Quantitative management can only be applied to situations where competition is fierce and there is little cooperation, such as labor-intensive manual manufacturing. It is neither realistic nor necessary to carry out meticulous quantitative management of the R&D team. The R&D team relies on mutual cooperation among members, and more of a cooperative relationship, not a competitive relationship; quantitative management forcibly obliterates the cooperative relationship and deliberately strengthens the competitive relationship. It should be noted that the whole is not the sum of its parts, and the R&D team is inseparable-can you disassemble the different organs of a person and discuss the contribution of the hands or the feet? What’s the point of really discussing a result? If the hands and feet can be separated, will they still be alone? Similarly, if programmers and planners can really be assessed individually, why should they stay in the team and why not create value alone? So, is the team still a team? In order to improve efficiency, the starting point is understandable, but it should be more focused on how to help members cooperate, help members communicate (most people are not good at communication), and encourage members to communicate. In most cases I have seen, members do not do things or progress slowly, not because they are not under pressure, nor because they are not motivated, nor because they want to be lazy; it is because of lack of communication that they do encounter obstacles in their work. As long as you help them clear the obstacles, they will happily move on. If you are an HR, then quantitative management is an inevitable task. Just take the form casually and don’t take it seriously. If you are a team leader, spend more energy on communication, which is much better than spending on assessment. In addition, I also agree with bluepy’s view that quantitative indicators are possible, but they should not be used for assessment. Quantitative indicators are used to measure the status of the entire project, like indicators during a physical examination. If you see abnormal indicators, you can arouse vigilance and see if there are any problems. The progress report that Zhang Chengyang asked, the time period and so on, is another very complicated issue. I will just talk about it briefly here. The progress is usually divided into several milestones. However, the requirement of each milestone must be an evaluation of the project as a whole, not the accumulation of work tasks after decomposition; it should be noted that the whole is not the sum of parts, and it is not the work that has been decomposed together to form a complete project; in the middle There is a lot of integration work, and the evaluation must evaluate the overall project after integration. Regarding the overall project, it is easy to come up with a lot of quantitative indicators. Just remember that the whole is not the sum of its parts. The accumulated indicators are unreliable.


By zhiwo

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7 months ago

After working in the IT industry for many years, how should R&D personnel be evaluated? This is the pain of many CTOs. The assessment is detailed, restricting the creativity of R&D personnel, and worrying that the development students are afraid of the end. The appraisal is rough, and I am worried that the appraisal will not be met. I am worried that the appraisal has become formalism. So, how should the assessment for R&D personnel be done? Source: tita.com professional OKR and performance management platform. Before answering this question, let’s answer first. Why do we need to do performance management? What is the purpose of the company’s real performance management? We say that the purpose of performance management is to allow employees to maximize their abilities, while at the same time making everyone responsible for achieving their goals. It is proactive, not passive, and builds a better relationship between managers and employees. This is the essence of real performance management. However, many companies often violate this original intention when performing performance management. If you ask an HR why their company needs to perform performance, he will definitely tell you that it is related to salary, annual bonus, and personnel elimination. You see, in these answers, we see that many companies actually perform performance for the purpose of issuing annual bonuses. There is a reference data that allows employees to receive 1 times the monthly salary as a year-end bonus instead of 2 times the salary as a year-end bonus Be convinced (voice-over: although many employees may not agree) If you are also out of this consideration when implementing performance management, then I am sorry to tell you that performance management has not achieved the real effect and cannot maximize the motivation of employees. My source of motivation. Going back to the essence of performance management mentioned earlier, it is hoped that employees can give full play to their abilities, and then let everyone achieve their goals, so that the goals of the team and the entire organization can be achieved. So, based on such a big background, how should R&D personnel perform assessment? Before conducting the assessment, we need to look at how the R&D system manages our work. The R&D system may need more clear business objectives and clear focus on our work. Therefore, in the process, it is best to let everyone know the business goals in advance. In some successful companies, OKR management has become their first choice. With OKR, managers and subordinates can target the business team and focus on the key points. So, how to evaluate employees after passing OKR? In the companies we contacted, they did this, and according to the feedback from the docking HRD, the companies did this to achieve the effect they wanted. First, the assessment cycle is not annual but quarterly. The assessment will be conducted 4 times a year. Too long a cycle will cause employees to lose motivation. After a year, the results of the work cannot be changed, and the assessment is just a mere formality. Second, what is the content of the assessment? OKR is used for the process, so should the result also use OKR? This is how the companies we know do it. Evaluation indicators often focus on three aspects, one is the key work performance, the second is the corporate culture and values, and the third is the performance evaluation of management capabilities (for management personnel). In the quarterly assessment, it is not necessary to evaluate every OKR. They will let employees write their own key tasks for the quarter. Everyone’s key tasks are different, so you can write according to your actual situation. Incorporate corporate cultural values ​​into the assessment, and in the actual self-evaluation, they will ask employees to give examples of their performance. The content of cultural values ​​is often illusory, and they hope that employees can tell specific examples so that they can be persuasive. Management ability is a challenge faced by every manager. As a manager of an enterprise, what contributions have been made in team building, team training, and team atmosphere building need to be described separately according to these aspects. Through such an assessment template, employees and managers are allowed to reflect on and summarize their past quarters, so as to pave the way for the work of the next quarter.

