Start-up companies experienced a seed, Death Valley, and finally came to the growth stage. For the founding teams, a series of challenges to deal with better technology business, as the company is a headache for the development of a new term, continuous arrival of new concept will take time to digest determined. One of the most troublesome terms, is this: performance appraisal.
Market-proven business, visit the company's resolve user problems, the ability to create products and solutions, and the business scale, the challenge is to use the resources of the company's capacity. The most important is the growing use of resources from the early "confusion" to the level of resource utilization capacity of the organization "order", so, performance evaluation - team in the end did happen, how to motivate employees to contribute, how to rein in the influence output behavior, this time had to be put on the founder's desk.
Among these, the research and development of performance management has always been a problem, many researchers because no reasonable assessment results and turnover, low morale, to bring even greater negative impact on labor costs. In the X-Developer Product Marketing verification process, we have access to a growing number of such companies, to help them build a founder of R & D performance system. Now summarize these cases, for the same business reference.
Common Mistakes
R & D performance management itself, there are several misunderstanding, leading to business managers in the "do not" above, it is difficult to make a decision:
Some people believe that R & D do not have performance management. Because research and development is mental, performance appraisal does not apply to research and development. The first partial understanding of cognitive error is not that all you need to devote mental labor, the difference is the degree of investment in physical (strength, speed) just not the same. The second bias is the lack of awareness that the performance appraisal is the result, as long as the result of labor there is a difference, and the difference reflects the relatively stable, can be applied to performance evaluation, after all, no one wants to see the results of their work to be treated, regardless of the merits.
Others believe that research and development can not be quantified, can not do performance management. Because the software is difficult to measure, target and then "look good", can not explain the problem. For example, the oldest method, by line examination developers, and finally you get a group of "high-yield" + developers a "bloated" Italian Ramen system.
Some people believe that performance appraisal is only that some big companies, small companies that rely on human management, speaking system, the small company's flexibility tie died, the staff heart is cold. Of course, there are more people believe that performance management is a tool of exploitation, it is tantamount to let employees more work ......
Finally, these ideas is when it comes to the real conflict is a company that actually rely on to do management. Or talk about human system, game or talk about cooperation speaking, speak or speaking problems winning or losing a win-win. These conflicts, exposed the problem of start-up companies in development: a lack of coordination.
Coordination: in the organization, not just the team to take the right decisions and the team is able to take the same decision-making ability.
Performance appraisal, assessment is not only the performance of employees, but also the assessment of a company's coordination. Implementation of performance appraisal so difficult, why exactly is it?
What prevents Performance Management
A hundred people has grown to the size of start-up companies, is also a difficult decision not to do, how to do research and development of performance management, the real founder difficult to analyze and understand our performance management help from the following aspects.
Extensive management: Early Chinese enterprises attach importance to interpersonal relationships, everything is precious, let alone manage, let alone effective management. Over the last decade, the full enjoyment of labor dividends, capital dividends, are accustomed to extensive management, also did not realize that the turning point had come. So it comes to performance management, from the purpose, methods and means, between the moment still do not know how to respond.
Lack of staff Maturity: China to continue the implementation of urbanization in recent decades, many employees actually a "new town" generation. The previous generation of these employees are not enterprises and work experience, they rarely get knowledge of how to how to proceed in the enterprise, the school is no corresponding pre-employment training. When exposed to business assessment tools, requirements for teamwork, many employees are not well adapted. Because their past life experiences, will be rarely encountered in the process of communicating with others, share results, and the results are in charge of the scene. This has led to resentment of performance appraisal.
Lack of professionalism: the software industry, many new technologies and new methods from abroad, when the industry efficiency is pulled up, there are many factors, companies can not fully enhance the efficiency, can only make employees work longer hours, work overtime to make up for a lack of efficiency . This is not fine launched, you can write a book. Inherently inefficient, not optimization methods, no matter how big stick wielding carrots, are not useful in the performance results.
The lack of results-oriented: employees think their skills improved, the process has to pay on behalf of "good" and not think of effective output and the value of the contribution, can not accept the concept is inconsistent with the existing evaluation criteria. Performance appraisal is usually implemented is the company's goal is to check the output of employees, employees in a local link, a passive acceptance, it is psychologically difficult to really recognized.
Because the existence of these objective factors that led to the difficulties the company wants to implement performance appraisal. Since the objective can not be changed, then the performance appraisal, do you still want to do it? Founder started a headache.
This is why companies have a "system", there is no system, there is no unified decision-making criteria, everyone is right in saying that the company can not find a direction. Do not do performance appraisal, we must first determine the basic principles of performance management system, as well as doing a good case for analysis.
