Performance Management Consulting

The so-called performance management refers to the continuous cycle process in which managers and employees at all levels participate in the development of performance plans, performance coaching and communication, performance evaluation, application of performance results, and improvement of performance goals in order to achieve organizational goals. The purpose of performance management is to continuously improve the performance of individuals, departments, and organizations.

Optimization of assessment and incentive system/equity incentive: Establish a competitive assessment and incentive system suitable for the development stage of the enterprise; Design comprehensive incentive plans for different levels of employees, such as equity incentives, stock option plans, point systems, etc., to form effective incentive effects and achieve the matching of responsibilities and rights.

Services of ShangShuce

(1) By constructing a systematic performance management system, we aim to enhance the execution of corporate strategies, organically integrate individual performance, personal development, and company goals, continuously improve company performance through continuous improvement of individual and team performance, and ensure the execution of company strategies and the achievement of business goals.

(2) Guide company employees to form a consensus on the corresponding goals and how to achieve them, and scientifically and dynamically measure employee work efficiency and effectiveness during a certain period of time. By establishing effective and objective performance measurement standards, managers at all levels can have a clear understanding of their subordinates' work performance, business abilities, and level of effort during the assessment period.

(3) By providing a standardized and concise communication platform for the company through a performance management system, it changes the previous practice of purely issuing commands and checking results from top to bottom. It requires both managers and managed individuals to regularly communicate, evaluate, provide feedback, and provide guidance on their work behavior and results. Managers should train and develop the professional abilities of managed individuals, provide guidance and incentives for their career development, and objectively provide a very practical platform between managers and managed individuals.

(4) The performance management system provides necessary basis for the human resource management and development of enterprises. Through performance management, performance evaluation is implemented to provide necessary basis for the management decisions of enterprise employees, such as dismissal, promotion, job transfer, demotion, etc. At the same time, it also solves the problems of employee training, salary, career planning, etc., making them evidence-based.

Specifically, it includes:

-Design of organizational performance evaluation plan

-Design of Employee Performance Appraisal Scheme

-Design of Annual/Term Assessment Plan for Business Managers

Problems solved for enterprises

1. The assessment method is rudimentary, lacking scientific effectiveness and systematic comprehensiveness. For example:

1) Psychological errors are not constrained, such as halo effect, primacy effect, recency effect, similarity effect, and plate effect;

2) The convergence effect is difficult to avoid, and there are many "good people" phenomena;

3) Democracy has no rules and lacks rigid control;

4) Lack of scientifically effective mathematical models to fit and characterize evaluation events, such as cognitive difficulty, cognitive error, event distribution, etc;

5) There are many methods for describing and evaluating individual events, but there are relatively few systematic and comprehensive methods;

2. The assessment criteria lack flexibility. Due to the "three factors" of performance (multiple causes, multiple dimensions, and variability), performance standards can only be directional and should be adjusted according to changes in enterprise goals, environment, or existing problems in order to be adaptable.

3. Inappropriate assessment procedures and complex operational forms. Lack of effective training and poor statistical analysis of assessment results; The phenomenon of numerous and repetitive employee assessment forms is serious, and the confidentiality of assessments is poor, resulting in poor assessment effectiveness;

4. The assessment results are difficult to evaluate and utilize. The results of performance evaluation are not effectively linked to promotion and compensation, and the evaluation results are not effectively utilized.