In the workplace, the word performance is very important and is directly related to the pocketbooks of migrant workers. Are you racking your brains? What is Performance?
The company recruits a financial director, which is for you to manage the company's finance and performance appraisal, and you go to human resources recruitment every day, although you recruit talents, but this is not the result of what the company needs to recruit.
Due to the different positioning and strategy, under the enterprise group, the first performance indicator of enterprise A is profit, and the first performance indicator of enterprise B is profit.
If enterprise A ends up with high income, but low profits, or even losses; The profits of company B are very good, but the scale of income has declined, and I am afraid that the general manager of company A and the performance of enterprise B are not good.
If you change it back, it's all high performance. You must follow the performance direction of the group company, because the group intends to require enterprise A to manage quality and efficiency in order to avoid waste; The group requires Company B to quickly occupy the market and become a leading enterprise in the industry, even if it loses money.
For example, Amazon, Alibaba, JD and Mobike lost a lot at the beginning of their business and grabbed the first place in the market. If you are the owner of these businesses and you try not to lose money or lose less money every year, but the market size expansion is limited, will you get a high performance evaluation at the shareholders' meeting?
No, because you are from the beginning in the opposite direction that your superiors want. For the average employee, you and the company's requirements are in the opposite direction.
This direction determines the success or failure of performance.
The correct direction depends on the output. Performance must be a visible, tangible outcome, i.e., the result is observable, measurable, and measurable.
For production front-line employees, how many qualified products are produced this month; For your salespeople, how many contracts you signed this month and how much money you paid back; Driver driving class, how many miles have you driven this month? Business manager, how much money did you make this month?
Of course, for some responsibility management work, the output results are not easy to quantify, such as human resources, financial resources, logistics, secretarial, party building, trade unions, culture, etc., but experienced managers can still extract visible quantitative indicators.
How many people were recruited and how many trainings were organized? How many bills were reimbursed by finance and how much were paid? How many meetings did the secretary schedule, how many minutes did he have, how many airfare and train tickets did he book? Documentation administrator, how many files have been transferred, how many files have been archived? How many events were organized by the union commissioners, how many union members were talked to, and so on.
Quantifiable metrics can be extracted for any job performance. If not, it only proves that you don't understand the business. For department leaders, they can only listen to their subordinates at will, and the performance of the department is not destined to be better.
In some businesses, there are several common misconceptions about performance:
First, employees have strong ability, high performance, and equal performance and ability. High diplomas, high professional titles, and high qualifications become symbols of high performance. For running, the rabbit has strong ability and the turtle has poor ability, but the 100-meter race, and the last runner to the end is the turtle, who do you say has the highest performance?
Second, employees have a good attitude and high performance. Some people with high emotional intelligence and good flattery have the opportunity to show their talents. People who have long leaders and short leaders all day long, and who have to send warmth to their leaders, usually do not perform low and do not believe in looking at your business. Performance can't just look at attitude and not look at results. If the work attitude is not good, the performance must be bad; Good work attitude, performance is not necessarily good. For example, on the football field, the players play hard, but they lose repeatedly.
Third, employees have good character and high performance. In the workplace, there are people who are humble, low-key, helpful, and caring. They are an honest person and everyone loves them. Usually, they will have good results in their performance at the end of the year. In fact, performance focuses on output and work effectiveness, not on whether the person is a good person or not.
Fourth, if the employee has nepotism, the performance will be high. Many enterprises, especially some private enterprises, have seven aunts and eight aunts, with close relationships and high performance, and far relationships and low performance. It's not about running a business, it's about sharing the spoils.
Performance is an output, an outcome, a set of data. Performance is not ability, not attitude, not character.