一、绩效考核管理泛化，公司一切事务都纳入绩效管理，导致参与绩效考核的内容过多，冲淡了关键绩效指标。考核考核管理实际是期望通过考核这种活动，不断激励员工向公司需要方向努力。但是公司里事务有的可以通过正强化来引导，员工只要做好就给予奖励。但是有的只能是采取负强化甚至惩罚的方式来禁止这种行为出现，把所有行为都纳入考核不利于突出重点。

1、 Performance appraisal management is generalized, and all affairs of the company are included in performance management, which leads to too much content of participating in performance appraisal, which dilute the key performance indicators. The assessment management is actually expected to encourage employees to work towards the company needs through the assessment of this activity. But some of the business in the company can be guided by positive reinforcement, and employees will be rewarded as long as they do well. But some can only adopt the way of negative reinforcement or punishment to prohibit such behavior, and it is not conducive to highlight the focus to include all the behaviors in the assessment.

二、片面追求定量化，出现捡了芝麻丢了西瓜的现象。公司在执行考核方案过程中，为了避免主观因素对考核结果的影响，力求使用客观性指标考核员工，但是忽略了指标的重要性和关键性，考核指标只覆盖了员工的部分非关键工作，关键工作却被忽略了。指标设置失衡的直接后果就是引导员工做好了非关键工作，但对于关键工作却缺乏考核，员工给予关注不够而不能很好完成。例如对宣传工作比较典型的考核指标是在媒体上发表文章的次数。这一指标设置优点在于好衡量和考核，缺点在于忽略了效果。好的宣传需要有详细的规划，要针对受众确定不同的宣传方式、渠道，并且要根据受众的反应结果来确定宣传的效果，单纯的文章数量并不代表宣传效果好。

2、 One sided pursuit of quantification, the phenomenon of losing watermelon after sesame was picked up. In the process of implementing the appraisal scheme, in order to avoid the influence of subjective factors on the assessment results, the company tries to use objective indicators to evaluate employees, but ignores the importance and key of indicators. The evaluation indicators only cover some non key work of employees, but the key work is ignored. The direct consequence of imbalance of index setting is to guide the staff to do a good job of non key work, but lack of assessment for key work, and the staff pay insufficient attention and can not be completed well. For example, the typical evaluation index of publicity work is the number of articles published in the media. The advantages of this indicator setting are good measurement and assessment, and the disadvantage is that the effect is ignored. Good publicity needs to be planned in detail. Different publicity methods and channels should be determined for the audience, and the effect of publicity should be determined according to the response results of the audience. The number of simple articles does not mean that the publicity effect is good.

三、公司经营计划和考核脱节，绩效考核指挥棒不能引导员工行为向公司要求的方向努力。笔者曾经有一个客户，在咨询结束后，组织机构按照方案设计进行了调整，考核也按照考核方案要求的程序开始实施，但是实际考核结果却不能反映员工的实际绩效结果。笔者仔细翻阅了客户的考核档案，发现在考核方案执行过程中，客户只是执行了方案规定的程序，但是对于方案中的考核指标却没有根据实际情况采用，考核指标依然是公司以前的考核指标，带来的结果就是考核指标的内容和公司经营计划内容脱节，不能反映公司业绩的变化，也不能反映公司组织结构变化带来的职责变化。

3、 The company's business plan and assessment are out of line, and the performance appraisal baton can not guide the employees' behavior to work in the direction required by the company. The author once had a client, after the consultation, the organization adjusted according to the scheme design, and the assessment also started to implement according to the procedure required by the appraisal scheme, but the actual appraisal results can not reflect the actual performance results of the employees. The author carefully reviewed the client's appraisal files and found that during the implementation of the appraisal scheme, the customer only implemented the procedures specified in the scheme, but the evaluation indicators in the scheme were not adopted according to the actual situation. The assessment index is still the previous appraisal index of the company, and the result is that the content of the appraisal index is out of line with the content of the company's business plan, It can not reflect the change of company performance, nor the change of responsibilities caused by the change of the company's organizational structure.

四、公司计划编制不合理，经营目标频繁变动带来的考核目标频繁变动。公司计划是绩效考核的基础，没有计划就没有考核。公司在编制计划阶段时对外部环境认识不清，对内部自身的能力也认识不清，编制计划方法又不当，忽略了一些关键经营管理活动。计划执行过程中，随着各项业务的开展，原来没有预料到的事件浮现出来，公司经营计划被迫修改，从而导致原来设定的考核目标的变更。频繁的指标变更削弱了员工对考核严肃性的信心，员工不是考虑如何实现考核指标，而是更多考虑如何更改考核指标，考核因此失效。

4、 The company plans to be unreasonable, and the assessment objectives caused by frequent changes in business objectives change frequently. Company plan is the basis of performance appraisal, and there is no appraisal without plan. The company has no clear understanding of the external environment, the ability of its own in the planning stage, and the planning method is not correct, and some key operation and management activities are ignored. During the implementation of the plan, with the development of various businesses, unexpected events emerge, and the company's business plan is forced to be modified, which leads to the change of the original assessment objectives. Frequent changes in indicators weaken the confidence of employees in the seriousness of assessment. Employees do not consider how to achieve the assessment indicators, but more about how to change the assessment indicators, so the assessment is invalid.

