让您的绩效评估讨论到良好的开始

绩效管理

这些是一些小建议，有助于减少似乎似乎环绕着绩效评估讨论的尴尬。

Too often, participants in performance appraisal meetings seem awkward and uncomfortable.

To some extent, that's unavoidable - it's always a bit awkward for one person to deliver a formal assessment of the quality of work performed by another.

但在一些简单的建议之后，可以消除绩效评估会议的许多尴尬。

Here are a couple of tips that will help put both players at ease.

1准备

Gather Your Appraisal Information and Materials in Advance

The most important item you need to have is a copy of the individual's performance appraisal. That's obvious.

但那并非全部。

在年初，您和个人可能有绩效计划会议。理想情况下，个人将在评估表格的空白副本上采取笔记，并为您致以副本。

该文件应具有您在会议期间讨论的所有关键项目。

Be sure you have a copy of that planning document in case a question about the original goals comes up.

You'll also need information about the individual's performance, particularly if there are some areas where the performance varied significantly from your expectations.

变异是否处于正面或负面方向，您需要能够展示为什么您分配了您所做的评级。

如果评估是个人的表现比你所期望的表现较小，那么你有批评性的重要性，你已经使用了你所用的所有证据，以便“不满意”或“需要改进”绩效评估评级。

这里有一个神奇的短语。这个短语是“例如”。。。“确保您有大量的示例支持令人满意的评估。

You may want to have a copy of the individual's development plan. You may want to have copies of weekly reports that the individual submitted that described progress against the goals that were set.

你不能犯错误,o much support material. It will prevent the embarrassment of being unable to find anything of substance to justify the rating you gave.

2列出列表

What are the key points that you want to cover during the discussion? In addition to having a copy of the performance appraisal, write down a list of the most important items you want to discuss. It's easy to refer to them during the meeting to make sure that everything that needs to be discussed gets covered.

3选择合适的地方

可能大多数绩效评估讨论在经理办公室发生，经理在办公桌后面和直接坐在它面前的评估。

是那个讨论的最佳地点吗？可能是，特别是如果性能评估不是很好，并且经理希望跑出所有能力和权威，可以让下属明白即时改变是必要的。

但是，尤其是专制，老板背后的桌面安排有助于在更多的大学方法可能更有效的时候强调电力关系。

More important than the actual location where the discussion ends up taking place is the decision-making process the manager engages in to determine that location. Too often, managers conduct the performance appraisal discussion behind their desks by default they haven't given any thought to the matter and just let it happen in the place where they are most comfortable.

有几种其他替代方案可能。经理办公室可能无法提供完整的隐私，特别是如果墙壁薄或者是卧室安排。在这种情况下，可能会将会议室或临时空置的高级经理临时存放服务。

If the performance appraisal contains good news and the two participants in the appraisal drama are old colleagues, it might best be conducted over a cup of coffee in the cafeteria. And if it is conducted in the manager's office, just a little furniture rearrangement might reduce the hierarchical nature of the discussion.

If the performance appraisal does indeed contain bad news, and particularly if the manager believes that it will take a dramatic gesture to bring home the message of "Change or else!", the appraiser's boss's office might be a good location. Having your boss give you your performance appraisal in her boss's office - with her boss sitting in as an observer/reinforcer - certainly communicates the seriousness of the message being delivered.

但要注意不寻常的位置。该地区销售经理给她的一项销售代表他的年度绩效评估，而其中两个是在汽车中，在通往新的前景办公室的路线上驾驶高速公路，正在努力判断。

So too is any manager who selects a location significantly away from a business setting, unless the necessity for conducting the performance review at that time, in that location, is obvious to both players.

这些是一些小建议，有助于减少似乎似乎环绕着绩效评估讨论的尴尬。在第2部分中，我将提供更多的提示，帮助两个玩家放心。

这篇文章由Dick Grote贡献

Dick Grote是美国最着名的发言者，作者和员工绩效审查的顾问之一。他是Grote Consulting的董事长兼首席执行官，以及GroTeaproach在线员工绩效管理软件的开发人员。