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三大绩效考核操作盲区(Three performance appraisal operation blind area)
三大绩效考核操作盲区(Three performance appraisal operation blind area)
Performance appraisal is one of the difficult points in human resource management. With the evolution of modern management, the traditional performance appraisal has gradually increased to performance management. The focus of this transformation process is that the examination content is more important than the examination form, the process guidance is more important than the final evaluation, and the continuous improvement is more important than the result application. However, in the process of gradual evolution, the actual situation shows that performance appraisal is still confused and difficult to coexist. The reason lies not only in technology or design level, theory and method of performance appraisal itself needs to be further improved; but also in the implementation of the performance appraisal, even experienced managers often ignore a lot of details in seemingly performance evaluation results directly affect the operation process.
To sum up, from the performance evaluation of before the event - after the event three cycle process, currently mainly in the three major links in the three major blind areas, mainly:
First, the blind spot: re form, light contract
Generally speaking, regardless of whether the external professional strength, such as consulting companys professional services, a business enterprise for more than three years, more or less developed a set of assessment index system. Found in a number of projects in the work process, when the specific index is applied to specific posts, employees complain that the actual content of the work of assessment index and assessment content is their range and far. Thus, in the early stage of performance appraisal - generally for the beginning of the business plan, one of the heavy tasks for managers is to adjust or re enact the indicators. It should be said that the work of this link is indispensable. However, in the process of managers constantly im
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