Be the best store manager

Chapter 31 Employee Performance Evaluation
Staff performance evaluation is an important basis for each staff's promotion and development in the future. Performance appraisal of staff will help the store manager to grasp the work performance of staff.In small-scale stores, performance evaluation is one of the specific management tasks of the store manager; while in large and medium-sized stores, although the store manager does not implement it specifically, he must participate in the evaluation and processing of the results, so it is not negligent .

Since doing a good job in clerk performance evaluation can effectively motivate the clerk's work enthusiasm and improve work efficiency, the store manager should strive to be objective and fair.

Store Staff Performance Evaluation Standards
To evaluate the performance of store employees, there must first be an evaluation standard.The evaluation standard is the basic standard to be met by the business and work requirements of each position, including both quantitative and qualitative requirements.The so-called quantity refers to what employees should do, what are their tasks, responsibilities, and work points; the so-called quality refers to how far employees should do their work, how they should do it, and what standards they should meet.

1. Standards for performance evaluation of store employees

Generally speaking, the standards for performance evaluation of store employees include absolute standards, relative standards and objective standards.

(1) Absolute standard

The so-called absolute standard is to first establish the behavioral characteristics standard of employees' work, and then include the achievement of this standard in the evaluation scope, without comparing employees with each other.Measuring employees against fixed standards, rather than comparing their performance with other employees, is the focus of absolute standard evaluation.

(2) Relative standard

The relative standard is to evaluate the quality of individual work by comparing with each other.Rank the evaluators according to a certain standard, or classify the evaluators into a previously determined level, and then rank them.

(3) Objective criteria

The objective standard is that when the evaluator judges the characteristics of the employee and the performance of the job, each characteristic or performance is positioned on the relative benchmark of each point on the rating scale to help the evaluator make an evaluation.

2. Specifications for standards
For the Store Worker Performance Evaluation Criteria to be valid, each of the following conditions must be met:
(1) Challenging and feasible

When stores set employee performance evaluation standards, it should be slightly higher than the ability of employees, which is challenging.For these performance standards, on the one hand, it can cooperate with the business competition to motivate employees to achieve; on the other hand, it can stimulate the potential of employees to increase performance.However, these employee performance evaluation standards must be feasible and achievable by the employee's ability, because in addition to being meaningless, unreachable standards will also weaken the morale of employees and produce negative effects.

(2) After the consent of both the manager and the executor

When a store formulates employee performance standards, it must be jointly adjusted by senior managers, performance reviewers, and store supervisors. Performance standards that are not agreed by both parties will affect its effectiveness.Because the performance standards proposed by the business department may not be able to take into account the overall needs, while the opinions of senior executives tend to ignore the implementation details and implementation difficulties, so we must integrate the opinions of both parties, and constantly improve and enrich them during the implementation process. Take into account the balance of both sides.

(3) Concrete and Measurable

Performance standards must be clear and specific, and must be quantifiable. Standards that cannot be quantified will cause unnecessary confusion and disputes during review.Specific and measurable performance metrics avoid the subjectivity of personal opinion or experience-based metrics, and avoid employee dissatisfaction or distress that cannot be easily calculated.

(4) Timeliness

Employee performance appraisals have a cycle, which requires that performance standards should be accompanied by a clearly documented period in order to provide for appraisal review.For example, the monthly sales of shop assistants are used as the performance evaluation standard. On the one hand, the figures of the same period in the past can be compared, and on the other hand, the figures of the same period in the future can be estimated and adjusted.

(5) Adjustability

Performance standards must be able to be adjusted appropriately as the operating environment inside and outside the store changes.For example, for the expansion of store operations, the original performance standards must be adjusted to match the characteristics of store operations, and performance standards that cannot be adjusted must not be adopted.

(6) Easy to understand

Performance evaluation provides the basis for salary management. When it comes to specific salary, there must be a formula that everyone can calculate to reduce disputes caused by difficult calculations.

(7) Sustained comparability

Performance standards must be able to have a comparative effect on the next evaluation, so as to be meaningful.If there is no continuous comparison function, it can only be applied to special events such as projects, and is not suitable for general operating performance standards.

