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How to resolve the pump

As the pump performance management system is a problem. Therefore, it can not be descriptive, stop the. This requires from all sources together start from the overall system level to solve.

First, from the conceptual level, in order to the following areas:

To fill the vacancy in place: From the company level, the most important is to improve the standards, clear lines of responsibility, which is responsible for the functional departments, which is responsible for the competent from a straight line, each of the two sides in charge of to what extent. What is the result of the violation of incentive measures. With a radius of the rules only through the establishment of the establishment, from the source to solve this problem.

To overrun the returns: The main functions of the staff is changing concepts. Reduce the functional departments and supervision departments is the power of thinking, right in the head. By strengthening services to various business sectors to provide counselling and support to handle business-led sector of the common problems encountered in support of various business units work effectively carry out the work.

Dislocation to the front view: most competent to do is change their role, strengthening management responsibilities. To the departments responsible for the overall operation. Not only to personal business standards is more important to set standards for business team, under the charge of the use of the hand to complete the task, rather than a glittering, a lone hero bile.

Secondly, measures levels to achieve the following areas:

Staff training: As everyone knows, the establishment of rules and regulations easy to change people's concepts difficult. As many enterprises over the years there have been assessing the pump, many people have long been accustomed to this, many parties and the staff did not realize their mistakes. Therefore, training on the pump to change this situation is essential, especially in the enterprise's senior management staff and to change. This requires the design of the corresponding training courses, such as: understanding the role of managers, line manager of human resources management, management skills upgrading, and so on. Training through a variety of forms, such as: Open training, newspapers, websites, Board Index so that people realize that the original wrong ideas and practices, at the same time, but also teach them the correct method of implementation, so that they know they should do .

Job analysis: The job of forming a staff position statement, specifying each person should do. As a straight-line managers, must be fully responsible for the management of the department, in addition to identify sectoral objectives, but also clearly pointed out that his subordinates have the guidance and supervision, training, assessment of responsibility. Wan Bucheng under the mandate, to take charge of dereliction of duty jointly and severally liable. From the written and sort out the system in charge of the responsibility.

Organizational structure carding: combing through the organizational structure design, the functional departments and business functions clearly defined functions, a clear Zequan Li relations. General principle is: the main functions from the coordination of supervision and support services, the company-level examination of a major event, focusing on pre-and post-processing, the inspection is to comply with all the common system. And business management staff is in charge of professional duties. Heads of departments responsible for the business under the core functions and objectives of the implementation of inspection and supervision. Departments also need to work day-to-day responsibility for a straight line.

The establishment of evaluation: assessment, can effectively change the pump status of the two-tier Paper. So that employees in accordance with the hope that the business direction. Evaluation indicators in the design, not only for a specific line of business indicators, but also a corresponding staff training targets, and under the related indicators, pass indicators to managers and employees firmly tied. Functional departments have the appropriate performance targets, indicators of business support, employee satisfaction indicators, from the business services sector in the assessment, so the sense of service functions will be greatly enhanced.

The sharing of responsibilities, such as quality, technology, staff turnover rate, and other indicators, a straight line and functions of the competent departments have the responsibility of management, the need for shared responsibility, according to the two sides bear in the proportion of indicators in the design to design the appropriate weight . With this common goal, forcing a straight line and functional departments in charge of all staff from the overall situation, a comprehensive point of view the problem. At the same time, Wan Bucheng are subject to punishment, but also to force the two sides bid farewell to the original confrontation, to sit down and discuss ideas to solve the problem, the two sides on the same front.

In the evaluation process, according to who ordered who to implement the principle of assessment. Specifically, the straight-line issued to staff in charge of indicators, and to complete the results of the examination staff, examination results and feedback functions. And functional departments need to identify the company's overall assessment of the principles and standards, training staff how the assessment, the department summary examination results, feedback examination results to the company decision-making. In this way, a straight line under the charge of the responsibilities and goals can be effective supervision and according to its lack of counselling and training to become a real manager. The functions of departmental staff to avoid the embarrassment of laymen experts inspect the situation, assessment and management on emerging from a two-tier Paper.

Incentives: Incentive policies are essential, material incentives such as pay, incentives and penalties honor the terms, these measures should be closely linked with the examination results, so that more employees to change their behavior, suitable for enterprise development. Liang Zhangpi further into the pump of a skin.