The core of performance management feedback
The purpose of performance appraisal return: to complete the organization's strategic objectives, scientific and rational approach for staff evaluation, and the results fed back to staff.
This is inside the core is feedback: Performance management is a constant communication, constant communication, constantly re-adjustment process communication.
The purpose of communication is to allow employees to agree objectives and business purposes, "up and down with those who want to win," only unity of purpose before they can make the staff really have the will and motivation to reach.
The main reason for the failure of performance appraisal
The reason for not achieve the desired performance management, we have collected some of the major cases were summarized from the following aspects.
Poor communication: When it comes to the above, the core of performance management is communication, rather than the development of several forms, and then wait for the results of several indicators issued by waving the big stick of carrot. Before and after the development of performance management system, there is no fully communicate with key staff positions, practice stiff can cause employees do not understand, disobedience and other psychological conflict.
Case: Luo Ji thinking "year-end awards are lazy government"
at the end of 2018 Luo Ji a "to employees year-end awards are lazy government" caused an uproar in the know almost "how to look Luo Ji thinking to say to employees year-end awards are lazy governance ", a total of 525 answers, almost all negative comments, a total of more than 1 million views.
The fundamental reason is because Luo Ji thinking hope began to implement performance management, professional people doing professional things, to make the organization more efficient operation, due chose the wrong time and the wrong key term "year-end awards," resulting in internal and external misunderstanding.
Lack of motivation: too many times assessment, each smaller incentives, employees will not have an impact, the effect will be lost. Objectives and results of the assessment must be like on the staff of psychological evaluation, if employees believe that pay is greater than the reward, not only affect the normal enthusiasm for work, will dampen confidence in the company.
Case: quarterly assessment and bonus
for a start-up companies began to implement a quarterly bonus system for outstanding performance, excellent staff paid up 20% and 50% bonus. But the staff is not positive, the monthly performance feedback, the original high morale hand, the more depressed. Later Communication found that employees join our company's primary goal is not money, but rather a wish to get a quick lifting of the environment. The most effective incentive is promoted to the rank of even wait for 2012, instead of every quarter to get a bonus.
Standard is not clear: both the assessment inconsistent understanding of the standard evaluation results, or can not quantify its performance, or real performance is not linked, or a man-made factors, led to the evaluation results are not accepted by employees.
Case Study: Assessment can not assess or not to change the index
of a company-level managers to set performance evaluation include: values, mission-critical situations such as pushing; assessment methods for employees self-assessment and direct supervisor evaluation. The result is a higher level of staff and scoring difference with an indicator of large and refused to accept each other. Analyze the reasons, because both sides understand the inconsistencies, such as the task is complex, time span, how to assess the degree of completion? Values are the basic features of human and difficult to change, is the performance of and therefore not fruit, it should be used as a key study factors staff appointments.
Supervision is not in place: the lack of supervision process, or process supervision difficult, resulting in a long time only to find afterwards or the performance of non-compliance.
Case: code quality problems
in many large systems have "a change caused by bugs and more bugs" sad reminder of the status quo, especially a lot of copy and paste the code to copy a lot of bugs to all parts of the system. Daily needs are constantly backlog, increasing the code, everyone knows that quality is important, but everyone did not have time to supervise quality - especially in the design and implementation of large-scale separation of duties of the team, "scapegoat" of architect around the fire, just "work" programmers continue to fire, how the amount of events also do not fall down.
Design performance management system
In summary, to make truly effective performance management, you need to avoid problems that may arise in the communication, motivation, standards and supervision for staff feedback to constantly adjust it to reach a targeted manner. However, this really is an ideal state, so the company through feedback, communication to continuously improve the overall performance of the performance, which is very important factor is that: employees are willing to accept this kind of communication feedback, whether we can continue to adjust their the way to narrow the gap to reach the target.
Proper implementation of performance management, the first link is to choose the right people. After all, the company is a commercial organization, the purpose of its existence is to competitively supply to meet market demand for commodities, in order to get a return, a return distribution. In a sense, the company's staff position, a social welfare is not fair, it is facing more competitive, for involvement in commercial activities and would like to be recognized by their competitive advantages, people return and status. This relates to issues of social diversity organization, not much started.
Process performance management, is the development of the entire organization. How evaluation is not linked with the job rank, the result of the assessment is not linked to promotion mechanism, no long-term appreciation, the performance appraisal is tantamount to a transaction, no doubt, is to play the bargain game, the company - employee relationship into a long-term game On the limited interaction.
