How To Manage Staff Well

Performance evaluation is effective in presenting performance and improving performance. So, what is performance? Someone can speak well but not work, that person is useless. It is irresponsible for a person who is unwilling to assume responsibility and wants to get good food. These practices are immoral.

Drucker believes that potential does not mean that people are handsome, not that they grow big, or that a person's academic qualifications are high, and that his potential is completely irrelevant to his academic credentials. His assertion seems arbitrary, but in fact it is.

A person's high academic background does not mean that his performance will be good, because education is not equal to a person's strength, and strength is not equal to a person's performance. Therefore, down-to-earth, steady and steady investment is a practical practitioner, such a person, such a method is consistent with the standard of performance.

There are two important aspects of performance evaluation: one is the performance evaluation of employees, the other is the evaluation of employees' performance by their superiors. Only when these two aspects have reached a consensus, can the performance evaluation be effective. That is to say, employees should know from the results of performance appraisal what their strengths are and what their limitations are.

In this way, enterprises will also understand the space for an employee to develop in the future. Is it necessary to let him serve as a consultant in the enterprise, or to elevate him to a higher position? Or even to arrange him as a successor in the future? The result of the performance appraisal will give the answer, which is the function of performance evaluation.

If the enterprise is not nurtured personnel The talent is broken. enterprise It will shrink. For some enterprises, I can only shake my head after I see it. Many enterprises have good products, good service and good market. The problem is that talents are faulting and people run away. Or enterprises do not want to cultivate, because enterprises believe that if ten people are trained, they will run away eight people.

I think this is very unreasonable. I hate it, and I even hate it. For Wang Yongqing, he trained ten people, ran away eight people, and left two people. This is good enough, he said. He cultivated these two people well, made them become the pillars of the company and made great contributions to the company. It can be seen from this example that people and people look at problems very differently. The same thing, people see opportunities, people see difficulties, from different angles, they will produce different results.

The first item is target Set up; second items, task assignment; third items, incentive and communication; fourth, performance evaluation; fifth, cultivate talents. Among them, nurturing talents is not just about cultivating others, but more importantly, nurturing themselves. That is to say, managers should constantly train themselves to become a truly useful person. I see many executives, they will train their subordinates, their subordinates are all elites, all are talents, but they forget to cultivate themselves.

They do not read, study, or think. When they think of this, they discover that they have stopped for ten years and made little progress. Although the proficiency of the work has improved, there is no progress in mind, which is a pity. If these executives can train themselves to become a general in the enterprise, it is very good for them and for enterprises. Only by doing so can we truly play the role of talents.