7 months ago

How to conduct performance appraisal for software developers has always been a headache for corporate HR, especially at the end of the month or at the end of the year when appraisal of performance bonuses. A slight omission will trigger fierce opposition from programmers, and everyone will run in the next year. It’s about the same. In this case, it’s a little bit cut to fit the shoes, but it has a negative effect. Does that mean that software developers do not perform performance appraisals? Not really, but the content of the assessment needs to be in line with objective facts, and the assessment needs to be fair and reasonable to encourage software engineers to do better. How to judge whether a software engineer is good or not? Different from the sales staff speaking according to the amount of performance, and different from the factory employees speaking according to the output, software engineers often know whether they are doing well after the software is finally run. However, to wait until the software is running, the waiting time may be very long. At this time, it is best for HR to communicate with the technical director to understand the working conditions of the software developers, and then to draw up performance indicators. Since software engineers are not assembly line production workers and cannot count the output, most of them use the progress of their respective projects as the standard node. The job of a software engineer is usually assigned by the technical director, and given a time node, such as which functions are to be completed in what time, to limit the efficiency of the software engineer, and check whether the software engineer’s work is normal by running the function module Quality, combining these two aspects, can basically make performance appraisal for software developers. After understanding the above-mentioned situations, how to conduct a reasonable performance appraisal of software developers? We can refer to the following aspects: 1. The assessment items should be based on the result assessment, and the ability assessment and behavior assessment should be supplemented by the result assessment, which means that the progress of the project is mainly used, because the software development cycle is long. Particularity, it is more appropriate to use the realization of each function of the project within the planned time as the main evaluation index, and then follow the development ability of the software development engineer and the usual performance attitude, communication ability and other matters as the secondary index, and comprehensively carry out Performance indicator setting. 2. Appraisal is in line with the project schedule. The time set for the assessment indicators should be set according to the objective progress of the software development project. The allocation of each project needs to be understood in detail with the technical director, and reasonable assessment time indicators are formulated. Keep the assessment indicators consistent with the overall project progress. 3. The design of the performance appraisal system is as objective as possible. The performance appraisal system of software engineers is often different from person to person. Each person has different projects, different development languages, and different types of work. It is necessary to understand each person’s work content and project conditions in detail. , Can not formulate assessment indicators across the board, it is best to conduct assessment based on the content and time allocated for project development. 4. Performance evaluation should aim at performance improvement and promotion. Performance evaluation should aim at software developer’s performance improvement and promotion. It motivates software engineers to do better and better. It reflects the core value of performance appraisal of more work and more rewards. Proper punishment of poor quality personnel can ensure the high-quality output of employees. For example, if a software engineer writes programs quickly and well, completes them in advance within the specified deadline and has a very low bug rate, then they can be rewarded with early completion and high-quality programs to encourage the engineer to do better.

