Copper Group look on from the river to improve enterprise performance management ideas

Abstract How to improve and maintain employee performance has been the business manager's concerns through in-depth investigation and analysis, I believe that the current enterprise performance management there are errors, while Jiangxi Copper Group is to achieve better performance management effectiveness of enterprises to improve performance management provides the inspiration.

Keywords: performance management, human resources, assessment, incentives

Human resources are the most important resource of success, business success and development from every employee, every department of the high level of performance through investigation and analysis of current business performance management in the existence of the following errors, while Jiangxi Copper Group Mistakes made for a better improvement program:
An enterprise evaluation program by the use of unreasonable
Many companies do not set up properly for the various positions and feasible assessment indicators, such as some of the functions of management, the results of their work is difficult to use financial indicators to measure specific, and therefore the expense of their assessment, or just a simple assessment of its easily quantifiable indicators such as attendance, in addition, many companies mistakenly performance evaluation and performance management equated simply believe that performance management is at the end of the year to employees about the work of assessment of performance management is in fact a continuous, systematic work, performance evaluation is just one part should also include the more important performance plans, performance communication process, so in practice some of the best companies, such as Jiangxi Copper Group in the employee handbook to develop the appropriate rules and procedures, such as corporate code of conduct for employees: the employees of tomorrow, today is responsible for the sake of more staff. the company's mission is: to create a share. talent is good that people used to do the right thing, so that managers and employees communication between the feedback can be institutionalized, long-term oriented.

Second, the company's remuneration policy for the lack of incentives for employees
In some enterprises, personal income in the proportion of the fixed part is too large, and the floating part of the performance-related share is too small.. This caused a certain extent, regardless of people more or less, Ganhaoganhuai , a small difference between the phenomenon of their income and some companies even though there are various forms of assessment, but assessment completed on the end, not the income of employees and their examination results are organically linked. Also some companies have developed a plan at the beginning and reward and penalty, but subsequent work has to be modified at random, year-end is not completely fulfilled when these are making assessment, saying the company can not effectively staff incentives and constraints.

Jiangxi Copper Group in the past because of labor and personnel and the wage distribution system is lagging behind, constraining the competitiveness of Jiangxi Copper. 2010 hired the Institute for Chinese wages Jiangxi Copper Group's organizational structure and human resource structure, make great efforts to reform, the introduction of human resources management, establish a modern enterprise system in line with the requirements of human resource management systems and performance-based assessment salary distribution system to improve the company's overall image and sustainable development. Specific initiatives include:
1, issued a word of Jiangxi Copper Group Enterprise Division (No. 20102 File <<Jiangxi Copper Industry (Group AG owned unit of organizational changes and setting a quota for posts and work guidance>> the notification requirements of the organization to ensure the group adjusted and setting a quota of work posts completed on schedule, adjustments and the establishment of the organization leading group posts and setting a quota of posts and the overall layout of the work of setting a quota arrangement deployed backbone formed a special working group to sort out the business process and job description preparation scrutinized, and make a job evaluation work combing the business process content: the main draw business process diagrams (common processes, special processes), the preparation of ranking of job description.

Employees re-sort and post order set standards with the size and growth, changes in processes, productivity improvement and major large-scale mining equipment increase, some positions of the labor intensity, work environment, job responsibilities and technical requirements have undergone significant changes, some operating positions, maintenance jobs, support jobs and management positions in the post position order to set the relative wages and unreasonable. In order to post job wage setting more reasonable order, the draw of major equipment operations, process Industry with the same characteristics of successful experience in post-sequence set, and consider the actual situation of the Group's management, all employees from the labor-intensive job, work environment, work responsibilities, technical requirements and the benefits such as a comprehensive balance of existing post in the post salary adjusted accordingly with the state Department of Human Resources and Social Security Research Institute of Labor wage job evaluation, and thus as the basis for pay system design and optimization of performance management system design.

