This article is the work of the original creator of this number, author: Insist on flying fish, welcome everyone to like, collect and **.
Seeing this title, do you also want to say, "What? ”。That's right, small and micro enterprises need performance management even more! In the following article, the author will start with why many small and micro enterprises do not have performance management? Why do small and micro businesses need performance management? How to do a good job in the performance management of small and micro enterprises and other three aspects to elaborate.
Why do many small and micro enterprises not have performance management?
Many people think that small and micro enterprises do not need performance management, and that only large and medium-sized enterprises with standardized management need it, and the reasons boil down to the following eight aspects, of course, some large and medium-sized enterprises will also use this as a reason to oppose performance management.
Small and micro enterprises are small, every move of employees is in the eyes of the boss, and the boss also knows the performance of employees, so it is clear at a glance whether employees are doing well or not, and there is no need to do performance management;
Small and micro enterprises have limited time and resources, and do not have the extra energy and resources to carry out performance management. These companies often refuse performance management on the grounds that "the company urgently needs to expand its market business and does not have extra time and resources to do performance management".
Many successful companies do not do performance management, and even some large enterprises are against performance management, so we can also not do performance management. For example, in the past two years, we have often heard articles and opinions such as "go to KPIs" and "XX company has no KPIs";
Many companies that have implemented performance management have not achieved great success, and some companies have even gone downhill or closed down as a result;
Small and micro enterprises are greatly affected by the market and need to respond quickly and flexibly to changes in the market, resulting in frequent changes in the company's target strategy and job responsibilities, so it is difficult to evaluate employees;
Small and micro enterprises pay attention to team culture, and the premature introduction of performance appraisal is not conducive to the formation of team culture;
There are no cases of small and micro enterprises that have succeeded in carrying out performance management, and there are no benchmark enterprises to imitate and learn from;
There is a bias or misunderstanding of performance management, and they do not know the true meaning of performance management, let alone how to carry out performance management.
All of these reasons seem to make sense, but they are not. The main reason is because:These companies lack a correct understanding of performance management and do not understand what performance management is. Why? And how to effectively manage performance? Moreover, they are often unwilling and unable to afford to take the risk of failureTherefore, performance management is simply rejected.
Why do small and micro enterprises need to do performance management?
For small and micro enterprises, survival and development is a problem that must be faced every day, and they are always facing the pressure of survival and the risk of bankruptcy. In the external turbulent market competition, it is necessary to be vigilant at all times, quickly and agilely make adjustments and changes to cope with the rapid changes and uncertainties of the market.
It is undeniable that there are many emerging start-up companies that have not done performance appraisal and have been very successful, such as some emerging game software companies, new ** companies, Internet finance companies, e-commerce companies, high-tech companies, etc. The key success factors for these companies are likely to be twofoldOn the one hand, there is the excellent leadership of the founders and the unique talents of the founders' core backboneThey either break through the core technology of a certain industry (such as some high-tech companies), or innovate the business model of a certain field (such as some Internet finance companies, new ** companies), or create new fields or industries (such as some high-tech, e-commerce companies), so in these industries are often a blank area, there are almost no competitors, so they also grasp more dominance in these fields in the early stage of market development, and it is naturally easier to succeed.
On the other hand, these successful small and micro start-up enterprises, often they have a clear goal at the beginning of the business, in the process of entrepreneurship often according to the realization path of these goals for a reasonable division of labor and cooperation, planned and gradual progress of various tasks and tasks, and then constantly evaluate the completion of the goal and changes in the environment, and continue to revise and promote the work plan, to ensure the smooth realization of the goal. If we dig deeper, we will find that this is not the performance management we advocate! Nothing moreThey are constantly practicing performance management in their actual work, rather than taking out performance as a special appraisal work。Many people can't see their performance management at all, and many people have this misconception that they have achieved great success without performance management, and their success is only attributed to the excellent leadership of the founders, or the unique talents of the core backbone, or the efficient management team, which is not entirely the case.
In the entrepreneurial period, the excellent leadership of the founders, the unique talents of the core backbone and the efficient management team are important, but this does not mean that small and micro enterprises do not need performance management。In reality, there are countless examples of small and micro enterprises with excellent leadership founders and excellent management teams that have not succeeded, and there are many possible reasons for this, mainly related to the characteristics of small and micro enterprises. Small and micro businesses typically share the following six common characteristics:
The scale is small, the funds are insufficient, and the financing is difficult, which can easily lead to the rupture of the capital chain;
The operation of the business is very dependent on the leadership of the founders and the talents of the core backbone;
The internal management is relatively loose, the management system is not standardized and unsound, and the rule of man is more than the rule of law;
Once the company's goal positioning or strategic decision-making is wrong, it is easy to lead to employees being at a loss, the team is unstable, and the ability to deal with risks is very weak;
Affected by external influences, it is necessary to quickly respond to changes in the market and make agile responses and adjustments;
The single business and weak ability to cope with and bear external risks can easily lead to the bankruptcy of enterprises.
It is precisely because small and micro enterprises have the above significant characteristics that they are likely to face the risk of bankruptcy and bankruptcy if they are not careful, which is a huge challenge for enterprises. If the captain's instructions cannot be conveyed to every employee, or if the employees do not obey the captain's command, then the enterprise boat will spin in place and cannot move forward. So,The success of the enterprise not only requires the founder of the company to have excellent leadership and point out the right direction for the company, but also requires the employees of the company to have clear goals and a reasonable division of labor; Acting in unison and collaborating efficiently; Work together and respond quickly。And to do this, performance management is undoubtedly the best management tool, because good performance management can achieve the following five main purposes and effects:
It can effectively decompose the goals from top to bottom, and clarify the goals, division of labor and collaboration of employees;
It can unify the thoughts and actions of employees, so that employees can focus on their goals and act consistently, so as to achieve the purpose of "making a hole out of force and making a hole in profit";
By using reasonable performance management methods, it is possible to effectively respond to internal and external changes, and to react and adjust agilely;
It can effectively evaluate the performance output and value contribution of each employee, provide a basis for bonus and value distribution, and play an incentive effect;
It can create a good performance culture, reward the good and promote the inferior, and promote the continuous growth of employees and the continuous improvement of enterprise performance and the realization of strategies.
