How to set performance goals for grassroots positions? This healthy incentive mechanism is worth collecting!

Healthy performance at grassroots positions: Don’t let hard work turn into overdraft

Have you ever thought that sometimes doing too well can be a "bad thing"?

Now let's talk about a seemingly insignificant but crucial issue that determines the foundation of a company— performance management for entry-level positions . Especially for the most basic execution-oriented positions, although the work they do may not be technically demanding, it best reflects a company's execution capabilities.

I recently adjusted the performance plan for a grassroots position in the company. This type of position most tests: execution, stability, and a healthy work rhythm.

So how do we assess performance? Let's break it down in detail— how do we set basic goals , design challenging goals , and establish a reward mechanism ?

There is even a crucial question that many people overlook: Do you encourage employees to burn themselves out, or do you want them to shine steadily and continuously?

What is a healthy performance appraisal? Don’t just look at the score, look at the cost

To put it simply, the essence of a performance plan can be summarized in one sentence: it has standards, incentives, and boundaries.

When many people hear the word "performance", words like "KPI is killing people" and "working yourself to baldness" come to mind.

But the truth is not like this.

A scientific performance system helps employees find a direction to strive for, without making them lose themselves in the process.

The position we are transferring to this time is relatively basic, which means that the daily work content is relatively clear, with strong execution and weak creativity.

This type of position is more suitable for quantitative goals.

Therefore, we set two levels of goals: basic goals and challenging goals.

Basic goal: 70 points is the starting point, it is the bottom line, not a dream

I set a basic goal for this position - 70 points.

What does that mean? If you don’t get 70 points, you will be deducted money.

It is not to punish for the sake of punishment, but to send a clear signal to everyone: this is not a job that can be done casually, it is a job responsibility and a fundamental that must be completed.

Of course, the punishment is not meant to discourage people.

The amount won’t be large, but it must be there.

The goal is not to squeeze anything out of employees, but to make everyone understand one thing: performance is not just about how well you do, but also about whether you take your job seriously.

Challenge goal: Rewards should be graded, but don’t “trade your life for money”

How to reward for scores above 70?

It’s very simple, 75 points per level, 80 points per level, 85 points per level... all the way up.

But there is a "problem" with the performance plan reported by the operation, which is the focus of this article:

He made the rewards for scores above 90 particularly attractive.

Our first reaction after watching it was that this person understands incentive mechanisms.

The second reaction was – you understand so well that it makes us a little worried.

why?

Above 90 points, the price is not hard work, but health and overdraft

Let me ask you an honest question. What do you think is the key to getting a score of 90 or above for a basic position?

It's mostly not about efficiency, but about sacrifice.

What are we sacrificing? Health, family, after-work hours, even our emotions and life.

Of course, capable people can also achieve 90 or 95 points.

However, if a performance system forces everyone to pursue 90+, then it is not an incentive mechanism, but an exploitation mechanism.

You can let people give it their all occasionally, but you can't let them work themselves to the bone all the time.

Long-term goals require employees to accomplish them sustainably, rather than just running at full throttle and eventually collapsing.

Reasonable incentive curve: 85 points is the ideal line, not the starting line

So I told the operation department that we need to adjust the performance incentive structure:

Take 85 points as a core incentive point and increase the reward intensity.

In other words, tell everyone:

"We encourage you to achieve 85 points, and we will give you real rewards, but you don't need to achieve 90 or 95 points every day."

In this way, people with ability can still challenge high goals, and people with desires have a place to put their efforts, but most people will not feel under too much pressure.

This is not just a matter of designing a performance plan; it is actually a choice of corporate culture.

Different corporate culture, different performance rhythm

Some companies pursue extreme efficiency, everyone has to strive to score above 95 points, the bonuses are off the charts, the goals are cool, and the performance is indeed amazing.

There is nothing wrong with this, and I even admire it.

But we chose another route:

We want a long-term healthy and steadily growing organization where employees can get reasonable income without sacrificing their health.

This doesn't mean we don't pursue efficiency; rather, we believe that the sustainability of efficiency is more important.

We would rather let our employees "steadily push forward" at the 85-point mark than let them "fight desperately" at the 95-point mark.

How to build a performance system that is both “hard-working and healthy”?

1. Clarify basic goals: quantifiable, with penalties and clear bottom line

Don't be afraid to set penalties for basic goals, as penalties should be imposed where necessary.

But don’t view the penalty as a threat, but as a reminder of responsibility.

2. Design challenge goals: hierarchical, gradient, and sprintable

Going up step by step from 75, 80, to 85, employees can see the rewards of their hard work and also have a chance to catch their breath.

3. Grasp the rhythm of motivation: Don’t let “working too hard” become the norm

It’s not impossible to set rewards above 90 points, but they must be within a reasonable range and made into a “heroic route” rather than a “universal path.”

4. Match corporate culture: What kind of organizational atmosphere do you want?

Do we want wolf culture or healthy growth?

Performance design is the implementation of corporate culture.

Don’t let performance become a chronic internal consumption of employees

Ultimately, performance is a tool, not an end.

Its purpose is to drive, not to squeeze.

A good performance plan not only brings efficiency, but also builds trust.

In my view, a truly feasible performance evaluation system is one that motivates people to work hard willingly and not to give up; it should offer results if people strive, but not drive them crazy if they don't.

The wisdom behind this performance system is the grasp of "degree" and the understanding of "human nature".

We don't build machines, we lead a team.

To sum up: How performance is set determines how far the company can go

• The basic goal is the responsibility line, and the challenge goal is the motivation line
• We cannot let everyone be a "superman", otherwise everyone will become a "patient"
• When designing performance, remember to treat people as people, not as numbers.

Finally, I would like to leave you a word:

No matter how great your performance is, you shouldn’t trade your health for it; no matter how much money you make, you shouldn’t risk your life for it.

The end of performance is not to work hard, but to be wise. Know how to use mechanisms to make people shine, rather than burn out.

What you need is a network marketing team that can run fast, run far, and run with a smile.