What Is a Continuous Performance Task?

Continuous performance communication refers to the process in which managers and employees share various types of performance-related information during the joint work process. This information includes work progress, potential obstacles and problems in employees' work, various possible problem-solving measures, and how managers can help employees. Communication between class managers and employees.

Continuous performance communication

Right!

It can be said that if the company's performance management lacks effective

Continuous and effective communication can achieve effective performance management and integrate performance management into daily work. This is the effectiveness of performance communication.

There are various ways to communicate, verbal and written, meetings and talks, etc. All communication methods can be divided into formal and informal.

First, avoid expressionless face

As an effective listener, managers should use their body language to show interest in the content of subordinate conversations. A positive nod, an appropriate expression, and supplemented with proper eye contact, will undoubtedly show that you are listening attentively.

Second, avoid impatient actions

Watching a watch, flipping a newspaper, playing with a pen, etc. show that you are tired, not interested in conversation, and not paying attention.

Third, avoid being aggressive

You can show an open communication posture through facial expressions and body postures. It is not advisable to cross arms and legs. If necessary, lean your upper body forward and face each other.

Fourth, avoid interrupting subordinates at will

Try not to react until your subordinates have finished speaking. When subordinates think, don't speculate. Listen carefully and let your subordinates finish speaking before you speak again. Another important content of performance communication is the ability to feedback employees' performance to employees through performance interviews, so that employees can understand the gains and losses of their subordinates in the past year, as a basis for better or improved in the coming year.

Five, avoid asking more and talking more

The manager giving orders is difficult to achieve the role transition from the boss to "helper" and "partner". We recommend that managers follow the 80/20 rule when communicating with employees about performance: 80% of the time is reserved for employees, 20% of the time is reserved for themselves, and 80% of the time is spent asking questions , 20% of the time is used for "mention", "suggestion", "signing orders", because employees are often more aware of problems in their work than managers. In other words, we should raise more questions, guide employees to think and solve problems themselves, and evaluate the progress of the work themselves, instead of giving orders and telling employees how to behave conscientiously.

6. Avoid "you" communication

In performance communication, use more of "us" and less of "you"; "how can we solve this problem?" "How have our task progressed?" Or, "how can I help you?"

Seven, avoid general feedback

Managers should provide feedback on specific behaviors or facts of employees to avoid vague statements. Such as: "Your work attitude is very bad" or "Your excellent work left a deep impression on everyone." Ambiguous feedback not only does not have the effect of motivation or restraint, but it can easily make employees feel uncertain.

Eight, avoid wrong things

When employees do something wrong or inappropriate, they should avoid using evaluation labels, such as "incompetence," "distrust," etc., and should objectively state the facts that occurred and how they feel about the facts.

Nine, bogeyless training

When subordinates are performing poorly, avoid saying "You should ..., not ..." This will allow the subordinates to experience some kind of inequality, which can be replaced by: "I did that ..."

Ten, avoid "pouring cold water"

When employees make mistakes, it is best to wait for them to calm down before giving feedback to avoid "robbing the fire" or "splashing cold water"; if employees do a good deed, they should be praised and motivated in time.

Wu Zhenkun is a well-known enterprise trainer, a human resource manager of the Ministry of Labor and Social Security, a master of sales management skills training in a store, a sales management trainer for a foreign-funded enterprise, and a special lecturer for sales management of Times Guanghua. He has successively served as an external professor in the School of Management of Zhengzhou University, a visiting professor at Nanjing University, and an interview consultant in the future.

Introduction to Continuous Performance Communication

Human Resource Management Consultant, China HR Society

China Recruitment White Paper Editor

China Training White Paper Editor

Experts in training sales skills in actual stores

Tong Zhenkun

Tsinghua University-Professional Lecturer in China Retail Training Center

TESIROTraining Store Trainer in China

Member of Reuters China

Chief Lecturer, Henan Zhongzhuo Enterprise Consulting Management Co., Ltd.

Continuous performance communication

Zhenkun Human Resource Manager of the Ministry of Labor and Social Security, Master of Sales Management Skills Training in Stores, Sales Management Trainer for Foreign-funded Enterprises, and Time Guanghua Sales Management Special Lecturer. He has successively served as an external professor at the School of Management of Zhengzhou University, a visiting professor at Nanjing University, and a worry-free recruitment interview consultant;

Mr. Zhenzhen Kun has 4 years of actual sales management in chain stores, 2 years of marketing director of advertising department of P & G, 4 years of experience in human resource management of foreign investment and top 500 companies. In the long-term sales management practice, Mr. Zhenzhen Kun has concluded a series of unique sales Management skills, and refined a set of highly practical sales management skills training courses.

In the long-term enterprise human resource management practice, management consulting and training process, Mr. Qi has accumulated rich management experience and solid professional consulting and training skills. Systematic thinking and understanding of modern business management thoughts, especially long-term consulting surveys and in-depth research on corporate strategy, human resources, organizational execution and corporate culture and their relationships, forming a strong guidance for companies Sexual results.