What Is Team Performance Management?

Hackman (1987) and Sundstrom (1990) defined team performance in a broad sense. Team performance refers to the actual results of the team's achievement of predetermined goals, mainly including three aspects: the output produced by the team (quantity, quality, speed, customer satisfaction Degree, etc.); the impact of the team on its members (results); improving the team's ability to work more effectively in the future. Among the many studies on team performance to date, the definitions of team performance such as Nalder (1990), Guzzo & Shea (1992) are the most popular. Nalder (1990) believes that team performance mainly includes three aspects: the team's achievement of the organization's stated goals; the satisfaction of team members; and the ability of team members to continue collaboration.

Team performance

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Hackman (1987) and Sundstrom (1990) defined team performance in a broad sense. Team performance refers to the actual results of the team's achievement of predetermined goals, mainly including three aspects:

Team performance (Team Performance) Due to different research purposes of researchers, the definition of team performance concept is different. Here are some representative views

By right

Any successful team needs to establish clear, results-oriented performance goals. However, in terms of how to evaluate the performance of the team, there are many specific problems that cause business managers and team leaders to worry. For example, how to evaluate different types of teams, team performance and

Although different types of teams have different concerns in performance measurement, researchers have always sought to find something in common. The latest international research results (especially the ZGP research) show that the evaluation of team performance can also follow a fixed process, that is, first of all, determine the performance measurement dimension at the team level and the performance measurement dimension at the individual level, and then divide Team and

It can be said that in the above link, how to determine the performance measurement dimension at the team level is the key point and also the difficult point. The following four methods can be used to determine the measurement dimension of team performance.

The first method is to use the customer relationship diagram to determine the measurement dimensions of team performance.

The best way to describe the team's customers and explain what the team can do for them is to draw a picture

When a project team lacks team spirit, it will directly affect team performance and project success. In this case, even if each project team member has the potential to complete the project task, but the lack of team spirit of the entire team makes it difficult for everyone to reach their due performance level, so team spirit is the primary factor affecting team performance. In addition to team spirit, there are some factors that affect team performance. These factors and specific ways to overcome them are as follows:

1.

^[1] a process-based communication

Relevant teams are convened to discuss the KPIs compiled by the expert group. This discussion and communication process is a process of balance and mutual restraint. The relevant teams participating in the large workflow will discuss the KPIs of each team. Only the teams upstream and downstream know the key aspects of this team that should be evaluated. They will act as judges and evaluate and balance the KPIs of each team separately. To ensure the relative fairness of KPIs. Through this open, multi-angle, and multi-thinking discussion of the KPIs of various teams, the smooth realization of the company's strategic development goals can be guaranteed.

Team-based communication

The members of the expert group communicate with the team leaders (or all members of the team) on the preliminary KPIs, solicit opinions from the team, and summarize the communication results. Communicate with the team during the establishment of the evaluation system and the determination of indicators-it is conducive to enhancing the team's sense of responsibility and the satisfaction of team members. In the communication process, the focus is on the need to determine the feasibility and necessity of the evaluation indicators with the team. For some KPIs that need to be evaluated but the information source is difficult or difficult to measure, other indicators need to be used instead or a performance management system is used to collect data.

Three sets the benchmark for the team

The benchmarking KPIs for teams of different grades were sorted out by the expert group. Based on the results of team discussions, the expert group selected one or two relatively reasonable and complete teams as benchmarks. For different grades, a benchmark needs to be selected separately. For example, the functional management team selects a team that extracts the best KPI as the benchmark; for business teams, it also selects a relatively optimal team KPI as the benchmark.

Four consensus

With reference to the benchmark team KPI, the team leader and team leader jointly negotiate to determine the team's KPI. The benchmark team KPI is actually the company's guide to the team's performance evaluation, and the leader and the team leader jointly negotiate the team's performance with reference to the benchmark KPI is a process in which the appraisers play a game with the appraisers. Through this process, the company's guidance on team work behavior and results is enhanced. At the same time, in the process of communication and negotiation, to enhance the understanding of superiors and subordinates, to reach a consensus on team performance assessment, and lay a good foundation for the next team performance management.

Five high-level audits

The members of the senior leadership team, that is, the company's performance appraisal committee, discuss and confirm the KPIs of each team within the company. On the basis of the KPIs determined by each team and the leader, the senior team members at the company level are held to discuss the KPIs of each team It is a comprehensive and balanced review process of KPIs of various teams at the company level. From the perspective of the company's overall interests, determine whether all the company's strategic development goals have been completely decomposed, whether the KPIs between the various teams are balanced, whether the assessment is appropriate, and whether the performance evaluation of each team follows a common value orientation ... After confirming that all the above requirements have been met, and after being reviewed and approved by members of the senior team at the company level, the evaluation of the team's KPI will be officially implemented.