A successful case of a performance management diagnosis project of a small and medium-sized online game company

【Customer industry】 Online game industry

Problem type: Performance management

【Customer Background】

Founded in 2006, a small and medium-sized online game technology development co., LTD. is a high-tech enterprise specializing in web game research and development, Internet application and mobile game development, located in Changping District, Beijing. Since its establishment, the company has grown steadily, and so far, the number of employees is about 150 people. In recent years, the company has developed a series of games, which have been loved by the majority of netizens, and the company's performance has also improved to a certain extent.

With the continuous development of the market economy and the increasingly fierce competition, the company's leaders continue to seek reform and innovation, hoping to maintain sustainable growth in the fierce market competition, however, the performance of employees is not satisfactory, poor execution, low enthusiasm of employees, serious turnover and other problems are frequent, and in recent years, the company's performance has not only not grown, but has a downward trend.

Compared with other companies in the same industry, it is found that human resource management has received more and more attention and attention from enterprises, and the company's leaders have also put forward higher requirements for human resource management within the enterprise. In this context, the company's leaders put forward the demand for improving the performance management system, hoping to gradually improve the performance management system through the systematic diagnosis of the performance management system, and then improve the enthusiasm of employees.

【Problem Status and Analysis】

At the beginning of its establishment, the company's human resource management system was not perfect. However, with the expansion of the scale of the enterprise and the increasing number of employees, in order to improve the effectiveness of management, the company has also built a set of human resource management system and formulated a series of management systems, including performance management system.

In the interview, the project team of Huaheng Zhixin Human Resources Consulting Company found that the company's leadership attaches great importance to the construction of the performance management system, and in order to ensure the fairness of the performance appraisal, the company has set up an assessment team, and the members of the assessment team are mainly part-time employees of various departments. The company's current performance appraisal index system is sorted out by each department based on its own job responsibilities, and the assessment criteria are more qualitative descriptions.

Among them, the assessment method is mainly based on the scoring of the assessors. In addition, due to the lack of clear standards for most of the work items, in the specific implementation process, the assessment personnel are seriously affected by subjective factors, and there is often a phenomenon of prevarication.

In recent years, with the strong support of the leadership, the company's performance management system has been greatly improved, but the company's leaders have found that the performance appraisal scores of each department are almost the same in almost every appraisal cycle. This ostensible fairness is actually a manifestation of unfairness.

Personnel who usually work hard and have good work performance do not get the rewards they deserve, and over time, employees will have the perception of "doing more and doing less", and naturally they will not work too hard, which also affects the overall enthusiasm of employees to a certain extent.

Through in-depth interviews with managers and employees at all levels, as well as careful investigation of the company's management status, Huaheng Zhixin's consulting expert team found that the company's performance appraisal system is not perfect, and its main problems are reflected in the following aspects:

1. The formulation of performance appraisal indicators is unreasonable and cannot effectively reflect the core work responsibilities of the department.

The company's current assessment indicators are formulated by each department itself, and then reviewed and confirmed by the assessment department. In the process of formulating performance appraisal indicators, although it has been repeatedly emphasized that key indicators should be formulated according to job responsibilities and processes, most of the assessment indicators formulated by each department are still indicators that are "not easy to be deducted points", which seriously deviates from the focus of the department's responsibilities, and the selected assessment indicators cannot effectively reflect the core work responsibilities of the department, let alone promote the improvement of work performance.

2. The assessment indicators are difficult to quantify, and the assessment standards are vague, which cannot provide a basis for performance appraisal.

The quantification of appraisal indicators is one of the means to ensure the fairness and impartiality of performance appraisal. In order to avoid deducting points, the assessment standards formulated by various departments are "not easy to make mistakes" standards, and most of them are qualitative descriptions, resulting in a lack of strong basis for the implementation of performance appraisal. In addition, because the members of the appraisal team are part-time employees of various departments, there is often a phenomenon of "laymen assessing insiders", coupled with human factors, the phenomenon of prevarication in the appraisal is also more serious, and the fairness and impartiality of performance appraisal are difficult to guarantee.

3. It is difficult to record and audit performance appraisal data, which cannot strongly support the fairness and impartiality of performance appraisal.