The content of store employee performance evaluation

Store employee performance evaluation refers to the process of conducting an organized and objective assessment and evaluation of employees' working conditions and results, as well as the potential for higher-level positions, referred to as evaluation.When store managers evaluate the performance of employees, they can not only regard employee performance evaluation as an end in itself, but also as a means.Its connotation and extension vary with the needs of management.In terms of connotation, the performance evaluation of store employees has two meanings: one is to evaluate the performance of employees in their current positions; the other is to evaluate the quality and ability of employees, that is, the relative value or contribution of employees in the organization.Purposeful and organized observation, recording and analysis of personnel in daily work
It belongs to the category of store employee extension and serves as the basis for objective evaluation based on facts.

There are two types of formal and informal performance evaluations for employees in stores.Formal evaluation has a clear purpose and careful planning, and has a complete system and procedures; informal evaluation has no systematic plan in advance, and it is just a verbal praise and encouragement from superiors to employees.The employee performance evaluation referred to here refers to the formal employee performance evaluation.Because the purpose and scope of employee performance evaluation are complex and diverse, the content of the evaluation is also relatively complicated, but in terms of its basic aspects, it mainly includes five aspects: morality, ability, diligence, personality, and performance.

1. De

Morality mainly refers to employees' ideology, work style, social morality and professional ethics.The assessment of morality in any enterprise is always the primary content in the assessment of human resources.

The store not only must include the content of morality when selecting candidates, but it must not be ignored in the daily human resources assessment activities.

In daily work, the specific performance of employees' "morality" should be the content to be evaluated.For example, whether they respect others and are good at cooperating with others; whether they respect science and correct mistakes; whether they abide by laws and regulations and safeguard public interests; whether they can keep business secrets, etc.

2. Ability

Can include physical fitness, knowledge and intelligence, skills, etc., and refers to the ability of employees to engage in work.Physical fitness depends on factors such as age, gender, and health status. Knowledge includes items such as cultural level, professional knowledge level, and work experience. Intelligence includes abilities such as memory, analysis, synthesis, judgment, and innovation. Skills include abilities such as operation, expression, and coordination.

Physical fitness, knowledge, intelligence and skill are four interrelated but differentiated ability factors.Physical fitness and knowledge are the foundation. If a person does not have enough mental and physical strength, it is difficult to take on heavy responsibilities; human knowledge lays a solid foundation for the use of intelligence and skills, and intelligence and skills are the key to transform physical fitness and knowledge into real productivity. .In the performance evaluation of store employees, all aspects of ability should be considered comprehensively, and ability should be regarded as the focus and difficulty of performance evaluation.

3. Diligence

The "diligence" mentioned here refers to a kind of work attitude, which is mainly reflected in the daily work performance of employees, such as work enthusiasm, initiative, creativity, effort and attendance rate.The evaluation of attendance must not only measure quantitatively (such as attendance rate), but also qualitatively evaluate (such as whether to actively and actively participate in work with full enthusiasm, whether to fully mobilize physical strength and intelligence in work, etc.) factors).

4. Personality

Personality is mainly manifested in the personality, interests and hobbies of employees.In order to reasonably arrange employees' jobs, it is essential to examine the employees' psychological characteristics such as personality, temperament, interests and habits.Individual differences in psychological characteristics often lead to different work effects.When forming a team in a store, it is best to arrange both introverts and extroverts; not only sanguine and choleric temperaments, but also phlegmatic and depressive temperaments.From a psychological point of view, this arrangement can make the members of the group attract each other and cooperate harmoniously with each other.For example, a person with a lively personality and good at dealing with people is suitable for sales work, while a quiet and calm person is suitable for store tallying work.

5. Performance

Performance is what we call performance, which refers to the work efficiency and effectiveness of employees.Performance mainly includes the quantity, quality, cost and other contributions made by employees to the organization.Performance is the store's ultimate expectation for employees, the objective performance of the above four contents, and the most important part of store employee performance evaluation.

Principles of Store Staff Performance Evaluation

In order to implement employee performance evaluation effectively, a store must establish a systematic, institutionalized, and standardized management system, and follow the following principles in various evaluation tasks:
1. The principle of comprehensive reasonableness
A variety of factors work together to form employee performance, and performance itself is also manifested in various forms, such as morality, ability, diligence, and performance. Therefore, the evaluation system should fully consider all aspects of the content and cannot be partial.This requires that when designing evaluation items, it is necessary to comprehensively analyze the characteristics of employee behavior and work results, and to find out and deal with various closely related factors.

2. Unify specific principles
Fairness, openness, and fairness are the requirements that stores must pay attention to when evaluating employee performance.For this reason, the relationship between the standardization and practicability of the evaluation work must be properly handled.On the one hand, the evaluation criteria should be uniform and impartial in nature; on the other hand, it is necessary to design targeted evaluation items for different positions and employees.