7 months ago

Performance, especially the performance of programmers, has always been a mystery. When it comes to performance, managers will say who is performing well. You can see that many classes are added and many things are done. I talked about the software system delivered by programmers. If the assets and liabilities of the code are equivalent, you may not have an intuitive feeling. Let’s make a familiar analogy. If it’s just the same, it’s like buying a product or service with a credit card, meeting the needs of the moment and gaining time, but in the future the debt will be repaid. Pay the price. But if the assets are far greater than the liabilities, it would be a feeling that you don’t have to pay it back after you have swiped your card. It should be a dark and refreshing feeling. The latter is called good performance, but how to evaluate it? puzzle. Recently, I read Liu Run’s article about KPI management, and mentioned a way to assess Microsoft’s technical support. It feels very interesting. If you change it to a programmer’s scenario, it may be such a few key indicators: A: The degree of difficulty of the requirement, the architect and the programmer jointly analyze and determine the requirements during the requirements review, and reach a consensus. , The programmer himself records C: the number of lines of code submitted to complete the requirements, the smaller is better, a custom tool is needed to support statistics related to the code and the requirements D: the number of completed requirements, the more the better E: E = A x B x C x D means effective work output. The difficulty factor of A is based on the consensus reached by the team. Because of the large number of business requirements, many difficulties are similar. B and D are actually two factors that check and balance each other. You originally completed it in 1 hour, but if you record it in 10 minutes, the total amount completed will be less. C demonstrates the technical capabilities of the code. The code that completes the same function has the same assets. The fewer lines of code, the less debt. In this way, when measuring effective work output (E), the same E, A, and D technical capabilities are better. Of course, this is a simplified ideal model, but the appraisal of programmers in reality is probably more simple and rude than this model. But it also points out the fact that if you promote people with better technical ability, they can solve more difficult problems and create barriers, producing more assets and fewer liabilities. For a single high-performance person, it is not suitable to use promotion to motivate, but should be rewarded with bonus.

7 months ago

Don’t be afraid, everyone. . . I’m here to throw a brick and I’m not in love. I need to go there later to talk about it. Later I can talk nonsense. Managers who want performance programmers are hammers, but programmers are not all nails. The more valuable people are, the less nails they are. Programmers are mental workers, and software companies are knowledge-intensive, and of course there are also law-intensive ones. Let’s not talk about it here. . . Because the value of the program is intangible, the traditional appraisal methods that attempt to quantitatively measure employee performance will eventually fall into their hands. I think that the purpose of performance appraisal is nothing more than to make more money, and most of the money is brought by a small number of programmers, so in order to make money, these small numbers of programmers should be served comfortably. Please consider the above words carefully and be sure to agree. Individuals have different understandings of comfort, but there is no way to escape money, fame and fortune, so for personal temperament, giving respect and opportunities for promotion is all the way. As for the ordinary people in the team, don’t worry about too much, anyway, you can’t get too much oil from him. . . . It’s not impossible to insist on evaluating performance. Yahoo is dying by that stupid woman, which is a lesson learned. So the boss of a software company should understand software, agree with the myth of human-month and human-ware, and then apply these concepts to management, so as not to spend 19 billion US dollars in vain.

7 months ago

In everyone’s impression, people in the IT industry get dead wages and will not touch on the performance issues related to the commission system and the dividend system. However, in response to the current market environment and the development of this industry, more and more companies will include the “development department”, that is, the IT department, into the scope of performance appraisal. The advantage of this is that it can greatly improve the operational efficiency of the entire department and prevent the problem of useless work from the root cause. Some people have said that developers are already so tired, and then to arrange performance appraisal, this is not equivalent to direct performance pressure, is it to completely deduct and exploit the poor [programmers]? On the contrary, the actual purpose of performing performance for IT industry personnel is to protect the basic interests of employees and to seek benefits for them as much as possible. So how to divide the performance of employees in the IT industry?