In the actual assessment process, the appraisers need to assess each department according to the performance data, but because most of the work of each department is not recorded, there is a lack of basis in the implementation of the assessment, and it can only rely on the data provided by each department itself, which is difficult to avoid the problem of data fraud and cheating. On the other hand, it also provides an opportunity for the implementation of performance appraisal to talk about human feelings and pass the buck.

【Huaheng Zhixin Solution】

The diagnostic program lasted for 3 days. In just 3 days, the project team of Huaheng Zhixin Human Resources Consulting Company conducted in-depth interviews and analysis with the company's leaders and employees at all levels, and understood and analyzed the company's performance management system on the basis of the current situation, in view of the problems existing in its performance management system, the project team of Huaheng Zhixin Human Resources Consulting Company put forward targeted solution suggestions, which were highly recognized by the company's leaders.

At the same time, Huaheng Zhixin consultants pointed out that the assessment of the development project of online game enterprises is one of the key points of performance management, and it is also a difficult point in the management of enterprises. However, due to the limited time, this diagnostic project is only for the company's consulting needs, that is, to provide professional analysis opinions for the construction of the overall performance appraisal system, and the company can further improve the performance appraisal of the development project according to its own situation and under the guidance of professional teachers. The specific solutions are as follows:

1. Design quantitative assessment indicators from multiple dimensions.

Firstly, the core work responsibilities of each department are determined according to the actual situation, and then the performance appraisal indicators are set from the three dimensions of workload, work quality and work efficiency based on the core work responsibilities of each department, and the assessment indicators are quantified.

(1) Workload dimension. Quantify the amount of work, such as writing a manuscript, which can be measured by the number of types of manuscripts written. Some work can not be completed in a single step, so process analysis is carried out to assess the entire work from each process step.

(2) Work quality dimension. The index design of the work quality dimension can be divided into two categories: one is to consider what work will continue to be carried out if the quality of the work is not qualified, such as writing a manuscript, the quality is not up to par and needs to be revised or rewritten, and the quality of the work can be measured by the number of times the manuscript is repeated. The second is to directly consider the quality of the work results to measure the quality of the completion of the work. Some jobs focus on accurate information.

(3) Work efficiency dimension. The vague metric of "timeliness", which is commonly used in assessments, is converted into the number of delays. If a reasonable period of time is agreed on for a certain work, and the work efficiency is not completed within that time limit, the work efficiency is considered to be not up to standard.

2. Set clear assessment standards.

Set clear and reliable assessment standards for the identified assessment indicators, and agree on specific quantity, completion time requirements and deduction standards to provide a basis for performance appraisal. For example, the assessment standard for the indicator of "organizing and arranging training" clearly requires the relevant responsible departments to organize safety training before the 25th of each month, instead of the previous "training on time". Setting assessment standards that can be based on will naturally avoid the influence of too many subjective factors in the assessment process, and can also put an end to some of the phenomenon of "exploiting loopholes and talking about human feelings".

3. Establish a quantitative record system.

Real performance data is the prerequisite for the effective implementation of performance appraisal. The consulting team of Huaheng Zhixin proposed that the work log and the information system can be designed to realize the quantitative trace management of each person's work every day, provide more objective support for performance appraisal, and reduce the impact of subjective factors on the implementation of appraisal to a certain extent.

【Huaheng Zhixin Summary】

As a powerful means of modernization and rationalization of enterprise human resource development and management, performance appraisal not only plays a role in checking and controlling the work of the enterprise, but also plays a role in revealing the current working status and tapping the potential of future work for employees.

By reasonably evaluating the completion quality of each specific work item, and connecting the performance appraisal results to the development of salary increases, promotions, training, etc., it can effectively guide employees' work behaviors, promote employees' initiative, actively promote work, and continuously improve organizational performance.

In this diagnostic project, the project team of Huaheng Zhixin Human Resources Consulting Company put forward the solution idea of "quantitative assessment indicators", quantified the assessment indicators from the three dimensions of workload, work quality and work efficiency, and determined clear, based on and operable assessment standards, which effectively resolved the assessment problems.

At the same time, the project team of Huaheng Zhixin Human Resources Consulting Company proposed to establish a quantitative work recording system to effectively ensure the authenticity of performance appraisal data and ensure the fair and impartial implementation of performance appraisal.

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