【Practical training project 2】

【Task object】

Help students master the formulation of performance appraisal plan.

【Task content】

(1) Each group forms a circle.

(2) According to the characteristics of their own companies, team members use the theoretical knowledge to develop their own performance appraisal plans.

【Task requirement】

(1)  The group leader presided over the discussion.

(2) Group members learn and discuss performance planning methods.

(3) According to the company's industry and the characteristics of team members, formulate performance appraisal plan.

(4) Assign one student for each group to record and summarize.

(5) After the activity, each group is required to select a representative to report the formulated performance appraisal plan in class.

(6) The preparation time is 10 minutes.

【Task organization】

Table3-3  Team performance appraisal plan to develop training task organization table

【Task evaluation】

Table3-4   Team performance appraisal plan to develop training task evaluation table

FuBi refused to admire

Fu Bi, a famous official of the Song Dynasty, was an official with a clear and honest voice."Song Baichao banknote conduct" records that When Fubi was appointed as privy envoy, Song Yingzong Zhao Shu just ascended the throne of the son of heaven.Zhao Shu came to power, his father renzong emperor's legacy, are brought to the court to reward the officials.After kowtowing and receiving the reward, the ministers retired together.Zhao Shu alone please fu Bi left, and in addition to the convention, special reward him a few artifacts. 

Fu Bi first kowtow thanks, and then resolutely refused to accept this additional reward.Zhao Shu some not happy, lightly said: "these things are not worth what money, you have no need to refuse!"Bupil said, "It is a small thing, but what matters is the extra gift.If the Emperor should make some exception in the future, how can he remonstrate with him?"Finally rich bi or refused to give up the reward. 

The reader may say, this rich bi also too in all seriousness, the emperor sends something to you you still don't want, really ungrateful!It is not a bribe for the emperor to bestow artifacts on his ministers, so why refuse?In fact, this is rich bi's wisdom.The key is in the fu Bi of this sentence, "the minister accepted the reward of the exception but not declined, in case the emperor in the future to make what exception, with what remonstrate?" 

We may all have such experience, in the merit of the time, the boss will give himself a special extra gift, as a subordinate to receive this gift, in addition to grateful, of course, will secretly happy, the boss to me is really add it.In fact, this is where subordinates should be careful. Why should you be rewarded more than others for the same contribution?The reason is that you need to understand. 

As a team leader, of course, it is understandable to care about subordinates, but we should pay attention to the method, sometimes it was their own intention, but let the subordinates will feel that the leader's character is problematic, he is trying to draw me, I wonder what he will let me do for him?If you don't jump into the Yellow River, you won't be able to clean up.! 

Maybe you think that your subordinate is not so brave to doubt you, and you really have something to hide and he really did it, so if one day he made a bigger mistake and you need to block for him, what should you do? 

As a leader, the most important thing is never to give others a handle, especially his subordinates, otherwise it will often be penny wise and pound foolish. 

Can manage their own to manage others, selfless to fearless, fearless to prevail.

Ancient and wild goose

One day, Zhuang Zi and his students saw a towering old tree on the mountain, which had been saved from being cut down because it was so tall and useless. Zhuang Zi sighed: "This tree is just because it is not useful. 

In the evening, Chuang Tzu and his students visited the home of one of his friends.The master was very hospitable, so he told his servant: "There are two wild geese in our house. One can sing and the other can't. The one that can't sing will be killed to entertain our guests." 

Confused, one of Zhuang Zi's students asked him, "Teacher, the huge trees in the mountains have been preserved because they are useless, but the wild geese raised at home have died because they cannot crow. What kind of attitude should we adopt towards this complex and disorderly society?" 

Chuang Tzu replied, "I'd better choose between usefulness and uselessness. Though the fine line between usefulness and uselessness is too difficult to master, and not in accordance with the law of life, it is enough to cope with the world by avoiding many disputes." 

[inspired]

There are no hard and fast rules.We need different standards for judging different things.This is especially true for talent management.A person who is useful to other organizations may not be useful to you, and putting a seemingly useless person in the right place can create unexpected benefits for you. 

A wise leader should learn to recognize the strengths of people and make the best use of them to avoid wasting them.

It is important to choose the right person carefully, and this requires constant observation and attention to each person's development.During the inspection process, it is necessary not only to identify competent subordinates, but also to weed out incompetent employees.

Does the levee have to be built when it breaks?

During the Spring and Autumn Period, Yin Sun Shuao of the State of Chu built a north-south canal in Gopo County.The canal was wide and long enough to irrigate thousands of acres of farmland along it, but when the weather was dry, farmers along the bank planted crops along the receding bank, and some even planted crops in the middle of the bank.As soon as there is more rain and water comes in, these farmers secretly dig holes in the dikes to release water in order to save their crops and ditch fields.This situation is more and more serious, a hard to dig into the canal, was made black and blue, beyond recognition, because of the breach and often flood, water conservancy for water damage. 