7 months ago

R&D personnel have certain difficulties in management due to their own characteristics. As an HR, effective performance management and performance evaluation can only be carried out on the basis of fully understanding the characteristics of R&D personnel. I believe many HRs will say: “This R&D staff is too difficult to bring!” Wait! Before you fully understand the R&D staff, please withdraw this sentence. In fact, after you fully understand the R&D personnel, you will find that R&D personnel are just as easy as other types of employees. So, we must first understand what kind of group R&D personnel are. Speaking of R&D personnel, the first thing we think of is the people who research and develop new products. But are the facts limited to this? It can be said with certainty that this alone is far from enough in terms of the level of understanding of R&D personnel. Dr. Yang Ying, who has been tracking and researching R&D and innovative talent management of CIIC Consulting for a long time, is eager for HR needs, and has summarized specific R&D personnel characteristics for colleagues in the human resources industry, mainly analyzing from three dimensions. 1 The “portrait characteristics” of the R&D crowd. First of all, the work content of R&D personnel is creative, which is different from manual labor. It mainly uses their own professional knowledge and flexible thinking to promote the R&D process; secondly, the work process of R&D personnel is personalized It is not limited by time and space, and has no specific methods and steps. In addition, R&D personnel have a strong sense of autonomy. In order to maximize their own potential, they often hope to have more time and space for self-expression; and, R&D personnel have independent values. They are more willing to express themselves than ordinary employees. They are keen on challenging work and overcoming difficulties in order to realize their self-worth. Finally, R&D personnel have a strong willingness to flow and high turnover costs. Considering job-hopping for reasons such as salary, and the need to recruit another R&D personnel of the same type will increase costs accordingly. 2 The “professional portrait” of R&D personnel. What we call R&D personnel is actually a general concept. According to the nature of the job and the actual role assumed in the project, R&D personnel can be divided into: R&D management, product technology, and project management Category, manufacturing technology category and R&D support category. In addition, the types of projects that R&D personnel work in are also different, including pre-research, commercial development, and technological improvement. Different types of R&D projects and personnel’s performance appraisal focus and bonus settings should be differentiated. For example, pre-research category needs to focus on the characteristics of its long-term R&D cycle and investment uncertainty, while product development category needs to focus on its commercialization Conversion effects and results. Due to limited space, we will make a detailed analysis in the follow-up articles for the performance evaluation criteria and precautions of different types of R&D projects and personnel. 3 The workflow of R&D personnel Generally speaking, R&D personnel first have a market demand before developing, so they must manage the demand. After determining the demand, they must sort out the whole process of product realization, determine each concept, and then formulate R&D plan, then develop new products according to the plan, then verify the performance of the product, and finally release the product, thus forming a life cycle demand management process. Let’s take Huawei’s integrated product development system as an example. The work process of R&D personnel is as follows: The first step is to determine the market demand. After determining the demand, sort out the corresponding product realization process, determine each concept, and then formulate a research and development plan. . R&D personnel then implement the development according to the product plan. After the product development is completed, it is necessary to repeatedly verify the performance, stability, and function of the product, and release the product after the verification is passed. The above are the specific characteristics of R&D personnel given by Dr. Yang Ying. From these characteristics, we can also know what is difficult in the management of R&D personnel: the work of R&D personnel is creative and the investment is difficult to quantify; the R&D work process is personalized and difficult Set up a reasonable stage assessment; R&D work results are difficult to quantify and market value is difficult to measure; R&D personnel have a strong sense of autonomy and need a larger development platform to stimulate the potential of R&D personnel; R&D personnel are willing to flow, and the project is to retain personnel and evaluate information not equal. From the above five aspects, the main difficulty of R&D personnel management is that the R&D input and output are difficult to measure. So as long as you start from this point and go in this direction, you will not be far from effective R&D personnel management. Regarding the performance management and evaluation system of R&D personnel, Dr. Yang Ying gave a “R&D evaluation system model based on value contribution”. For specific analysis and interpretation, please pay attention to the follow-up content. In the next article, we will conduct a detailed analysis of the difficulties encountered in HR’s actual operation of R&D personnel performance management.

