Ten Steps To Make A Performance Plan

< p > to formulate effective performance plan, we should strictly abide by certain steps. In summary, the whole process of performance plan is divided into ten steps: < /p >

< p > < strong > 1, whole staff < a href= "//www.sjfzxm.com/news/index_c.asp" > performance base < /a > concept training < /strong > /p >

< p > performance management is to truly succeed and truly guarantee the realization of enterprise strategy. Every employee must understand and accept performance management.

In fact, performance management should be a management measure that every employee should aspire to.

Many enterprises, managers or employees conflict or even fight against performance management. In fact, they do not have a correct understanding of performance management. Of course, there are many performance management practitioners who have also mistaken the performance management.

The essence of performance management lies not in examination but in improving behavior and ultimately improving performance.

Through the correct performance management, we can improve the performance of employees, help employees better develop themselves and better work.

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< p > through the training of staff performance management concept, employees can actively participate in performance management activities.

Let every employee realize that participation in performance management is the right of every employee and the basic obligation of every employee.

This lays a solid foundation for the effective formulation of performance plans.

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< p > < strong > two, interpretation of the development goals of enterprises < /strong > /p >

< p > > a href= "//www.sjfzxm.com/news/index_c.asp" > performance management < /a > is for the enterprise strategy, so the performance plan should also come from strategy.

Managers and employees should understand the strategy of enterprises and understand the specific objectives of their development.

Because the performance plan actually comes from the decomposition of enterprise development goals.

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< p > at the same time, the interpretation of enterprise development goals by enterprise leaders can also enhance staff's sense of ownership and enhance their initiative.

The more employees know about business development goals, the easier it is to identify with them.

Through the decomposition of enterprise development goals, the performance plan and goal of each post can eventually be formed.

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< p > < strong > three, the enterprise development goal is decomposed into < a href= > //www.sjfzxm.com/news/index_c.asp > > specific target < /a > /strong > /p > of various departments.

< p > departmental objectives come from the decomposition of enterprise strategic objectives.

Not only can the development goals of enterprises be decomposed into the business departments such as production and sales, but also the business objectives of financial, human resources and other business auxiliary departments are closely linked with the development goals of the whole enterprise.

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< p > managers should be good at resolving the goals of the department according to their development goals.

With departmental goals, it is possible to further decompose and set goals for each employee.

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< p > < strong > four, employees make their own performance plan draft < /strong > /p >

< p > before setting up a performance plan, employees should review the description of the job and reconsider the purpose and main responsibilities of the position.

Managers can adjust their job responsibilities according to their actual changes.

In making performance plans, employees must first be very clear about their job responsibilities.

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< p > after knowing the main responsibilities of the position, employees should draw up their own performance plans and goals according to the Department's goals and their own realities.

The main contents of the performance plan include not only the objectives of the work, but also the specific standards of performance, the main assessment indicators, the weight of the work objectives, the measurement of work results and so on.

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< p > this step is very important, on the one hand, it can cultivate employees' awareness of performance plan; on the other hand, it can also understand employees' cognition and positioning for themselves, jobs and performance plans.

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< p > < strong > five, managers review the performance plan of employees, < /strong > < /p >

< p > managers should examine the performance plan of employees in detail.

Some employees' performance plans are not practical, some are high, some are low, or they are not specific enough.

Managers should be good at finding out the problems of performance plans, and analyze why employees set performance goals too high or too low.

At the same time, managers should also use SMART principles to analyze the effectiveness of employees' plans and goals.

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< p > the so-called SMART principle is actually the five standard for effective performance planning.

S is Specific, that is, performance plan must be specific and clear; M is Measureable, that is, performance plan must be measurable; A is Actionable; performance plan must be executable; R represents Real, that is, performance plan must be a true reflection of employee capability, and can be achieved; T is TimeBound, and performance plan must be time limited.

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< p > managers can examine employees' performance plan and find out the real psychology of employees. They can prescribe the right medicine according to the specific conditions of each employee.

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< p > < strong > six, managers and employees communicate on performance plan < /strong > /p >

< p > managers and employees should set a specific time for annual performance plan communication.

Managers and employees should attach great importance to communication of performance plans.

When communicating in performance plan, the atmosphere must be as loose as possible, and do not put too much pressure on the employees. Managers should focus on the reasons for the meeting and the results that should be achieved.

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< p > performance plan communication, first of all, the employees should set out the starting point of their performance plan making; managers should first confirm the consistent parts of the two sides; managers should make amendments to the inconsistent parts, and the two sides will continue friendly consultations.

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< p > < strong > seven, managers and employees have reached a consensus on performance plan < /strong > /p >

< p > at the end of the performance planning process, managers and employees should be able to answer important questions such as performance indicators with the same answer to confirm whether the two sides have reached a consensus on the performance plan.

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< p > managers and employees need to reach a consensus on performance plan: < /p >

< p > What are the duties and responsibilities of employees in this performance management cycle? < /p >

< p > What are the specific tasks and objectives of the employees? < /p >

< p > what is the importance of the work objectives of the employees? What is the weight? < /p >

< p > which goal is the most important, what is secondary and what is secondary? < /p >

< p > What are the main indicators for staff assessment? < /p >

< p > What are the main obstacles for employees in the course of action? < /p >

< p > what help will managers provide to employees? < /p >

< p > employees in the performance plan implementation process, what is the problem? < /p >

< p > above, if managers and employees can reach a consensus, the formulation of performance plan will accomplish most of the content.

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< p > < strong > eight, clearly define assessment indicators and specific assessment criteria < /strong > < /p >

< p > let every employee have a clear understanding of the specific assessment indicators of his job, and the data sources, calculation methods, scoring methods, and specific quantitative or qualitative criteria for these indicators.

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< p > employees in many enterprises are not clear about their post evaluation indicators. How can such performance management be successful? < /p >

< p > the more people understand the performance appraisal indicators of the position, the more clear he is the focus of his work and the specific objectives of his work, so that the possibility of completing the performance plan will be greater.

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< p > < strong > nine, managers assist employees in formulating specific action plans < /strong > /p >

< p > managers should be good at assisting employees in formulating detailed and detailed action plans for performance plans.

At the same time, managers should monitor and control the implementation of employee action plans in the future performance counseling and factual process.

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< p > < strong > ten, and finally form a performance agreement. The two sides have signed and endorsed < /strong > < /p >.

< p > the final step of the performance plan is to form an agreement through mutual consultation and discussion to reach a consensus. This is the performance agreement.

The performance agreement should include the employee's work objectives, main work results, indicators and criteria for measuring the results of the work, the weight of each work, and the main action plans for each work goal.

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