2, to complete the company's human resources strategy, the introduction of policies to encourage staff mobility within the unit in Research to participate in the relocation policy, the Group are mainly taken on all levels "for the assignment to provide relocation allowance" provided welfare policy, but also a " provide for the relocation assignment "form, only the year 2010 more than 400 people to achieve mobility, integration and smooth placement.

Jiangxi Copper Group has all kinds of professionals, through internal integration, to minimize labor costs, reduce training time, unite the people into the corporate culture, effective training resources to enable new recruits in the short term can be familiar with the hiring should know the job requirements and skills should enable them to quickly adapt to the post, better for the group services, and effective mitigation of the new recruits because of conflicts caused by cultural differences, the fact that, by 3 months intensive training to enable them to have a mining culture of the transition period, after the training more quickly into the Copper River in this big group.

3, for the employees to provide "full insurance two gold" for special types of employees to provide accident insurance and life insurance, are now actively studying and timely introduction of supplementary pension insurance and pension system.

4,2008 beginning of Jiangxi Copper Group equity incentive pilot started to focus on equity-based incentives, establish a sound incentive and restraint mechanisms responsible persons, or substantially cut its losses and profitability of enterprises incentives to enterprise managers, workers and enterprises form a community of destiny, to form a real sense of "I want to develop" intrinsic motivation.

Jiangxi Copper Group incentive equity incentive plan selection tool for stock appreciation rights, which is a listed company to grant incentive objects in a certain period of time and conditions, to obtain the required amount of stock prices right to the benefits of each of a stock income equal to the stock appreciation rights granted by market price incentive target, including board members and some senior management. The first copies of motivation will be granted 509,900 stock appreciation rights, incentive plans to sign only when the total share capital of 0.0168 percent, the equity incentive plan each stock appreciation rights will be linked with a H-share stocks. Assessment indicators include both the revenue targets (the main business income, but also profitability. Assessment targets multi-level, full set, will play a role in promoting the overall development of the company.

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Third, some business managers lack the appropriate skills and training necessary
Competitive modern enterprise of middle managers made a higher demand than ever. They not only proficient, dedicated hard work, but also must be able to mobilize the enthusiasm of the work of subordinates to carry out effective management of staff, through teamwork to achieve departmental and organizational goals, but many managers clearly lack the ability to manage. Even more serious is that many companies neglect the development of middle managers, there is no time to provide them with adequate training.. This has caused some managers to plan or not, or at work can not be ignored or side with the staff on performance The problems continued and effective communication.

Jiangxi Copper Group by the Tsinghua Science Park, Jiangxi Branch Park as a training partner, invited the top universities of the country have a deep study of business management, deep knowledge of academic experts and scholars have come to teach. Training closely linked to the actual business and enhance their quality of cadres necessary, set up to enhance leadership and execution, corporate investment and financing decisions, corporate management, the three modules 17 topics. the professional training of managers, to learn with a strong intellect, learning to Lide, apply their knowledge.

Fourth, human resource management is not enough emphasis
Most business-to-HR funds, personnel, information technology investment is not enough to make the traditional human resources department is still in the stages of labor and personnel management, busy with a lot of complex transactional work, attend to the other, so the work is often very passive. Jiangxi Copper Group is out of this situation, increased investment in personnel department of labor: First, improve the office hardware conditions and an office computer and office automation, is to develop processing routine work of software, information management, reduce daily business of working hours and the third is the introduction of professional human resource management personnel to enhance the management level, four labor and personnel, increase staff training, change their ideas to improve human resource management capacity.

There are many problems facing enterprises, some people advocate copying the leader's management style, hoping to quickly and thoroughly solve all the problems, which is clearly unrealistic. Enterprises with development problems is a normal thing, it is important is to identify a serious obstacle to enterprise development bottleneck, and using the most simple and effective way to solve it. It is with this simple, practical considerations, drawing on advanced experience within the Industry, the introduction of the concept of job management, job management, including job descriptions and job evaluation, mainly for performance management and compensation management to provide basic information to Jiangxi Copper Group is the core of human resource management chain, that is, 3P mode (a mode of implementation of 3P most important goal is to improve employee and organizational performance. implementation of performance management is undoubtedly the core chain in a very important part. Simply put, this mode of performance management are two major components: key performance indicators and performance management processes.