7 months ago

Recently, many friends from project companies consulted me: What about the salary performance system for R&D personnel? Today I will briefly introduce you to the specific operation method. R&D personnel can only use a fixed salary? Many companies have R&D teams, and some software companies and design companies face the problem of how to perform salary performance evaluation for software engineers and designers, because R&D is at the forefront of products and sales, and many companies have different R&D cycles. It is difficult to achieve instant incentives, and the output of R&D employees is the crystallization of wisdom. The different standards of R&D projects make it difficult to conduct assessment and incentives. In reality, the efficiency of many R&D employees is unable to keep up with the pace of the company or customer needs, resulting in the company’s products at a long-term weak level in the market competition. Now is the era of fast fish eating slow fish, business opportunities are fleeting, can R&D personnel only have a fixed salary? If you just use a fixed salary, for most employees, it will limit the creativity of employees. Because human nature is lazy, most employees take comfort and ease as the premise, but it is often this kind of comfort and ease idea that makes the company Many business opportunities have been lost. Low human efficiency and low efficiency lead to high costs. If employees do more and do less, it is the same. Most people choose to do less instead of more. If the company is busy with work, most employees will choose to sabotage, because sabotage is difficult to see directly through the boss, but it is also because the sabotage leads to the low efficiency of the enterprise. Because of the low efficiency, the cost of the enterprise will continue to increase because of the continuous cost. Increase, the competitiveness of enterprises will continue to decline. Therefore, the reform of the salary performance system for R&D personnel is very important. Today, for R&D personnel, there are three types of salary performance models specially shared. 1. Project and system (junior level). Most companies face the problem of efficiency for R&D personnel. They all hope that R&D personnel can complete on time, quality and node. New product or project, and then continue to start another new product or project. This operation method is as follows: 1. About 30% of the fixed salary of R&D personnel is used for project schedule management. If the original fixed salary is 10,000 yuan, it is now: 7,000 yuan (fixed) + 3,000 yuan (project schedule management, flexible); 2 , Formulate the project schedule: as shown in the R&D project schedule 3. At the beginning of each month, 3,000 yuan will be allocated to each project or project node according to the urgency and importance of the project, and the incentive standard for each project or node will be worked out. The above operation is simple, and the level of employee salary is determined by whether the project is completed on time and quality. This operation method has a relatively single incentive point, and only motivates the project progress. 2. Project base point system (primary and junior high school) 1. About 50% of the fixed salary of R&D personnel is used for project progress management. If the original fixed salary is 10,000 yuan, it is now: 5,000 yuan (fixed) + 5,000 yuan (basis salary, flexible) 2. Develop project base point standards: generally based on the three dimensions of labor, time, and difficulty; 3. Set conventional base point standards; 4. Set other base point standards; 5. Design base point incentive standards: as shown in the diagram above. In motivating R&D personnel in an all-round way, base points are used as the only criterion for measuring, evaluating and motivating employees. The final salary of employees is determined by the number of base points. In the later stage, the basis points can be bundled with future incentives such as employee promotion, year-end bonus, partners, equity, etc., so as to quickly and comprehensively improve the enthusiasm of employees. 3. Project contracting system (advanced) 1. About 80% of the fixed salary of R&D personnel is used for project progress management. If the original fixed salary is 10,000 yuan, it is now: 2,000 yuan (fixed) + 8,000 yuan (salary package, flexible); 2. When each project is distributed to the project team, the project team is regarded as another company, which is equivalent to outsourcing the project, and then the project is priced and delivered according to the second method. 3. According to the project node, establish redistribution rules, whoever completes the node on time will get the corresponding salary. 4. Customized project settlement rules: If completed in advance or on schedule, the project pricing will be paid to the corresponding employees in full. If the default is completed, the calculation will be based on the cost per person/day of the relevant employees, and the project team will jointly pay the company overdue costs. This approach will be the mainstream in the future, treating employees as project partners, and employees directly benefiting from each project. We have implemented these three methods in different companies, and once implemented, we can quickly improve human efficiency and performance. Performance change is the most difficult of all changes, because it touches the cheese of employees, but without change, the future of the company will be even more difficult.

