2019冠状病毒病期间及以后的人才管理挑战:绩效管理救星

IF 3.8 4区 管理学 Q2 BUSINESS
Herman Aguinis, Jing Burgi-Tian
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引用次数: 48

摘要

2019冠状病毒病大流行给人才管理带来了重大挑战,包括:(a)冻结招聘和裁员;(b)冻结工资、取消奖金和减薪;(c)如何完成工作(即远程工作);(d)增加了员工的压力和倦怠。此外,COVID-19也表明,许多组织没有实施最先进的绩效管理体系,而是只有绩效评估体系,通常包括每年一次的评估和审查,很少努力提供持续的反馈和指导,很少将员工绩效与组织的战略目标联系起来,只关注过去的绩效。由人力资源部门负责,而不是评级和被评级。因此,通常的考绩评价和审查程序所带来的价值不足是许多组织推迟甚至完全停止考绩评价的原因。我们认为,当采用基于证据的建议实施时,绩效管理(而不是评估)服务于重要的行政、战略和沟通、发展、组织维护和文档目的,因此在解决当代人才管理挑战方面特别有用。我们就如何适应和改进绩效管理提出了五项建议,这些建议将帮助组织应对像COVID-19这样的危机,同样重要的是,让他们在危机结束后茁壮成长:(1)衡量行为之外的结果,(2)衡量适应性绩效,(3)进行留职面试以留住优秀员工,(4)实施多源绩效管理系统,以及(5)收集和使用绩效促进者分数。JEL分类:J5劳资关系、工会与集体谈判;工商管理;M5人事经济学
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Talent management challenges during COVID-19 and beyond: Performance management to the rescue
The COVID-19 pandemic has resulted in significant talent management challenges including (a) hiring freezes and layoffs; (b) salary freezes, canceled bonuses, and pay reductions; (c) how work is done (i.e., teleworking); and (d) increased employee stress and burnout. Also, COVID-19 has made it evident that many organizations do not implement state-of-the-science performance management systems and, instead, have just performance appraisal systems that typically involve a once-a-year evaluation and review, little effort to provide feedback and coaching on an ongoing basis, little alignment between employee performance and the organization’s strategic goals, a focus on past performance only, and ownership by the human resources function instead of those rating and being rated. Thus, the lack of value contributed by the usual performance evaluation and review process is the reason why so many organizations are postponing or even completely discontinuing performance evaluations. We argue that when implemented using evidence-based recommendations, performance management (rather than appraisal) serves important administrative, strategic and communication, developmental, organizational maintenance, and documentation purposes and therefore can be particularly useful in addressing contemporary talent management challenges. We offer five recommendations on how to adapt and improve performance management that will help organizations navigate crises like COVID-19 and, just as importantly, allow them to thrive after the crisis is over: (1) measure results in addition to behaviors, (2) measure adaptive performance, (3) conduct stay interviews to retain top performers, (4) implement a multisource performance management system, and (5) collect and use performance promoter scores. JEL CLASSIFICATION: J5 Labor–Management Relations, Trade Unions, and Collective Bargaining; M1 Business Administration; M5 Personnel Economics
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来源期刊
CiteScore
7.50
自引率
6.90%
发文量
14
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