Recently, I did performance management coaching in the technical R&D department of a large enterprise (this project is only for the technical R&D department). When establishing the index system of this technical department, I thought about it and wanted to jump out of the thinking of establishing the index system before, so as to establish the performance management index system library of this technical department.
The performance management of personnel in R&D department must be assessed through project management. How does project management clearly define the responsibilities of project participants? How to define the project work and daily work of R&D personnel, and how to assess the intersection? How to define the periodicity of a project? How to set indicators when the project spans a long time, such as 1 year or several years? . . .
First, when enterprises generally establish performance management appraisal system, the establishment of index system is generally hierarchical and implemented layer by layer, and some even establish a huge index database, which is not feasible in this case;
Second, some enterprises are still using the old assessment methods, which are mainly based on unsystematic behavior indicators and some work objectives, and are an unsystematic and incomplete assessment system; Emphasis is only on simple assessment, not management.
If performance management is a difficult problem, then the performance management of R&D/ technicians is a well-deserved one.
Throw bricks:
1. The performance management of any organization, business and personnel, especially the setting of indicators, needs to return to the specific organizational environment and the purpose of organizational operation, and cannot be assessed for the sake of assessment. For example, setting indicators for program development, outsourcing business is definitely different from the internal program department of the company, and different product features supported by the program have different requirements for programmers; Programmers, project managers and functional managers should also be distinguished.
2. It depends on the foundation of enterprise management-organizational structure, organizational objectives and planning system, division of responsibilities, team culture, etc.
Continue later.
In fact, the index database is just a reference, referring to a system!
Management should be simplified, but how? We need to talk about something.
Performance management and performance appraisal are not that simple!
Performance management of employees in R&D department
I think R&D departments should focus on some key positions, such as project managers, engineers, designers and technicians. Of course, there are some auxiliary positions, such as product certification and data management. These auxiliary posts are similar to those in other indirect departments. From this perspective, it is better to focus on the assessment of key positions in R&D..
2. As mentioned above, some projects of R&D personnel overlap with their daily work. In my opinion, this is not a problem. There is no conflict between daily assessment and project assessment, and there is no problem of double assessment.
3. Usually, the main function of R&D department is product research and development, and the R&D department of some companies is responsible for product research and development, technology transfer and technology maintenance. In any case, the company's expectation for R&D personnel is that the R&D project can bring profits, but the premise is that the project must be completed with good quality and quantity. Therefore, the core of the R&D department is to complete the R&D project first, then make new products, and make money as a result of this project.
Fourthly, let me talk about the completion of the R&D project. R&D projects are only independent research and development, and customers modify and improve old products. When each project is established, first determine the members of the project team, the time requirements, quality requirements and cost requirements of each stage of the project. These requirements are the criteria for project stage evaluation. When the project was established, the bonuses and fines at different stages of the project were also defined. The members of the project team assumed different responsibilities at different levels, and of course the proportion of bonus sharing was also defined. With the bonus base, dividend-paying members, the dividend ratio of each post and the quantitative standard for completing the work, this assessment will naturally be easy to handle.
Fifth, let's talk about making money from R&D projects. Many companies' R&D projects have also come to an end after completion. I wonder if they can earn back the money they invested in the past. Even if the new product is making money and lacks the perfection and attention of R&D personnel, the life of this product is not long. Therefore, I think that after the R&D project is transformed into a new product, it is necessary to link the profit of the new product with the core figures of the R&D project. This is the so-called bonus. In this way, it is also a trick to keep people.
Let me also talk about how the software companies mentioned by the city condor quantify the assessment.
1. Generally, after receiving the design task, a project team will be set up for software product research and development, and a detailed design scheme and plan will be formulated to clearly determine the design and development stage of the product. In this big stage, the big stage includes specification and clarification of requirements, general design, detailed design, programming, testing and acceptance. In each of these small stages, it is necessary to make a single plan to clarify the participants, job responsibilities and job requirements; Then these stages are the quality requirements and standards of design and development output.
Second, after the software design is completed, it needs to be tested and confirmed. Even if the product meets the predetermined requirements, if necessary, small samples should be made for verification, or various modes should be used for verification and confirmation, so as to evaluate the results.
First of all, it is necessary to clarify the operation process and key nodes (milestones) of R&D project; Secondly, define the key nodes in the process and consider the post contribution accordingly; Furthermore, how to establish the contact mechanism between the overall assessment of the team and the individual assessment. For reference only, please correct me.
We must never evaluate the evaluation.
1. First of all, have you done a job analysis? There are also many R&D personnel positions. Are your responsibilities clear? Is it all about the project? Does your company have a development plan? What is the task undertaken by the R&D center? Is there a time limit? What level should it reach?
2. Actually, after asking the first question, the assessment is not difficult. The problem is that enterprises often don't know how to go when assessing.
