What Are the Different Performance Appraisal Objectives?
Performance goals (often referred to as purpose and responsibility, English Achievement imitates a target) refers to providing the appraisers and appraisers with the required evaluation standards in order to objectively discuss, monitor and measure performance. Employee performance goals are the foundation of effective performance management.
Performance target
Performance goals (often referred to as purpose and responsibility, English Achievement imitates a target) refers to providing the appraisers and appraisers with the required evaluation standards in order to objectively discuss, monitor and measure performance. Employee performance goals are the foundation of effective performance management.
Chinese name
Performance target
Foreign name
Achievement imitates a target
Make up
Performance content, performance standards
Use
evaluation standard
Performance standards refer to the performance requirements for each target task that corresponds to them.
Performance standards clearly define the work requirements of employees, that is, how and to what extent employees should do things defined by performance content. The determination of performance standards helps ensure
The performance objective management method is usually the most common method for evaluating managers.
The establishment of performance targets should follow the following principles:
1. The goal is specific, that is, what to do and what result to achieve.
2. Goals are measurable. Performance goals are best represented by data or facts. If they are too abstract to measure, they cannot be controlled.
3, the goal is achievable (Attainable), performance goals are within the control of the department or individual employees, and can be achieved through the efforts of the department or individuals.
4. Objectives are highly related to the goals of the company and the department (Relevant), reflecting the transmission of goals from top to bottom.
5, the goal is time-based (Time-based), within a certain time limit.
The above are the measurement goals
1. Provide a previous, objective, understandable, and mutually acceptable basis for reviewing and discussing performance results.
2. Reduction exists in
1. Short-term goals.
2. Long-term goals.
3. Routine or maintain goals.
4.
Generally speaking, the target decomposition can be analyzed from the following four categories: financial, customer, process management, and employee, as shown in the following figure:
I. Follow and Decompose
The goal setting and decomposition process must be carried out from top to bottom: the company first
The process of performance goal setting and management is a process of constant communication between supervisors and employees. Communication is key to setting reasonable goals.
Goal communication skills
1. Undisturbed.
The place of interview should be a place where you can talk to each other quietly and fully. Don't leave the seat or answer the phone often to avoid interruption.
2. Inspire your subordinates.
Supervisors should be clear that the purpose of the interview is to motivate their subordinates, and use the opportunity of the interview to explain their future outlook and various information. Managers themselves must also show willingness and enthusiasm for achieving the goals.
3. Relax.
Usually, subordinates will inevitably become nervous when talking face-to-face with the supervisor. Therefore, the managers themselves must first create a relaxed atmosphere and relax the other party's mood.
4. State the purpose of the interview.
First let the subordinates understand the purpose of the interview before moving on to the topic.
5. Let the subordinates speak first.
Avoid interjecting or disagreeing with subordinates, listening candidly and carefully, and subtly agreeing at any time.
6. Know how to use praise wisely.
"People who work as responsible as you ...", "No one has ever talked so frankly as you", "Only you, I dare to ask", etc. Such compliments will satisfy subordinates. Therefore, supervisors should grasp the advantages of subordinates and praise and encourage them at any time.
7. Make a subtle reconciliation and make subordinates talk without reservation.
Smart and clever echoing, can make subordinates confirm the supervisor's understanding of the problem and pay attention to the supervisor's words. In terms of body communication, it is best to tilt your body forward further, indicating that you are happy and attentive.
8. Go deeper.
Decide what's important and ask. Fully grasp the focus of the problem.
9, always stand as a facilitator to communicate.
Once the manager expresses an authoritative tone, the subordinates will no longer dare to fully express their opinions, which will lead to the ineffective communication. When explaining the adjustment of goals, the supervisor must stand in the position of his subordinates and explain in detail the results achieved jointly. The tone must be soft and not authoritative.
10. Let subordinates think.
Don't force subordinates to accept managerial ideas. It is necessary to prompt in the words so that the subordinates have new insights and think about the importance and specific methods of achieving the goals, so that the subordinates can really understand. This shows that the best way to solve the problem is to let the subordinates fully think, and the manager is only in the position of assistance.
11. When compliment is fully complimented, when it is criticized, it is not polite.
Subordinates usually want supervisors to clearly point out their strengths and weaknesses, so praise the good ones; if the environment is too bad to meet the standards, they must be comforted.
12. Don't argue when opinions differ.
Listen calmly and don't argue.
13. Confirmation after talking.
Try to find accurate conclusions for each other.
Don't rush to talk about the results publicly, you should confirm the key points of the interview at the end, so you must write down the key points at any time during the interview.
1. Performance goals must be personalized. Even if many employees have the same job description, different employees will set different goals. In the same position, employees with the same job description will rarely do the same thing in the work process. As long as their unique needs, skills and capabilities are recognized in their performance goals, they can be treated as employees of the same position Different ways to achieve your own performance goals. ?
2. The process of setting goals may be more important than the goals created. In the communication process between the manager and the employee, the employee shape is filtered
Becoming aware of his efforts to contribute, he realized that in order to achieve the overall goals of the organization, it is necessary to contribute. ?
3. Setting measurable performance goals is easy, but setting measurable and pivotal goals is difficult. If difficult-to-measure goals are important to the organization, don't shy away. ?
4. Technically speaking, the perfect goal is worthy of praise, but the manager and the employee have reached a consensus on each goal and have a consistent understanding of how the individual goal has a linkage effect on the success of the overall goal. Tacit understanding is more important. ?
5. In the working year, if there is no feedback and communication on the set goals, even the perfect goal is useless. An important reason for setting goals is to allow employees to self-monitor during the working year, and through formal or informal discussions, to discover hidden dangers in achieving work goals.
6. After the employee's department has set a set of annual goals, set individual annual performance goals. In this way, each employee can associate their work goals with the department's goals. ?
7. Performance goals should clarify the expected goals that employees should achieve, rather than specifying the ways in which employees can achieve them. We should not rigidify goals, because goals and approaches are not clear and easy to distinguish. In some cases, the steps taken are as important as the results. For example, according to government requirements, release relevant legal information. Program-based goals can be transformed into pathways. Similarly, pathways can also be transformed into program-based goals. However, here we must pay attention to: consensus must be reached on goals, and goals must be flexible. ?
8. Change your perception of performance goal setting capabilities. Performance goals are not used to assess performance, but to lock in goals and guide performance. Correct positioning will greatly simplify the cumbersome evaluation process. ?
9. For an employee, there may be dozens, maybe hundreds of performance goals that suit him. If every goal he wants to achieve is accurately described and determined, the material, financial, and time it may take will produce the following situations: the negative impact greatly exceeds the expected results brought by the goal setting. Performance goal setting should cover important aspects. Strive to reduce the performance goals of all employees to about 10, and ensure that 80% of the set goals can truly reflect the performance goals that employees will achieve.
10. The goal must not be rigid. If it cannot be modified in the same way as the text carved on the marble, it cannot be responsive. The working environment of employees is constantly changing, and the external competitive environment is also changing rapidly. Managers of various departments often modify performance goals, or completely abolish the original goals and redefine the goals. Over time, the focus will shift. Keep in mind that because the overall goals of the work unit will change like shuffling, you and your employees will need to modify some individual performance goals or redistribute performance goals among employees.