7 months ago

Hello, I am Fang Yun R&D digital management consultant. The core of the performance management strategy of R&D personnel is to build a performance system around the company’s strategy and guide the R&D team to the company’s strategic goals. Therefore, the performance management system should be designed based on the status quo of the company and from the perspective of the organization rather than from the perspective of individual fairness. For example, a startup company has initially completed financing and its product has just entered the market. The company’s strategy this year is to expand its market share. The R&D team was originally small, with a total of only thirty people. At this time, the performance system strategy should be more result-oriented, performance pay accounts for a relatively high proportion of performance targets, performance targets. This is because for startups, not raising idlers is the basic bottom line. The R&D team needs to provide sufficient ammunition for the sales team. If the strategic goal cannot be achieved, the company may go bankrupt, let alone support a group of expensive R&D. Conversely, for companies with relatively stable business and high quality requirements, the design of the performance system will be more inclined to quality, process compliance and cooperation, etc., and the relationship with performance will be weakened, and the proportion will be reduced. Because such companies need a stable technical team to provide customers with high-quality services, they need some non-material stimuli to stimulate fighting spirit.

7 months ago

Hmm… From the title, try to summarize the problem that the subject wants to solve: the problem of developer code quality; how to balance the pre-delivery and testing phase pressure to the centralized development phase; project personnel (mainly development) have no pressure on the time node and Responsibility; how to set the performance appraisal method that can solve the above problems (mainly) the resources or support that the project team needs to obtain: the cooperation of the relevant leaders of front-end and back-end development and testing; the upper-level leadership’s support for the implementation of the performance appraisal; Points that should be controlled from the project perspective: Keywords: Diligent in summarizing/reviewing, making good use of emails for developers’ code quality issues, requiring relevant leader support; and the direct leaders of the developers to understand the reasons for poor code quality, this is necessary You give you data support based on historical experience and the implementation of past plans, and talk to your direct leaders about solutions to specific problems; not to mention the details, everyone has encountered the pits in the project, and the main points are: The specific practice is done by the leader directly to check the reasonable degree; ②The promised time node is confirmed by email, and if there is a problem in the implementation process, it will also be confirmed by email to facilitate the performance evaluation; ③focus on the boundary and cooperation between development , Here is the most prone to problems and more difficult to hold accountable; ④Development should develop the habit of self-testing, and record the blocking problems that occur in the early stage of the test; if the direct leader can conduct code reviews on a regular basis, it is better that the project pressure is concentrated in the later stage The problem of is relatively common, and I personally think it is related to inertia. If the other problems are well controlled, this phenomenon should be weakened. Regarding performance setting (finally talked about the theme), the same results are divided into several considerations: clear rewards and punishments are required, and Obtain the support of upper-level leaders for implementation; evaluation dimensions: commonly used time, quality, initiative, teamwork ability, and smooth communication; evaluation criteria: need to be clear and reasonable, and clearly means that the powers and responsibilities are as clear as possible and there are as many quantitative indicators as possible ( For example, a single task is postponed for several working days, which affects the total construction period for several working days, and there are several blocking problems after the test. Reasonable means that you have a good grasp of your current team (too strict may cause team instability) It is too loose to be useful) Assessing party: project manager, direct leader, the weight needs to be negotiated between the two parties and the common superior. Special instructions: additional points (whether there are reasonable and important suggestions, and the points that Party A or the customer is particularly satisfied with), Group items (whether the overall delay reduces the upper limit of each team’s score) and so on are probably what you think of, and more specific, you need to find the “degree” that is most suitable for evaluating your team.