五、绩效考核指标设计没有根据公司科层结构、员工岗位职责要求来设计，不同层面的考核指标串位。公司是一个有着严格上下级的科层结构的组织，不同层次的员工承担的责任不同，相应的考核指标也应该不同。国有企业一般喜欢搞安全指标一票否决制，出现问题人人都要承担责任，即使业绩再好也无济于事。民营企业喜欢让每一个人都承担利润指标，忽略了不同员工对利润的贡献度不同，有的员工甚至除了自己的工资奖金外，基本不会对利润产生任何影响。

5、 Performance appraisal index design is not designed according to the company's department structure and staff post responsibilities, and the evaluation indicators at different levels are listed. The company is an organization with strict hierarchical structure at the upper and lower levels. The responsibilities of employees at different levels are different, and the corresponding assessment indicators should be different. State owned enterprises generally like to engage in a one vote veto system for safety indicators, and everyone should take responsibility for problems, even if the performance is no better. Private enterprises like to let everyone bear profit indicators, ignoring the different contribution of different employees to profits, some employees even their own salary bonus, will not have any impact on profits.

六、考核者对绩效考核这一工具理解不透，认为考核只是人力资源部的事，自己是完成人力资源部布置的任务，对考核工作敷衍了事，执行过程中机械执行。考核期初，考核者没有重视考核指标的设置，没有根据公司给本部门下达的经营任务并结合本人对任务的理解给下属设定考核指标，指标值设定也很轻率，缺乏和下属的有效沟通，管理者只起到了传声筒的作用。由于下属对工作目标不了解或了解不深，执行结果当然无法达到管理者的预期。执行过程中，管理者缺乏对过程关注，不能及时指导下属工作，对下属执行中的出现的问题和成果不能及时记录，考核缺乏基础资料。由于考核者平时不注意积累下属的绩效结果，考核期末凭主观打分，一些平时表现好但临近考核期出问题的员工往往考核结果较差，而平时业绩差临时表现好的员工往往考核结果较好，造成考核结果失真。长此以往，员工往往会在期末努力表现而忽视了平时工作绩效的改善。

6、 The appraiser has a poor understanding of the tool of performance appraisal, and thinks that the assessment is only a matter of human resources department. He or she is responsible for completing the tasks arranged by the human resources department, making perfunctory work for the assessment and mechanical execution during the execution. At the beginning of the appraisal period, the appraisers did not pay attention to the setting of assessment indicators, did not set assessment indicators for subordinates according to the business tasks assigned to their departments by the company and combined with their understanding of tasks. The setting of index values was also very rash, and the lack of effective communication with subordinates, the manager only played the role of microphone. Because subordinates don't know or understand the work objectives, the implementation results of course can not meet the expectations of the manager. During the implementation, the managers lack of attention to the process, can not guide the subordinate work in time, and can not timely record the problems and achievements in the implementation of the subordinates, and lack of basic data for the assessment. Because the appraisers usually don't pay attention to accumulating the performance results of subordinates, they will score by subjective evaluation at the end of the assessment period. Some employees who perform well at ordinary times but have problems in the assessment period tend to have poor results, while those who have performed well in temporary performance usually have better results, which results in distortion of the appraisal results. In the past, employees often work hard at the end of the period and ignore the improvement of their work performance.

七、对考核结果的认知有偏差，没有理解员工业绩和组织业绩之间的差别，片面追求考核结果的一致性。一般情况下，员工绩效好，组织的绩效必然好，员工绩效差，组织绩效必然差。不过这种认知存在一定的误差。主要原因在于不同员工对组织绩效的作用不同，有的作用大，有的作用小，由于这种个体差异的存在，导致组织绩效好坏并不必然和员工绩效好坏联系。例如，公司总经理对公司的作用和前台秘书对公司的作用截然不同，总经理和前台的绩效也不同步，总经理绩效好，公司绩效必然好，但是前台绩效好公司绩效未必好，因此员工绩效和组织绩效之间会有一些差距甚至会相反。总经理和前台秘书对公司作用不同已经通过两人职责、薪酬、社会地位及其他福利得到体现，没有必要在绩效方面保持一致。

7、 There are some deviation in the cognition of the appraisal results, and they do not understand the difference between the performance of the employees and the organizational performance, and pursue the consistency of the results of the assessment one-sided. Generally, the performance of employees is good, the performance of the organization is necessarily good, the performance of the staff is poor, and the organizational performance is necessarily poor. But there are some errors in this kind of cognition. The main reason is that different employees have different effects on organizational performance, some of which are big and some are small. Because of the existence of such individual differences, the quality of organizational performance is not necessarily related to the performance of employees. For example, the role of the general manager of the company to the company is different from that of the front desk Secretary to the company. The performance of the general manager and the front desk is not synchronized. The performance of the general manager is good, and the company performance is necessarily good, but the performance of the front desk is not necessarily good. Therefore, there will be some differences between the performance of the staff and the organizational performance, even the opposite. The difference between the general manager and the front desk secretary in the company has been reflected through the responsibilities, salaries, social status and other benefits of the two people, and it is unnecessary to keep consistent performance.

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