1, key performance indicators (KPI. business in each position of the work can be evaluated from various angles, thus there are many kinds of performance indicators, and find the right key performance indicators is the primary task at each position Set KPI, need to follow the following principles: First, KPI to be consistent with the company's strategic objectives, and facilitate the company's financial performance and operational efficiency, and second KPI must be by those who can influence the assessment, should also be able to measure and with a clear evaluation criteria; third KPI must have a valid business plan and objectives set to support the program, four are set KPI must take full account of its results with the personal income-related.

2, the performance management process. In front of some people have mentioned there are a variety of performance management misconceptions, one of which is mistakenly equated performance management performance evaluation, performance management is a dynamic process.

There is no reasonable performance plan, the full performance of communication, then managers will inevitably lead to difficult performance evaluation, employee dissatisfaction, therefore, reasonable design, practical performance management process is very important.

(B to enhance the basic system. Jiangxi Copper labor and personnel work in the basic system, involving the distribution of wages and labor and personnel and labor insurance and other aspects, and is closely related with the interests of employees, labor and personnel work Jiangxi Copper is also the basis for the basic system perfect or not, is a measure of a company human resources management work the maturity of the basic standards of these basic systems include: human resource planning, job evaluation, job classification of personnel programs, incentive compensation system, including performance appraisal, job and wage system bonus distribution plan, employee benefits and promotion, recruitment and labor contract management approach: job competition program, training programs for individual employees, labor insurance programs.

It is obvious that improvement of Jiangxi Copper Group ideas to be as simple, effective, practical, do not blindly chasing the full, perfect, and we believe that the only way is in line with the actual business, will bring real benefits for the enterprise.

Based on the above ideas we help companies improve performance management experience, you want to or are improving enterprise performance management to provide some inspiration:
1, the new performance management system must be recognized by senior corporate leadership and full support. Implement a new system will encounter many difficulties, without the firm support of senior leaders, often give up halfway, which not only waste a lot of resources, damage management's credibility, but also greatly increases the difficulty of future reform.

2, enterprises in the implementation of the new system, we need to do a lot of training employees on performance management have mostly negative emotions and unpleasant experience, and a performance management system successful implementation depends largely on whether employees cooperation Therefore it is necessary that all those involved in assessment of people understand the purpose of the system, the use of procedures, methods, and with their relations. Meanwhile, the successful implementation of performance management system also requires managers to have higher management, so appropriate management training is also very important.

3, the specific problems of system analysis and diagnosis, the introduction of human resource management should be the first to understand their own situation, and further, is that the management should know what kind of problems exist in order to adopt pertinent measures so necessary for production and management of all aspects of analysis and comparison, to identify problems. Should, if possible, can also be employed specialist advisory body to the community, the company's management problems on the systematic analysis and diagnosis.

4, to gradually deepen the reform, labor and wage distribution reform is a systematic project, the workload is too complex and sensitive, while the reform is to cost, must meet certain economic conditions, and therefore determines the Copper River labor and personnel reform, not in one step, must be implemented step by step, gradually deepening To step up publicity efforts to further change the concept of the introduction of some programs must be resolutely implemented in the conditions allow, select the number of employees to support high , basic work is solid, standardized management, grass-roots economic good pilot to gain experience and gradually expand.

5, and make sure a reasonable assessment results linked with personal income. Strive for personal income and ability, performance-related, so that the steel of the assessment on time.

Main References:
[1] Zhu Zhou, human resource management tutorial. Shanghai: Shanghai Finance University Press.

[2] Rao Zheng, Bo Sun. To the core KPI performance management. Beijing: China Renmin University Press.

[3] Yang Mingna. Performance management practices. Beijing: China Renmin University Press.

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