7 months ago

After years of practice, Bert Consulting believes that the evaluation of technical personnel should answer the following two characteristic questions: 1. If there are more technical personnel in the enterprise, what should be the focus of the evaluation index setting? I feel that the indicators are not refined. 2. I have been in contact with many state-owned enterprises before, and I feel that it is difficult to set the indicators well. The assessment index for technical personnel focuses on and refines. First, clarify “what is good performance”? Before designing and refining indicators, we must first clarify a basic concept, that is, “What is performance? Different people have different opinions on this issue. Some people think that assessing work attitude is performance, some people think that assessing work ability is performance, and some people think that assessment is performance. Job responsibilities are performance. Some people think that combining work attitude, work ability and job responsibilities is performance. In fact, these views fail to capture the essence of “performance”. To talk about the essence of “performance”, we must start from the management master Peter. To find the answer from Drucker, Peter Drucker has two basic views to find the essence of performance. One point of view is the “goal”, and Drucker believes that the essence of the goal can be summarized in four sentences: 1. The organization must establish a big goal , As the direction of the organization. 2. The organization must separately set up the sub-goals of the basic units. 3. The sub-goals must be consistent with the big goals. 4. The common goal is to test whether the organization has become a sign of an efficient team. Peter Drucker another The point of view is “contribution.” Drucker said: “There is no contribution inside the organization, and the contribution comes from outside the organization.” Combining these two points of view, it can be seen that the so-called “good performance” refers to the goals of the various departments of the company and the organization The value generated by consistent goals. Therefore, to talk about performance, you must first clarify the company’s major goals, and decompose them into departmental goals and employee goals according to the requirements of the organization’s goals. This is the basic connotation of performance. Second , Clarify the job characteristics of “technical department” or “technical personnel.” Technicians are typical “knowledge employees” as Mr. Drucker said. The basic feature of their work is to use their professional knowledge to make contributions to the organization. Provide innovative research and development, process transformation, technical support, quality control, etc. for the company’s products. Third, find the integration point of the contribution of the technical department and the company. The third step is to find the integration point of the technical department or the contribution of the technical personnel and the company. The points include the value contribution created by product R&D, product upgrades, process improvements, etc. Fourth, based on these combined points, some measurement indicators can be found. For example, product R&D planning, product R&D items, new product sales ratio, old core These are the value contribution indicators, such as the proportion of product sales. Fifth, how to measure these indicators. How to set the target value and determine the measurement standard requires specific analysis according to the specific situation of the enterprise. First, find the correct direction of the indicator and how to measure it. During the implementation, make adaptive adjustments and grasp the key points. The following are all technical issues. What should be done with regard to the set indicators and the difficulty of implementation? This problem is very realistic. The implementation of performance management has always been a lethal task. A headache and annoying thing, this problem can be analyzed from the following perspectives. First, “What is performance management?” Many companies do not perform well in performance appraisal. The most fundamental thing is that they have not figured out “What is performance management”. ?Performance management is a continuous communication process. It stands upright. It refers to upholding the company’s strategy and helping the company implement strategic goals. The foundation is to take over the growth of employees and help them continue to grow. The intermediate link is “communication and communication.” , Communication.” And the reason why many companies Failure to implement the performance appraisal is fundamentally wrong. The performance management process has been made into a table game of “compiling, filling and receiving forms”, which has led to performance appraisal becoming a control tool and poor performance The punishment method is not consistent with the goal-oriented and inspection and implementation links. Second, adopt the performance management model of “target + plan + meeting”. In order to effectively solve this problem, it is recommended that the company adopt the form of “target KPI + work plan + business analysis meeting”, that is, the company formulates annual target KPI, formulates work plan every month, and the work plan should be formulated and checked through meetings. In this way, the company has made performance management a daily operation management process, rather than a stage of assessment and scoring, which helps employees develop a “goal-oriented awareness” and “the habit of checking implementation.” Third, the promotion of performance management concepts. Going further, continue to conduct training and publicity, establish a performance-oriented cultural concept, and create a performance-oriented cultural atmosphere. At the same time, it helps managers to master the method of goal setting and decomposition, improve the skills of performance management, and adopt a multi-pronged approach to gradually upgrade “fragmented performance appraisal” to “continuous performance management”.

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