Team Management II: Performance Evaluation
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As the saying goes, nothing can be accomplished without rules or standards. As managers, our evaluations of our subordinates are based on the various aspects of their daily work; there are assessments on a monthly basis, as well as a final evaluation at the end of the year. We don’t offer much in performance bonuses, just a few hundred, but they do affect the total amount of the year-end bonus. We implement a monthly evaluation system with rewards and penalties; the base score is 100, and scores are assigned based on the impact of each incident. At the end of the month, the scores are aggregated to determine the bonuses to be distributed. This can ensure fairness in most cases, with employees feeling little emotion. Let’s talk about what good performance evaluation systems your companies have
Performance is good, but the key lies in execution and implementation. It’s difficult to achieve fairness and impartiality; there are advantages and disadvantages, and a comprehensive assessment is necessary.
Standards should be established first; everything should be handled in accordance with those standards. At least this way, there will be no arbitrary management practices, with allies being favored while opponents are suppressed.
Even if standards are established, they are still implemented by people, and there are many problems in that process. If one really wants to manage people effectively, any system or standard is nothing but a formality; what’s crucial is a positive atmosphere that extends from the top down. Moreover, performance does not necessarily promote unity or increase efficiency; instead, it can lead to competition and deceit among team members. Over time, only the system remains, and the team gradually loses its soul.
There’s some truth to that; everyone is very cautious, speaking and acting carefully, which affects unity.
For factories with a large number of new employees, this system is excellent; by asking more questions and doing less, accidents can be reduced.
A high number of new employees indicates that many of your existing employees are leaving as well, which further shows that there is a problem with your performance system. The loss caused by the departure of one experienced employee cannot be compensated for by just adding in several new employees. Especially today’s children are no longer bound by traditional systems, and their aspirations differ from those of previous generations; they may need a relaxed and free working environment rather than being constrained at every turn and under constant observation. Of course, this doesn’t mean they lack a sense of responsibility or are unable to abide by rules and regulations; rather, it’s about using their characteristics to guide them in the right way.
By conducting monthly assessments and introducing rewards as well as penalties, fairness can be ensured; only with fairness can there be no emotional reactions. The work of managers also needs to be supervised.
Our company has been implementing performance evaluations for several years, and it continues to be improved over time. As managers, it is our responsibility to create an environment that is fair, reasonable, and transparent – one that gives new employees hope and encourages experienced employees to strive for positions in management. This approach avoids favoritism and political maneuvering; those who violate company rules are dealt with accordingly. As long as managers adhere to principles, and everyone works together with a shared goal, while constantly monitoring each other and reminding one another, it all serves the purpose of ensuring safe production； Firstly, work discipline, identification and resolution of potential hazards, and execution of production tasks ； Secondly; attendance, hygiene, emergency drills, training and examinations ； Others ；