How can small and micro enterprises do a good job in performance management?
I often hear people say: "If you don't do performance appraisal and wait for death, you will find death if you do it", just like the eight reasons why small and micro enterprises do not do performance management listed above, it sounds very reasonable, but the truth is not entirely so. Because the key to the problem is not whether small and micro enterprises should do performance management, but how to do performance management.
First of all. Figure out why you want to do performance management?
The purpose of performance management is not for appraisal, nor for the distribution of bonuses, nor for the sake of formality. Because these are the various means of management, not the purpose of management. The fundamental purpose of performance management is to efficiently promote the growth of employees and the continuous improvement of enterprise performance, and ultimately achieve the strategic goals of the enterpriseFor small and micro enterprises, the first thing to think about is what are the main problems encountered by enterprises at this stage? What problem do you want performance management to solve? Performance management is not a "panacea", it cannot be a "cure-all", we must think clearly about which problems can be solved by performance management? What problems can't be solved? This should be the most lacking and most important problem for small and micro enterprises.
Secondly. Think clearly about the company's positioning and goals for performance management
Once you think clearly why you want to do performance management, you will also understand what you hope to achieve through performance management, and then determine the positioning and goals of performance management from this purpose. Do not equate performance management with performance appraisal, the performance management of small and micro enterprises should pay more attention to management rather than assessment, pay attention to strategic guidance rather than management control, and pay attention to daily performance communication and coaching rather than assessment for the sake of appraisal。Only by determining the positioning and objectives of performance management can we determine the appropriate performance management methods and models.
Third. Choose the right performance management methods and models
Nowadays, when many people talk about performance management, they talk about KPIs at every turn, as if if they don't talk about KPIs, others don't know that you understand performance management. Don't equate KPIs with performance management, and don't label performance management as KPIs, which are not the whole of performance management, it is just one of the many assessment tools for performance management。It can be applied to many stages of many businesses, but it is not necessarily suitable for all stages of small and micro enterprises. So,Don't dismiss performance management altogether just because KPIs don't fit a certain company or a certain stage of the enterprise, it's a very immature performance。In addition to KPIs, there are also methods of performance management such as Balanced Scorecard BSC, Objective Management MBO, EVA, Mission Critical, PBC, OKR, andWith the development of the times, there will be more and more advanced performance management methods that are more suitable for the development of the times。In today's era, for the performance management of small and micro enterprises, key task assessment, target management, OKR and other methods are all good choices.
Fourth. It is necessary for the general manager or boss to change the perception and take the lead
Performance management is indeed a system project, but also a number of projects, without the promoter or boss to promote, lead and support, to do a good job in performance management is almost impossibleThe personal leadership and promotion of the general manager or boss is the key to the success of the implementation of performance management in small and micro enterprises。Many small and micro enterprises, including the following large and medium-sized enterprises, the general manager or boss always says that they should pay attention to performance management and vigorously promote performance management, but in actual work, they often take the lead in destroying or not abiding by the rules of performance management, and often use "the company's business is too busy, performance management will be put aside first or what should your human resources department do" to perfunctory requests from the human resources department. In the heart of such a general manager or boss, in fact, he does not pay attention to performance management at all, thinks that performance management is a redundant work of the human resources department, fundamentally understands the importance and complexity of performance management, and will not realize that the performance management of the enterprise needs to be led and promoted by himself, so in reality, many general managers or bosses always say that one thing is done and another set is done。If the general manager or boss of the company does not change the above misconceptions about performance management and does not take the initiative to promote it, then it is better not to implement performance management. Because the implementation of performance management in this way, not only will make the performance management promoter in an embarrassing situation, the departments will also perfunctory response, employees are at a loss, performance management will inevitably evolve into a redundant formality, so the implementation of performance management is destined to be successful.
Fifth. Think of incentives that are right for your business
There are many forms of performance incentives, which can be linked to the material form of remuneration for incentives, and can also be linked to the spiritual forms of honor, promotion, etc., there is no good or bad right or wrong between the two, as long as it is suitable for the development needs of the enterprise, it is a good incentive method. Don't want any assessment results to be linked to salary, some assessment results should be linked to salary, and some should be linked to honor, promotion and other spiritual incentives, the bad effect of the application will be counterproductive.
At last. Create a good performance culture, so that the company's performance gene is deeply rooted in the "bone marrow" of employees
In my previous articles, I have repeatedly emphasized that fromIn a sense, performance management is equivalent to enterprise management or the daily management of an enterprise。So,For small and micro enterprises, do not pay too much attention to the specific form of performance management, but should pay attention to the essence of performance managementAs mentioned above, although many companies do not do performance management on the surface, and do not link the appraisal results with salary, etc., in fact, their performance management is done well, because they have formed a very good performance culture, and this performance culture is more effective than any performance appraisal tool. So,What we need to do is how to operate a performance culture that is suitable for the enterprise, so that the performance gene of the enterprise can penetrate into the "bone marrow" of employees.
This article is the work of the original creator of this number, author: Insist on flying fish, welcome everyone to like, collect and **.