Facing this situation, all the administrative officials of Gopo County have no alternative.Whenever the canal swelled and became a disaster, the army was called in to build dikes and plug the slip-holes.Later, when Li Ruogu became a county magistrate in the Song Dynasty, he also encountered the troublesome problem of dike breach and dike repair. He posted a notice saying, "In the future, whenever the canal breaches, the army will not be mobilized to repair the dike, but the people along the canal will be transferred to repair the dike themselves."After this notice was posted, no one secretly broke the dike to release water. 

[Case Analysis]

This is an interesting story, but the moral behind the story is worth pondering as managers.If the stakes are made clear to the executive before the implementation of a policy, they may not harm the interests of the team for their own self-interest, of course, this is only for the high-quality team. 

Some enterprises may because of the reason of the industry, the quality of the staff is not too high, encounter this kind of situation even if you explained the interest he will secretly do some things for their own interests, how to do?It is very important to establish a strict and effective supervision and control mechanism. 

With people, there are always loopholes to follow, because people have weaknesses, feelings.Between animals even cat and mouse get along for a long time will also have feelings will be peaceful.What about institutions?But can play a role that people can't. 

When the system can not play a role, only to use Li Ruogu's method, the son's spear to attack the son's shield, when he found that the benefits of doing so are not as much as his loss, he will not do such a thing. 

Therefore, no matter what method is used to implement, it is very necessary to develop a set of safe and effective internal control system. 

An enterprise without a system is just a pile of goods.

Performance evaluation of Kelon

Performance Appraisal comes at the end of the year and at the beginning of the year for almost every company.Kelon is no exception. 

Kelon company performance evaluation of specific employees, of course, the most important is its direct boss;The immediate supervisor's opinion is the most critical part of the employee's performance appraisal report. 

In addition, in some departments, other people's opinions are taken into account when evaluating employees' performance.These people may be peers, subordinates, or indirect superiors of the employee, or internal customers (i.e. users or collaborators of the employee's work).This is also known as the "360" or "270" evaluation method. 

Employee's self-evaluation is also an important aspect of performance evaluation.Interestingly, we found that most employees' self-evaluation was either too high or too low.However, by synthesizing all kinds of opinions, the results of performance evaluation can be tended to be rational and objective. 

First, how to evaluate

Kelon's performance evaluation is divided into three levels from top to bottom:

1. Performance evaluation of the minister by the company

Mainly quarterly reviews.At the end of each quarter, each department head (business department called director) to fill in a "Kelon cadre performance quarterly evaluation form".There are four parts in the table: quarterly performance review, comprehensive quality evaluation, comprehensive score and comments.When filling in the form, the minister will make a self-evaluation on the above four parts one by one, and then his direct leader (president or vice president) will also make an evaluation on the above contents, and finally the leader will fill in the comments. 

2. Department's performance evaluation of section chief or branch manager

This is the focus and difficulty of kelon performance evaluation.Different department, duty is different, and involve number and range very wide, sometimes still can have cross examine or the case that examine jointly.For example, in 30 branches across the country, refrigerator branch managers and business representatives are assessed by refrigerator marketing headquarters, while the financial managers of branches are assessed by both finance department and refrigerator marketing headquarters. 

The performance evaluation frequency of the department or branch is basically once a month, and the quarterly, semi-annual and annual performance evaluation will also be carried out at the same time with the monthly evaluation of the current month.But each department evaluates method and evaluates index, vary greatly.Here are the market research department and refrigerator Marketing Department for example. 

At the end of each month, the market research Department checks the work of each department one by one according to the work plan determined at the beginning of the month, and then scores the work according to the quality, efficiency, workload and other indicators.According to the scoring data, monthly, quarterly and annual "star departments", "gold section chief" and "people in need of improvement" (lagging employees) are generated.This work is performed automatically by the computer software and template developed by the department itself, and the performance dynamics of any department and staff can be queried at any time. 

As a business department, the performance evaluation index of the refrigerator department is very different from that of the market research department as a functional department.It assesses four departments and 30 branches, of which branch is the key.The assessment indicators of branch companies mainly include: completion rate of sales plan, completion rate of capital withdrawal, inventory, channel structure, number of retail outlets, store management, retail efficiency, market share, etc.According to different seasons, or according to the needs of marketing strategies, some of these indicators will be in change, and sometimes some indicators will be added: such as in the stage of new products on the market, will often increase the number of "sample shopping malls" and other indicators.After weighting these indicators, the total performance score of each branch is obtained. 

3. Performance evaluation of the department or branch on its employees. 

The frequency of performance appraisal for specific employees is usually once a month, but the evaluation indicators are much simpler.He is only responsible for indicators relevant to his responsibilities.At headquarters, the executive of this assessment is the section chief, and at branch offices, the executive is the branch manager. 

