The evil KPIs, the emerging Okr and the tangled Programmer's assessment

The last two days in the research and development Department how to conduct performance management (in fact, has always been thinking, attention, practice, always feel the impossible, but also want to help consulting companies, but not shy in the bag). Looked for two days of information, the main direction is KPI,OKR, Google and other internet company's assessment methods. Here is a simple collation and summary, to record some of their own thinking of the conclusion.

1. The theory of KPI's evil

said the KPI destroyed Sony are all nonsense, many big companies such as Bat are using KPIs, development is obvious, although the online exposure to various drawbacks, but no KPI may be worse. The birth and death of the enterprise is also the natural law, more is determined by the external trend, every time the large-scale enterprise deaths and elimination are the whole era in the rapid development of normal metabolism. The tombstone of all the big companies will be the most steadfast cornerstone of human development.

2, OKR is not used to do the assessment

OKR is essentially a goal-management approach that could go bad in China, for example, when many company leaders like to use OKR to do the assessment, and then he becomes a KPI in the Okr coat. The key purpose of OKR is to let all employees know the company's goals and direction, and set a challenging goal for themselves, in order to make a greater contribution to the company, so that employees can form the largest force in one direction. Using OKR for assessment will make it more conservative and not more challenging for the employee to set goals.

3, how to carry out the assessment of the company using OKR?

okr is famous for Google. Online find a bit of information, Google on a staff assessment is How much impact do employees have for Google, and this assessment is based on self-assessment and peerreview to achieve, how to operate, choose what dimensions, whether suitable for Chinese companies (Chinese culture), etc. is not yet clear, and this piece is indeed the most difficult and most tangled part.

4, quantification for the individual is nonsense.

This is from the Internet, friends, partners, my own experience concluded that no one in the personal quantitative assessment of the actual results, the quantitative assessment will eventually be reduced to form, or just for reference. The main reason is that none of the quantitative indicators can reflect the programmer's contribution without a loophole. I am recognized for the quantitative assessment of teams and products.

5. Prevent the inferior currency from expelling good currency.

No good talent is willing to be mediocre people on average. If the same big pot strategy is adopted, the end result can only be the inferior currency expelling the good currency. At present, a comparison is recognized as a proportion of 20% of outstanding talent to take high wages, 70% of qualified personnel to take the general salary, 10% people to be warned to eliminate.

6. Savage Growth

The way of brutal growth is still important, especially for start-ups, relative to scientific rigor and order. As long as the company's rapid development, talent enough active (in the start-up is generally not a problem), volume is not bloated enough, the level is flat enough, small and beautiful team, even if there is no strict performance assessment is not a big deal of the problem. What happens when there's a problem? Solve problems before they are encountered. In the management I advocate is the defect drive, otherwise may be caught in the trap of management management.

My personal public number.

The evil KPIs, the emerging Okr and the tangled Programmer's assessment