What is CPB?

The pump performance management issues, on the one hand is clearly not the cause, but the building of systems and enterprises, departments, functions and role of the lack of staff and the mistakes have a relationship.

Absent a company rules and regulations: a pump enterprises, often do not have the right to select the perfect delineation of the specific provisions of various departments to do » Each of the employees do. The staff has done Haoyubuhao, lack of appropriate reward and punishment mechanism of incentives. At the same time, the lack of effective training to employees understand their roles and are familiar with their job responsibilities. At the enterprise level so there is no systematic planning, the staff of their role of the natural unclear. The necessary checks should have, but the day-to-day supervision and not a substitute for objective assessment, by one mark to manage the enterprise, the results because the standards are not unified, the main examination of the chaos, too much emotional authority of the staff of enterprises lose confidence. Therefore, the enterprise system is the result of the absence of the root causes of CPB.

There offside management functions: as a functional departments, supervision and services is the focus of its work, including services to more than regulatory functions, in general, through the functional departments in charge of the supervision and inspection and ancillary services, to the staff towards The company expects the direction of efforts, rather than the more Cudai Pao, for examination to the competent management staff. But very often, the functional departments of the supervisors in their positioning, constantly improving management, but rarely for business development services. Functional departments should not have done a lot to do, do not, have done bad things. And really should not do a good job in regulatory matters, such as the establishment of rules, such as preventing the problem. At the same time, because of all the staff inspection workload too much, causing functional departments continue to expand scale and the bodies bloated and full redundancy.

Linear competent role in the wrong: many competent and no real understanding of their roles, is still at the level of work, busy with their work well. The results should not be authorized to work a free hand to others, such as: staff assessment, incentives, etc.. These can best reflect the duties as a director. Many do not think the department in charge of issues such as: quality, safety, performance, and so is their subordinates should be responsible. In fact, many enterprises in charge of the work and the work of their subordinates do not have much relevance, the two are not even ride sector, the peak of. As many head straight from the business is the backbone technology in the promotion of top-notch, and so on to those in charge of studying business, busy with the fire, even under the difficult problem to solve for fun. At the same time, the business sector as a whole slow progress, even in the busy and competent staff to look at the situation.

What is the pump defects

Assessing priorities: As the staff of the functional departments of the business sector are not familiar with concrete work, the results of their inspection of the rules and regulations more performance, entrusted by the higher level of temporary work is completed, such as how, if done on time, on a trip. Thus, instead of the appraisal inspection. As for the core functions and objectives of how to do » No target . How effective . Then nothing, because they target the content issued a straight line for more clearly.

In this way, the only visible inspection, do not see the check. Furthermore, employees leave early, and so late and meticulous tip became the focus of examination, and to dilute the core functions of the enemy, the ultimate staff Lvzhi performance, goals can not reach a timely evaluation of the situation, good or bad performance rewards and punishments are not reasonable, let alone improve Upgraded. Members of the examination results of complaint, the more the confusion assessment, corporate performance Shangbu Qu, performance appraisal has become an empty talk.

Internal friction surge in business: This artificial pump, causing the functional departments and business units of great contradictions, director of business functions that too many inspections, to the department asking for trouble, that they always help the functional departments busy. And functional departments also complained that business with department heads do not work. Once there are problems, the two sides are accusing each other prevarication, the issue onto the other side. Lead to many problems can not find those responsible, protracted, such as quality problems, delayed payment of goods problems, staff turnover problems, seriously affecting the operation of enterprises.

Managers into sales: Given the assessment pool to the functional departments in charge of straight-line loss of a core management function, they also lack the management of enthusiasm, a sense of responsibility has gradually fade away, Shijianyizhang on by managers has become the front line Clerk. They are not under the management, not responsible for the outcome, let matters drift. Moreover, not a long time management, in charge of the management of these skills will weaken, the management will not slowly.

Unhealthy cultural formation: As the inspection and appraisal are usually linked to reward and punishment, Gao Buhao have to sinners, in order to function less Shudi staff, often taking the doctrine of the mean. To the rule of man rather than the rule of law, do not make as long as the principle, the wrong direction, the general staff appraisal can be a good, Lao Haoren has become the biggest beneficiaries, the company formed a inertia, the lack of responsibility for culture. Performance appraisal has become superficial, for gifted Correctional inferior role can not be realized.