The above is a brief introduction of the basic situation of Kelon performance evaluation. However, in the actual implementation, not only performance evaluation indicators are often in dynamic change, but also various performance evaluation methods will be crossed or used at the same time. In addition, some other evaluation methods will be adopted, such as "360 degree evaluation method".In departments that adopt this evaluation method, employees are evaluated not only by their superiors, but also by themselves, but also by their subordinates. 

2. Performance communication

According to the results of monthly, quarterly, semi-annual or annual performance evaluation, kelon management will publish the evaluation results in a formal written report (text or email).This is the main form of performance communication.In such a performance evaluation report, the results of performance evaluation are often accompanied by corresponding measures of reward and punishment. 

The top 20 percent and the bottom 10 percent of the team will be communicated separately through Appraisal interviews.Through the performance interview, make the outstanding person continue to maintain their good performance, and provide guidance for their further development.Remind, analyze, guide or warn the underperforming employees by means of performance interview. 

For those employees whose performance changes significantly, performance interviews will be conducted to understand the reasons for the changes more accurately, so as to take targeted measures. 

A company production department director Li performance assessment

Li mou is a company production department director, the department has more than 20 employees, including both production personnel and management personnel.The evaluation method adopted by the department is the queuing method, which evaluates employees once a year.

The specific method is to score employees according to their actual performance, with the maximum score of 100 for each employee, 30% for superiors and 70% for colleagues.During the appraisal, more than 20 people score each other to determine the position of employees.

Li mou at ordinary times rarely with the staff in the work of the problem to communicate, only to the annual bonus allocation of the staff to grade sorting.

Combined with the case analysis of the following issues:

1. What are the problems in the evaluation of the department?

2. What is the cause of the problem?

【 答案】

1. Existing problems

① The evaluation method is inappropriate and lacks objective standards.For the evaluation of production personnel and management personnel, the performance of employees should be compared with objective standards, rather than just using queuing method, which is a subjective comparison between employees.

② The evaluation method is unreasonable.The nature, process and results of the work of production personnel and management personnel are fundamentally different. Therefore, different criteria should be used to evaluate each other, rather than mix them together and score each other.

(3) Whether production personnel or management personnel for evaluation, should be based on superior evaluation, rather than peer evaluation, which will affect the objective and fair evaluation.

④ The supervisor usually lacks communication and guidance to employees.Performance appraisal should be carried out step by step, so as to effectively play the role of performance appraisal.

⑤ The evaluation cycle is unreasonable.The evaluation cycle of production personnel and management personnel should not be one year, production personnel should be relatively short.

2. The cause of the problem

(1) Supervisor Li mou lacks the relevant knowledge of performance management and cannot implement performance management scientifically and effectively in the department.

② The purpose of performance management is not clear.The fundamental purpose of performance management is to promote the common development of the industry and employees, not just to pay bonuses. 

Shang Yang commitment

It is recorded in the Book of Shang Junshu that Shang Yang prepared to reform the state of Qin and enacted a new law.To convince the people that the new law would be strictly enforced, he built a large tree at the south gate of the capital and told onlookers, "Anyone who can carry it from the south gate to the north gate will be awarded fifty ounces of silver!"Most people did not believe in such a good thing, and I was afraid that Shang Yang's promise could not be kept. 

When they hesitated, a man shouldered a log and walked from the south gate to the north gate. Shang Yang cashed it on the spot and rewarded him with 50 ounces of silver.In this way, people believed that What Shang Yang said was true, and they followed his new laws. 

Our ancient people pay attention to the truth that words are not much, but must be trustworthy, because trustworthy can get people's trust.Ordinary people speak credit, but related to interpersonal relations;And whether politicians and military strategists speak credit is related to the governance of the country and the army. 

Today, keeping faith has become an important factor for career success.In China, there are quite a number of cities mentioned their own propaganda slogans will always appear the word "trustworthy". 

Although it is common knowledge and understanding to keep one's word, there are always some people who cannot keep their promises for some special reasons.As a manager, we should pay special attention to this aspect.Especially some leaders, when the subordinate did a very happy thing, always blurt out a promise.Most of their promises are related to promotions and raises, leaving subordinates looking forward to them.But because of busy work, he may have said after forgetting, such a result will greatly discourage the enthusiasm of subordinates. 

On the other hand, if the leader does not keep his promise, his subordinates will soon distrust the boss. How can a boss who is not trusted by the masses lead his team to make outstanding achievements?The success of a leader is always inseparable from the efforts of the grass-roots staff of the team, so it is especially important not to despise their commitment to subordinates, or resolutely not to promise, promise must be observed, even if it will bring some losses in the end, otherwise, as a leader to lose things will be more. 

The quickest way to lose credit is to tell someone about a desert that will never find water.