results of performance appraisal and its application
The results of performance appraisal are usually linked to the salary adjustment scheme and bonus distribution scheme of enterprises, and the most important application of performance appraisal results is to improve employees' performance and promote employees to form the habit of spontaneously surpassing themselves and others. Usually, the results of performance appraisal include comprehensive comments and appraisal grades, and the combination of appraisal and evaluation truly reflects the performance level of employees and the direction of improvement.
See Table 1 for the appraisal grades, their definitions and proportions.
Table 1: Performance Appraisal Grades, Their Definitions and Proportion Distribution
For the distribution of the results of performance appraisal, we should not seek common ground or egalitarianism. After making self-comparison, the evaluation results of any certain number of groups should be normally distributed, which should be treated as an objective law of performance appraisal implementation.
Organizational division of labor in performance appraisal
Generally speaking, most people think that performance appraisal should be organized and implemented by the Human Resources Department alone, but in fact, the organizational division of performance appraisal should be carried out according to the following principles:
1, the human resources management department is responsible for providing a consistent framework management system for the whole company, and guiding and monitoring the refinement and implementation of performance management institutions of cadre departments (offices) or human resources management departments.
2. The cadre department (department) or the performance management organization of the human resources management department is responsible for refining, publicizing, training and organizing the implementation of the framework system within the department.
3. Supervisors and examinees at all levels are the protagonists of performance appraisal, and human resources and business management departments at all levels should cooperate and support supervisors and examinees to complete the appraisal work.
4. The Human Resources Management Department, various cadre departments (offices), supervisors and employees at all levels * * * discuss the establishment of performance standards, and * * * collect and sort out the empirical data of assessment, so as to improve the performance appraisal system and effectively promote the overall core competitiveness of the company.