Performance is just performance

1. Background

At present, the direction of performance appraisal of most entities is unclear, and some are only assessed for the sake of appraisal. So what is performance?
A's (exceeding expectations) and D's (lower than expectations) don't seem to have much impact. Fluctuations in performance don't seem to hurt job salaries, and the reflection of assessment results seems to be just a formal process.

2. Performance and Management

Performance is not a management process, performance is a growth process.
Performance needs to be continuously adjusted and promoted, and the corresponding attributes must be cultivated:
if each member initially has 70 points/month, A is excellent, B is excellent, C is in line with expectations, and D is below expectations; achieved A and B rating levels can receive different proportions of performance rewards accordingly, and additional quota restrictions need to be considered comprehensively.

1. Code review/month 2 times: qualified without adding or subtracting, bug-5, breakthrough (using new design patterns, algorithms or implementation methods, etc.) +5
2. Task completion/week (under the premise that the work arrangement is reasonable and saturated): normal completion without any increase or decrease, bugs -5, no bugs and completed at least one day in advance +5, low efficiency -5 or no Add or subtract
3. Internal technology sharing 2 times/month: Normal completion without addition or subtraction, lower completion degree -5, over-level completion +5
4. Online status: normal online without adding or subtracting, online content preparation is incomplete and omissions -5, highly cooperating with other members online after completing their own tasks +5
5. Implementation of major online bugs (affecting the integrity of the existing process): first time/-10, second time and subsequent times/-30

With the advent of the Internet era, the speed of information dissemination has accelerated infinitely, and the relationship between enterprises and employees is also constantly changing. Facing the talents of the new era, especially employees born in the 90s and even the 2000s, their personalities are getting stronger and stronger, and their need for recognition of self-worth is also getting stronger. Therefore, corporate management must have a flexible mechanism to deal with various good or bad psychological performances of employees. If it is not quantified but adopted a process-based approach, it may directly cause negative effects or formalism.

3. Performance and salary

Performance is not the criterion for salary.
At present, performance results directly correspond to performance salary/rewards (part of monthly salary), which is also the most intuitive and conventional manifestation of performance at the moment. But in the era of rapid development of the Internet, it often appears:

1. A member who has clearly worked hard and put in more time than others, delivering high quality and high output but receiving a lower salary, will still feel that his value is undervalued despite being rewarded for performance that month;
2. Some members have had no major problems at work for several consecutive months and have not been particularly outstanding, resulting in basically the same monthly income, resulting in dead wages, which subtly and gradually reduce the enthusiasm and execution ability of the members;
3. Members with outstanding abilities have met the standards for performance rewards for several consecutive months, but the number of monthly performance rewards is limited. If there are several members who perform particularly outstandingly later, he who has received performance rewards in the first few months, and the following few The moon may not be obtained. Such a gap will make people feel that they are not getting what they want.

Therefore, can we consider severing the mapping relationship between performance and salary? Therefore, a nurturing method is adopted to reflect the value of performance, and performance is regarded as an independent individual and a foreseeable long-term goal for members. After the performance fruits grow to a certain extent, they can automatically obtain salary increases, Rewards such as merit evaluation or promotion. However, during the growth of an individual, there will inevitably be periods of downturn and malnutrition. At this time, you can use the food stored in the granary or find energy again to make up for it and ensure your good development.

4. QA link

1. Q1 : When rating performance, many things cannot be quantified and there are too many subjective factors. This will lead to differences in understanding between the two parties during performance communication. How should they be weighed?
   A1 : Open discussion to determine performance attributes and continue publicity, refer to 2-Performance and Management
2. Q2 : In the monthly performance plan, the size of certain projects cannot be estimated at the beginning of the month. As a result, the denominator of the "completion rate" in the performance appraisal item keeps changing during the appraisal cycle. How to deal with this?
   A2 : Comprehensive assessment of quantified weekly task completion, refer to 2-Performance and Management
3. Q3 : Performance D is very difficult to win. How do you communicate after you win?
   A3 : One B equals one D, one A equals two D, refer to 3-Performance and Salary
4. Q4 : The positive incentives for performance A/B are not obvious, but the negative impact of performance D is particularly large.
   A4 : It is linked to salary increase, merit evaluation and promotion in the coming year, rather than to monthly salary. Refer to 2-Performance and Management; Daily Promotion Insufficient intensity, unclear scope of beating D, and members not knowing how to neutralize the D after beating D...As a result, the members being beaten cannot understand and may even have negative emotions such as depression. Therefore, performance is a process rather than a process. Same as 3
5. Q5 : People who usually perform well or not don’t know what to talk about during performance interviews?
   A5 : There is a single method of performance communication. In fact, there are various communication methods in performance management practice. It can be formal communication in meetings or informal communication in daily life. Single one-way communication will gradually evolve into a process-based form, weakening the actual effect of performance communication. Reference 2-Performance and Management
6. Q6 : The relationship between personal performance and the company's operating conditions is too great, causing personal contributions to be submerged?
   A6 : The indicators for the annual evaluation of outstanding employees need to be clear, and performance can be used as an important reference. Reference 3-Performance and Salary

5. Summary and reflection

Performance is the growth process of an individual life . Effective performance development can promote the improvement of the team and maintain a good team atmosphere. However, the current performance seems to be just a monthly process, including that I do not pay attention to "performance", which also makes the team members Members have similar attitudes. Through a management reflection on "performance", I found that if we think in another dimension and look at problems in another way, in fact, useless things can become useful.