3. Practical principles of operation
The performance evaluation indicators of store employees should be clear and easy to use, and the evaluation items should be decomposed into indicators that can be specifically measured.For example, when evaluating shop assistants, evaluating "sales results" is obviously not as effective as evaluating specific indicators such as sales volume and sales cost rate.

4. System specification principles
For effective employee management, a corresponding evaluation system must be established.Only when a reasonable and relatively stable system is established and there is a basis for operation, can the performance evaluation be carried out continuously and completely, and can it be recognized and implemented by the store.

Assessment method

There are many methods that the store manager can use to assess the store staff, mainly including:
1. Rely on personal judgment.An assessment method for assessing subordinate clerks through the personal judgment of the store manager.Although this method is simple and easy to implement, it lacks objectivity and it is difficult to achieve fairness and reasonableness.

2. Conduct self-identification.The examinee conducts a self-summarization of the work and evaluates his level, ideological quality and work.

3. Evaluation based on factors.Before the assessment, the content to be assessed is decomposed into several factors to form an evaluation system, and the examinee is evaluated item by item to determine the pros and cons.

4. Pass the examination review.Combining examination and appraisal for personnel assessment.Examinations are mainly used to check the clerk's culture, professional theory and technical knowledge level; evaluation uses various methods to solicit the opinions of relevant clerks on the examinee, and after analysis and discussion by relevant personnel, a fair and correct evaluation is finally obtained.

5. Carry out employee quality assessment.For the morality,

In terms of intelligence and performance, a combination of qualitative and quantitative methods is used for measurement and evaluation.As a specialized technology, it integrates scientific research results such as philosophy, system science, behavioral science, leadership science, psychology, applied mathematics, fuzzy mathematics, etc. It is the understanding of the objective laws of the clerk evaluation work, which has a certain scientific nature.

6. Staff assessment form

When assessing employees, the assessment items and evaluation standards can be designed into a special employee assessment form, and a unified assessment is implemented for all employees, and the assessment results of each employee can be presented simply and clearly.

Assessment Results Interview
Assessment results interviews are the most effective way to provide feedback.In modern store employee management, evaluation interviews play an important role.Because employee performance appraisal results are often directly related to employee compensation, promotion, punishment, etc., interviews must be taken seriously.

1. For subordinates with excellent performance

This situation is the smoothest, but the evaluator should pay attention to two points: one is to encourage the self-motivation of subordinates and formulate personal development plans for them; the other is not to promise easily when they will be promoted or what special material rewards to give.

2. For subordinates with mediocre performance

The evaluator should be open and honest, discuss whether the current position is not suitable for him, whether to change positions, and make him aware of his shortcomings.

3. For subordinates with poor performance
It is necessary to analyze in detail to find out the real reasons for poor performance and take corresponding measures.There are many possible reasons for poor performance, such as poor work attitude, lack of motivation, lack of training, poor working conditions, etc.Don't indiscriminately identify the fault of subordinates.

4. For senior subordinates
Be especially cautious with such subordinates.They see people younger and less senior than them come from behind, their self-esteem will be hurt, and they will feel anxious about their future.Treat them with respect, recognize their past contributions, and advise them.

5. For overly ambitious subordinates

For the kind of ambitious subordinates, we must patiently enlighten them, and use facts to show that they still have a certain gap.But you can’t just pour cold water on them, you can discuss with them the possibility and plan of future progress; you should explain the truth that as long as you work hard and make progress, when the opportunity comes, it will happen naturally.Don't let them have the illusion that achieving a certain goal will guarantee an instant award or promotion.

6. For introverted subordinates

This kind of people don't like to speak, so we should patiently inspire them, and prompt them to respond by asking non-educating questions or asking for their opinions.

7. For grumpy subordinates

For this kind of person, you must first listen to him patiently, and try not to argue and refute with him immediately.You can hear the reason for his anger from what he vented, and then analyze it with him, and find a solution to the problem calmly and constructively.

Daily assessment system for shop assistants
Regardless of the size of the store, there should be a set of standardized daily assessment systems for clerks, so as to regulate the attendance, medical records, job rotations, promotions, etc. of each clerk, so that there are rules to follow.In this way, the operation of the store can be on the track of stable development.Listed below are some common store assessment system tables.

(End of this chapter)