I used to say:Performance appraisal is a discipline.
In any problem of enterprise management, the first thing that the boss thinks of is often performance appraisal, resignation and early retirement must be assessed, performance decline must be assessed, and performance appraisal must be appraised for work prevarication. It seems that as long as the "performance appraisal" is implemented, the problems in enterprise management will disappear immediately, and then the enterprise will turn around and sing.
However, for this kind of thinking of the bosses, I will offer this sentence:Performance appraisal is not a Hercules pill that cures all diseases.
It is undeniable that performance appraisal is a very effective management method, which can solve many management problems of enterprises and bring great positive help to enterprise performance when used properly.
The last-place elimination system, as a means of performance appraisal, is widely used.
However, for the last elimination system, people's views are not the same, some people think that the last elimination can stimulate the enthusiasm of employees, activate the vitality of the enterprise, improve the overall performance of the enterprise, and often takeJack Welch's "271 Vitality Curve".As an illustration.
On the contrary, some people think that the elimination of the last position is too strict, which is easy to cause excessive psychological burden on employees and affect the quality of work.
So, how should we look at this last elimination system in the workplace?
In fact, the main reason for this controversy is that the vast majority of people use the wrong last elimination system.
The reason why many enterprises are keen to adopt the last elimination system is that they hope that through the last elimination system, the poor performance of employees will be eliminated, which can not only stimulate the enthusiasm of employees, but also can be used as a basis for dismissing incompetent employees.
It can even be said bluntly that many bosses and HR do not understand the "Labor Contract Law" and think that they do not need to pay economic compensation if they dismiss employees through the last elimination system.
In fact, these are all manifestations of management laziness.
Anyone who really understands performance management knows that performance is not achieved through assessment, but through coaching.
Those familiar with the Employment Contract Law also know that even if an employee is dismissed on the grounds of "incompetence", he or she still needs to pay severance payments.
In other words, most people's understanding of the elimination of the last place is in the wrong direction from the beginning.
Jack Welch once said: The purpose of the elimination of the last position is not to eliminate employees with poor performance, but to select outstanding talents through the elimination of the last position.
Jack Welch implements the elimination of the last place in order to find the top 20% of employees (category A) and give them greater responsibility and incentives, so that they can run faster and farther, and also drive other employees to move and rush forward;At the same time, find the middle 70% of employees (category B) and help them become category A employees;For the bottom 10% of employees (category C), it is to avoid managers from wasting limited time and energy on them, and it is to keep everyone with a certain sense of crisis and keep the team alive.
So,The purpose of the last elimination system is to keep the team dynamic, promote the common progress of the team, and make the members energetic, so that they can become an excellent team.
Anyone familiar with performance management knows that performance appraisal is only one part of performance management. Performance appraisal is not the same as performance management.
The last-place elimination system is just a way of performance appraisal. Therefore, the last-place elimination system is not performance management.
But unfortunately, in the eyes of many bosses and HR, the last elimination system is equal to performance management.
This misunderstanding directly leads to the fact that our performance appraisal cannot achieve the expected results, and will only make employees think that performance appraisal is a disguised deduction of wages and a disguised attempt to force people to resign.
In fact, the essence of performance management lies in performance coaching.
Through the index score of performance appraisal, the shortcomings of employees are discovered. Then, according to the employee's performance appraisal score, the manager will communicate with the employee through performance interviews to find the reason for the employee's low score, and then give targeted improvement measures for the specific reasons. For example, when it comes to the issue of ability, special skills training is carried outAttitude problems, not only psychological enlightenment, but also the development of corresponding incentives;Process problems, sort out the company's business processes.
In short, managers should formulate targeted improvement measures for the deficiencies exposed by employees in performance appraisal, cultivate employees' abilities, teach employees methods, give employees tools, give employees support, empower employees, and help employees improve performance.
However, many of our enterprises that implement the last elimination system often "pass the test", only scold employees for being stupid, and only dismiss employees.
I have a saying for this:
When you think that employees are stupid like pigs, you, as a manager, are pigs' heads.
There is also a misconception about the last elimination system, that is, mechanical use.
I once saw such a company that implemented the last elimination system, requiring that each department's performance appraisal must have 10% of C-class employees.
As a result, the JS department was originally full of elite soldiers, because of the rigid requirements of 10% of C-type employees, resulting in a brain drain. On the other hand, the ZZ department, although 70% of the B employees are not as capable as the C employees in the JS department, is still in the safe zone.
Such a mechanical use of the last elimination system, in addition to death, is to find death.
Later, I couldn't help it, and said to the boss of this company: "There is a person who cried to others that his performance is obviously the top three in the department, but the boss still fires him on the grounds that he is not qualified for the post." How do you see this happening?”
After the boss's tirade was published, I said, "Because there are only three people in their department, he can only achieve less than half of the target value every time." ”
After listening to me, the boss blushed in embarrassment, and then canceled the mandatory "10% C employees" requirement.
Of course, the last elimination system also has many advantages.
It's like selling fruits, sorting out rotten fruits, leaving only good-looking fruits, improving quality, and selling a good **, the total income must be higher than the income of mixing good fruits and rotten fruits together.
There is no doubt that the elimination of the last position, by making employees have a sense of competition, like the catfish effect, can make the team full of vitality, in the process of comparing performance with each other, and constantly improve individual performance, and then bring good performance to the team.
I agree that enterprises should introduce the last elimination, but I prefer to introduce the last elimination at the same time, but also give the "last one" time to grow.
Just like a person, when he is born, he will not be able to walk, but as time goes by, he will first touch the wall and move step by step, and then open his hands and stagger, and then slowly learn to walk between standing up and falling, which is a gradual process.
In the same way, it is also a process for employees to grow from ordinary employees to excellent employees.
Again,I believe that the essence of the implementation of the last elimination of enterprises should be through the elimination of the last position, screen out the potential of the unexcellent, and then through training and coaching, assign to the right positions, make the best use of their talents.
In practice, many employees in the bottom 10% are only temporarily not excellent, not necessarily bad, or they are not matched with people. Without being in the right position, talents naturally cannot give full play to their talents.
Everyone has their own suitable position, but when they first joined the company, they may not have chosen the right position. At the same time, the enterprise did not effectively identify, resulting in the misalignment of personnel and posts.
If the position is adjusted, perhaps they can be like a fish in water in the new position and achieve excellent performance.
I am not opposed to the introduction of the last elimination system in order to maintain the vitality of the enterprise and create good performance.
However, the elimination of the last position should not only focus on "elimination", but also to discover the "potential last", cultivate him, train him, give him time to grow, and let others make the best use of their talents.
Otherwise, those who are eliminated from the bottom are not only the last employees, but also the last enterprises.
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