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、 The generalization of performance appraisal management, all affairs of the company are included in the performance management, which leads to too much participation in the performance appraisal and dilutes the key performance indicators. Assessment management is actually expected to encourage employees to work hard in the direction of the company's needs through assessment activities. But some of the company's affairs can be guided by positive reinforcement, and employees will be rewarded as long as they do well. But some can only take negative reinforcement or even punishment to prohibit this kind of behavior. It is not conducive to highlight the key points to include all 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。

2、 The one-sided pursuit of quantification has resulted in the phenomenon of picking up sesame seeds and losing watermelon.

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。

In the process of implementing the evaluation scheme, in order to avoid the influence of subjective factors on the evaluation results, the company strives to use objective indicators to evaluate the employees, but ignores the importance and key of the indicators. The evaluation indicators only cover part of the non key work of the employees, but the key work is ignored. The direct consequence of the imbalance of indicator setting is to guide the staff to do a good job of non critical work, but the key work is lack of assessment, and the staff do not pay enough attention to it. For example, the typical evaluation index of publicity work is the number of articles published in the media. The advantage of this index setting is that it is easy to measure and assess, but the disadvantage is that it ignores the effect. Good publicity needs detailed planning, to determine different publicity methods and channels for the audience, and to determine the effect of publicity according to the response results of the audience. The number of articles alone does not mean good publicity effect.

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 is out of line with the appraisal, and the baton of performance appraisal can't guide the employees' behavior to the direction required by the company. The author once had a client. After the consultation, the organization was adjusted according to the scheme design, and the assessment was implemented according to the procedure required by the assessment scheme, but the actual assessment results could not reflect the actual performance results of the employees. The author carefully looked through the client's assessment files and found that during the implementation of the assessment scheme, the client only implemented the procedures specified in the scheme, but the assessment indicators in the scheme were not adopted according to the actual situation. The assessment indicators are still the previous assessment indicators of the company, and the result is that the content of the assessment indicators is out of line with the company's business plan, It can't reflect the change of the company's performance, nor can it reflect the change of responsibility brought 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's plan preparation is unreasonable, and the assessment objectives are frequently changed due to frequent changes in business objectives. Company plan is the basis of performance appraisal. Without plan, there will be no appraisal. In the planning stage, the company does not have a clear understanding of the external environment and its own internal ability, and the planning method is improper, ignoring some key operation and management activities. 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, resulting in the change of the original assessment objectives. Frequent index changes weaken the staff's confidence in the seriousness of the assessment. Instead of considering how to achieve the assessment indicators, the staff consider 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、 The design of performance appraisal indicators is not based on the company's hierarchical structure and the requirements of employees' job responsibilities, and the appraisal indicators at different levels are in series. The company is an organization with strict hierarchical structure. Employees at different levels have different responsibilities and corresponding assessment indicators. Generally, state-owned enterprises like to implement the one vote veto system for safety indicators. If there is a problem, everyone should bear the responsibility, even if the performance is good, it will not help. Private enterprises like to let everyone bear the profit index, ignoring that different employees have different contribution to the profit. Some employees even have no effect on the profit except their own salary and bonus.

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 evaluators don't understand the tool of performance appraisal. They think that the appraisal is only a matter of the human resources department. They complete the tasks assigned by the human resources department, perfunctorily do the appraisal work, and implement it mechanically in the process of implementation. At the beginning of the assessment period, the assessors didn't pay attention to the setting of assessment indicators. They didn't set assessment indicators for their subordinates according to the business tasks assigned by the company to the Department and combined with their own understanding of the tasks. The setting of indicator values was also very rash. They lacked effective communication with their subordinates. The managers only played the role of a microphone. Because subordinates don't know or understand the work objectives deeply, the implementation results of course can't meet the expectations of managers. In the process of implementation, the managers are lack of attention to the process, can't guide the subordinates' work in time, can't record the problems and results of the subordinates' implementation in time, and lack of basic data for the assessment. Because the assessors usually don't pay attention to the accumulation of the performance results of their subordinates, at the end of the assessment period, they score subjectively. Some employees who usually perform well but have problems near the assessment period tend to have poor assessment results, while those who usually perform poorly and temporarily perform well tend to have better assessment results, resulting in the distortion of assessment results. In the long run, employees tend to work hard at the end of the term and ignore the improvement of their usual 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、 The cognition of the assessment results is biased, the difference between employee performance and organizational performance is not understood, and the consistency of the assessment results is one-sided pursued. In general, good employee performance, organizational performance is bound to be good, poor employee performance, organizational performance is bound to be poor. However, 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 of which are small. Because of this individual difference, organizational performance is not necessarily related to employee performance. For example, the role of the general manager in the company is quite different from that of the front desk secretary in the company. The performance of the general manager and the front desk is not synchronized. If the general manager's performance is good, the company's performance must be good, but if the front desk's performance is good, the company's performance may not be good. Therefore, there will be some gap between employee performance and organizational performance, or even the opposite. The different roles of the general manager and the front desk Secretary to the company have been reflected through their responsibilities, salary, social status and other benefits. There is no need to keep the same in terms of performance..