Limited interaction: neither consider the future appreciation, only this time the transaction to achieve their maximum benefits, there is no incentive to cooperate with limited interaction, cooperation and win-win will not happen.
Performance appraisal stage of rapid development
In the past helped them to optimize organizational effectiveness in many hundred thousand organizations, many R & D Leader are upset because business is developing too fast, leading R & D organization speed expansion, there is simply no time to make any team building.
在大型研发组织里，我们通常发现，组织效率的影响，最关键的因素，就是人员扩张后，那些最基本的团队规则失效了。比如代码质量的基本规范，一线管理者说，大量新招进来的人写的代码不合格，每周都有发布压力，实在管不过来；比如分支管理的基本规范，一线管理者说，人太多了，冲突太多影响每日进度，先各自开发吧，先把功能实现，测试前再集中合并；然后测试也会想，先把这个功能测了吧，早点找问题早点改好，上线前再统一回归一下，最后无非就是改几个环境配置。
但本质上是，许多问题在静态时、在早期时都不是问题，而是在动态时、在后期时才暴露出早期的不足。比如不上赛场，你并不知道你和别人在速度、耐力上的差距，这些差距并不是因为上了赛场才产生，而是你在平常与别人在习惯、选择、训练的偏好上长期积累的差距。又比如一些心血管疾病，都是在青少年时期病因就产生了，但其结果一直到老年后才会体现出影响。组织在极速扩张时也一样，如果在一开始，就有严格的绩效管理体系，组织也能够有序地发展，而非把混乱集中在一块，最终影响到组织的效率。
90后甚至00后一代与前几代人都不同了，他们更注重价值观与选择是否与公司匹配，自己的能力是否能够在公司平台中发挥出来，公司是否能够提供足够的舞台和晋升空间。我们总结就是：
新生代员工对社会地位与能力提升的要求高于过去的员工。
这并不意味着对物质没有要求，而是他们现在的家庭与物质条件，已经满足了当前生活的基本要求，期望的是公司提供家庭提供不了的社会条件，持续提升自身能力以在未来获得更高的物质条件。在此情况下，公司的选择也不应满足于当下，而是去发现未来的员工。
管理绩效行为
前面我们提到，员工的思想和价值观极难改变，它不适合作为绩效考核的内容。
在进行绩效管理的过程中，最重要的就是通过绩效目标，去明确地牵引员工改变工作方式，提升工作技能。这里面包括：
清晰的定位：职责明确。针对不同岗位职级的员工，进行有区别的定位，严格要求他们满足当下的考核目标。
具体的要求：目标明确。对各阶段绩效考核的目标有具体的定义，评价的标准有具体的说明。
可参考的过程：路径明确。如何达到考核目标，包括各种工作规范与要求，必须成文，落实成可操作的行为，才能给员工足够的指导。
准确的结果反馈：奖罚明确。做到还是没做到，给予准确反馈，并且与公开透明的奖罚机制挂钩。
我们的参考考核标准包括，针对不同职级的员工，制定不同的考核重点与指标权重分解。
绩效反馈的周期
关键评估是根据员工的影响绩效行为作出评价并反馈。针对不同的效果，可参考的反馈方案包括：及时反馈、每月评估和季度公开。
及时反馈为口头、当场给出评价，并且以激励为主。主要适用场景为员工作出了改进、有了新的进展、克服了一定的困难，以行为为主。
每月评估为书面记录，针对当月的业绩，对各种指标进行评级，得到总分评级，结果可以公开，也可以不公开，不建议每月作书面或当面的绩效反馈，因为员工也有自我的心理评价，可给予一定的反思周期，使其可以自行调整。
季度反馈以书面为主，公布绩效考核的平均值，季度表现通常能够评估出员工在技能上、工作方式上的特点和差距，可以指出表现好的部分，待改进项与建议，并且公布评估结果，包括提薪晋级机会等。
绩效管理应用
最后简要提及X-Developer研发效能平台在绩效分析上的应用。X-Developer针对研发产出—行为的有效关联进行了建模分析，从而帮助管理者随时发现绩效上的问题并溯因；同时员工也可以根据实时更新的报告，对比检查与团队的差距，包括规提交范性、任务计划合理性、任务完成周期与质量表现，在极大提升绩效反馈的及时性的同时，也减少了管理者的时间成本，公开的计算标准与图表化的反馈模式，也化解了不必要的沟通误解。
X-Developer free community version, can help development teams build a consistent code management practices, and the formation of efficient code output rhythm. Since the launch, users now covers the use of financial, real estate, energy, logistics and manufacturing, we will further interaction with the user, to help users improve the efficiency of R & D performance.
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