Recently, Beisen and HR Intelligence jointly released the 2019 Performance Management Research -- From Traditional to Agile Report (hereinafter referred to as the "Report"). This is the first research report focusing on agile performance management in the field of human resource management in China, aiming at discussing hot topics such as what agile performance is, how to achieve agile performance, and what breakthroughs Agile performance can help organizations achieve.
Performance management is closely related to the construction of an efficient organization. However, in today's volatile and elusive era, step-by-step and standardized management methods are no longer applicable. As one of the important management means to achieve organizational goals, performance management is in the process of "moving from traditional to agile".
Here are some of the highlights of the report
First, the goal setting and feedback cycle becomes shorter, and the focus is on up, down, left and right alignment
50%+ Enterprises are strengthening goal setting and process management, paying attention to the step-by-step decomposition of strategic goals, alignment and coordination of goals up and down and left and right, from "annual goal setting and year-end assessment" to "semi-annual, quarterly and even monthly feedback".
Second, through a variety of information means to promote real-time feedback
Through some information tools, it is more convenient to realize the communication and feedback between employees and managers, real-time interaction online, instant evaluation when goals are achieved, impulse survey tools and so on
3. The "team/project" organizational model significantly improves organizational performance
Many Internet companies adopt the operation mode of team system and project system. The progress of each project and the achievement of the results and goals need to be comprehensively referred to the evaluation of different project managers and the assessment of direct supervisors. Measuring employees in many ways also leads to higher performance value output.
Four, OKR heat is still
In the process of moving from traditional performance management to Agile, 66% of enterprises intend to or have already explored OKR, which has become one of the focal points of the agile performance transition process.
Five, performance results and salary, bonus, promotion further unbound
Bonus payment, promotion, salary adjustment and so on are no longer the only deciding factors. 70%+ enterprises begin to measure the comprehensive development of talent evaluation and apply performance management to talent management direction.
How do companies view Agile Performance?
Nearly 80% of enterprises in the market have already known the concept of agile performance management, but not many enterprises have really implemented it. The common confusion among enterprises lies in:
1. What is Agile performance management? What are its characteristics?
2. Is agile performance management equal to OKR?
In the third Performance management report, the surveyed enterprises held these views.
GE: Agile performance management not only brings flexibility, but also requires a higher level of maturity for the manager.
Tiger Color: The granularity of future performance management must be smaller and smaller. In order to have a certain personalized premise and not out of control, the digital management of human resources is very important.
Chongqing Unicom: deconstruct KPI and support KPI through OKR tool to achieve the purpose of performance matching strategy execution. The organic combination of the two makes performance management gradually move from "having K, P and I" to "having correct K, P and I".
Pu Technology: OKR emphasizes the characteristics of flexibility and teamwork, which better responds to the needs of agile. But this does not mean that other tools can not be used for agile performance management, and Agile elements must be superimposed on the basis of these tools.
Four key steps help organizations achieve agile performance
Beisen believes that agile performance management emphasizes openness, consistency, timeliness and continuity, and its essence is "iteration". Agile performance will make enterprise performance management dynamic and routine, so that the whole enterprise and organization always move towards the right goal and direction.
Enterprises should establish a performance management system that is "goal-oriented and employee development as the core".
First, strategy decoding: target alignment, open and transparent
1. Break down your task plan from top to bottom
The successful practice of Beisen customers is to ask employees three questions in the process of strategy decoding, which achieves an alignment between an employee's personal goal value and the strategic goals of the enterprise organization.
- What is the strategic goal of the company
- To support the achievement of this strategic goal, what are the three organizational goals for this year
- Your position and how many things you need to do to support your organization's goals
2. Commitment to performance goals from the bottom up
When employees truly understand their role and value in the organization's goals, they will have a stronger sense of mission.
Two, continuous feedback: stimulate the new generation of employees
Some companies will provide periodic feedback and update progress after employees set annual goals. Label evaluation and reward in the process become the basis of performance evaluation. This kind of continuous feedback is actually a social bridge between employees and managers.
Iii. Motivation and empowerment: Objective evaluation and stimulation of potential
In the face of different development cycles, enterprises adopt different performance evaluation tools. Whether dual-track system, three-track system or multi-track system, the essence is to measure the output of employee value objectively, comprehensively and scientifically.
Iv. Data-driven: digital analysis helps management decision-making
At present, the measurement of employee performance is not only based on the results, but also to form a multidimensional cube of performance to measure talents in all aspects.
Therefore, the significance of performance management lies in truly discovering the portrait of talents with high performance and high potential that enterprises need, truly forming a benign and sustainable talent echelon, and truly promoting the development of enterprises through talent management.
Beisen believes that, for HR, it is important to use such performance evaluation methods as OKR, KPI, MBO, 360 evaluation feedback, BSC balanced scorecard, dual-track system and project system comprehensively, objectively, flexibly and efficiently in combination with corporate strategy. There is never a fixed possibility and answer, performance management, must be agile.
The full edition of 2019 Performance Management Research -- From Traditional to Agile report is available on the official account of Bison Talent Management Research Institute.