3. Assessment method: team assessment is inevitable. It is affirmative to take the project as the unit. The rest is how you define the project, which is the planning level and will not be discussed here. So do you need to define different contributions within the team? Do individuals need to be assessed separately? IT depends on your concept, just like the IT project team. Working together and sharing together may be beneficial to unity, but not fair. If you want to do it in a team, it's the same sentence. If you plan well at ordinary times, people's project management can be accurate to the sky. We don't need it. We can finish it in a few months. Another way is to directly set a "contribution coefficient" for your project team members. After the bonus is divided according to the contribution coefficient, it is adjusted according to the behavior assessment method, and it is not necessarily "accurate"! Because it is not accurate!
3. Indicators: first, the progress of your project, second, the profit after the product goes on the market, and third, the research and development expenses (if the budget is the best). These three can be controlled. The most difficult thing is the research and development expenses, right? Difficult to analyze the cost? Most people don't seriously analyze it. For example, if I go to do a pilot project and occupy a production line in a factory, how to calculate the cost is simply the product cost of the production line during the occupied time. Other materials, such as easy calculation, study and training, are also counted. If you do it, you have the responsibility to analyze it.
4. Application: R&D personnel should not wait for the year-end award like some support departments, just have the project award. R&D personnel, like fashion designers, should stay, but they should not get used to it. Others are adapted to local conditions.
5. Give some advice to the landlord about this brick throwing: this is not a case, there is nothing in the background, and it is easy to talk empty talk. Do something practical if you want to do it.
6. Suggestion: The probability of performance management is lower than that of ERP. It took a lot of effort to finally find out that what we lack is a clear function, process, communication platform, supporting salary, and what we lack most is the concept and the courage to do it yourself. End! Wait for the brick!
At the beginning, this discussion was put forward to talk about how to do a good job in performance management of R&D personnel in general, of course, not at the assessment level.
Let me explain the background case of this discussion. This case is the technical center of a large state-owned enterprise, which manages and produces consumer goods. The technology center is its core department (in fact, they don't think others in state-owned enterprises think so). The existing personnel are active and inactive, and the work is not innovative and creative. With the development of the industry, the technology center is facing the challenge of product development and innovation. Center leaders hope to effectively mobilize the enthusiasm and passion of employees by establishing an effective incentive mechanism, so as to effectively enhance the competitiveness of the center and even the company, so they hope to effectively change this situation through performance management. But as a state-owned enterprise, there are many historical reasons and enterprise characteristics that cannot be changed. For example, the identity management of temporary workers and regular workers cannot be changed, resulting in the salary (salary reform) can not be completely changed, personnel can not get in, bureaucracy prevails, and communication obstacles are great. This center can't be changed in a short time at this stage, and so on. Therefore, in this case, how to do its performance management well is facing many challenges.
When we entered the visiting center, we had been ravaged by four or five consulting companies, and performance appraisal methods had been established before, but they could not be implemented. In fact, this assessment method can be implemented first and then improved in general enterprises, but the technology center must formulate a simple and effective performance management system.
Let's be clear:
1 First of all, we should understand the positioning and goals of the whole enterprise for the technology center. The Technology Center only thinks so, which is very important, but it is necessary to know clearly what responsibilities the Technology Center will undertake in the Group now and in the future, what output it needs and what resources the Group can provide.
2. The problems that the technology center needs to improve may not only be performance management and performance appraisal. There is no need to test how to change enthusiasm. First of all, we should create a positive atmosphere so that everyone has goals and motivation, which must be combined with the salary increase. If the salary structure and salary level are not adjusted, even the best assessment indicators will be difficult to implement because there is no motivation.
3. The evaluation index is a process of layer-by-layer decomposition. First of all, we must define the goal, and then decompose the goal layer by layer. What specific indicators should be used, such as time indicators, quality indicators or others, I think it should be related to specific job responsibilities.
Since it is a technology center, you should also consider the assessment cycle, because many achievements can't come out in a month or a quarter. You should consider how to check and the cost of obtaining this information or data. It is not necessarily a good idea to assess according to the project. You should look at the specific responsibilities and strategic objectives of the technology center.
Generally speaking, I think it is necessary to clarify the key technical issues. Only by finding the key point of the problem can we prescribe the right medicine, not necessarily the problem of assessment, but also the problem of process, salary and culture.
The overall atmosphere of the enterprise, performance-oriented culture, leadership determination and implementation are all important. The performance system scheme can be adjusted according to the actual situation of the enterprise. Performance management can only solve some problems, but it can't solve all the problems of enterprises.
However, there are many state-owned enterprises now, and what they lack most is a pragmatic work attitude, a strong work style and the courage to take on work responsibilities.
When each project is established, first determine the members of the project team, the time requirements, quality requirements and cost requirements of each stage of the project. These requirements are the criteria for project stage evaluation. When the project was established, the bonuses and fines at different stages of the project were also defined. The members of the project team assumed different responsibilities at different levels, and of course the proportion of bonus sharing was also defined. With the bonus base, dividend-paying members, the dividend ratio of each post and the quantitative standard for completing the work, this assessment will naturally be easy to handle.