绩效管理和评估

When working with Appraisals - The Best Surprise is No Surprise

If you're looking for tips on how to fill in all those boxes on appraisal forms you're in the wrong place.

What we are interested in is what the appraisal process is designed to achieve, not how to do it.

Like so many other processes in business, appraisals can be a terrific forum for review, development and communication, or they can be a waste of time for all concerned.

Useful Appraisals

Here's why they can be useful:

They're two-way
他们很体贴
他们提供确认
They're supportive
They motivate

People can feel taken care of, they're being given 'quality time' and attention and it's a chance to take a step back and gain some perspective.

无用的评估

Here's why they are often meaningless:

他们很匆忙
They're one-way
他们指的是不再相关的东西
People lie
真正的问题无法解决

Fear, uncertainty, collusion, duplicity, embarrassment, laziness, guilt and sheer incompetence are among the reasons why appraisals are often not worth the paper they are written on.

Once Yearly Appraisals

评估几乎总是一年一两次的过程，而不是经理日常工作的一部分。

他们通常可以“勾选盒子的练习，这导致两个”边“造成大量焦虑，一旦他们完成，他们就不会再次看，直到下次。

在评估期间，避免了困难的反馈，推迟，糖涂覆或撒谎。

很多事情可能取决于某人的评估（比如他们的薪酬评估），但他们通常没有足够的时间和精力。

性能差

Often, a lot of managers don't want to put down in black and white that someone's performance has been under par and therefore they (the manager) will be responsible for that person not getting a pay increase or promotion.

我们的一位客户雷竞技里面的钱能提出来吗告诉我们，而不是完全重做他们的评价进程，他们决定“贬低”他们的表现相关的工资水平：换句话说，如果有人被进入4（5个级别），他们被降至3。

Invisible Incompetence

This was because they discovered that most managers scored people higher than their performance merited. It was an exercise in trying to get rid of the 'invisible incompetence' that the process colluded in.

此外，如果一切都集中在评估过程中，那么您在积累时创造焦虑的风险，并且由于人们预期结果，缺乏动力和生产力。

5% of Appraisals are Satisfactory

据推测，只有5%的机构表示他们有令人满意的评估流程，但我们是从互联网上获得这些信息的，所以我对此持保留态度！

It's easy to shoot yourself in the foot if you place too much emphasis on the actual process and not on the on-going performance management.

人们将把注意力放在过程而不是目标上，目标是帮助人们发展成为更有效、管理更好的员工。

良好的评价

A truly good Appraisal is actually an agreed summary of what has been happening on an on-going basis between appraisals.

如果一年回顾两次，甚至每季度回顾一次，就会错过所有支持和指导员工改进的机会。

People need to be engaged in the idea that managing people and being managed is constant.

The Best Surprise Is No Surprise

Which, of course, is why we say, The Best Surprise Is No Surprise.

And you get to that place through day-to-day performance management.

“我怎么办？”Ex-New York City Mayor Ed Koch used to ask that question all the time during his term in office.

To us, that sums up the purpose of Performance Management: to let people know how they're doing, give them useful feedback and ensure they are working as effectively as possible.

绩效管理

凭借良好的绩效管理，一个人的日常效力就是所看到的。

特定目标是商定，工作量确定和设定期望。这样，人们可以感受到支持，并遵循他们的线路经理，并且可以在发生时处理任何明显或潜在的困难。

当人们得到良好的管理时，他们会感到团结、忠诚、上进和积极。

Their needs and wants are being considered; their quirks and individual ways of working are being accommodated; their contributions are being acknowledged.

That's the way it's supposed to work, at any rate.

升值

往往发生的事情，更频繁的是，通常不会破坏日常绩效管理，是两件事中的一个或两个。

首先，谢谢，赞美和致谢只是为了人们在和一天中做的日常事会。

Just about everyone we've encountered (ourselves included) thrives on even a little bit of appreciation.

当它被扣留的人感到被低估和消失的时候。

Acknowledge the Day to Day

Indeed, we recently worked with one manager who said that the day-to-day stuff was what people got paid for and they didn't need to be acknowledged for anything that wasn't above and beyond - we didn't agree!

In some organisations managers believe (sometimes rightly, sometimes not), that performance management is for the underachievers or for the people 'management' want to get rid of.

However, if you take the attitude that everyone you come in contact within your job (including those above you in the hierarchy) needs some form of performance management, you can't really go wrong.

我们在这里认真。

Find the Positive

每天都会找到与在您身边和周围一起工作的人的积极态度。

This can be as simple as thanking someone for making a cracking cup of tea, to celebrating meeting an important deadline.

不一定要大，但一定要有规律。它表明你已经注意到某人所做的事，然后花时间去承认。

我们很惊讶很少有人向上致谢。这就好像有一种信念，要么他们不需要它，要么它会被视为讨好。可怜的借口。

Difficulties Ignored

第二件破坏绩效管理的事情是，困难，即使是小困难，被忽视的时间太长了。

There seems to be this fantasy that things will right themselves, magically, without ever having to deal straight on with them. It's a bit like a child covering its eyes and saying:

“你看不见我！”

We know most people don't particularly like confrontation, but if something isn't working well, the earlier it's addressed, the sooner it can be righted.

避免和拒绝

To use some psychotherapy jargon here, avoidance and denial seem to be rife in some organisations.

如果人们知道何时存在问题或困难，它真的有助于帮助。可以快速处理，可以给出适当的支持。

Otherwise, amazingly, they grow (the problems, not the people). They do not go away of their own accord.

What goes along with this is that once you do go to someone with your complaint (five months down the road), they have every right to come back at you with: "How am I supposed to know there's a problem if you haven't told me?"

你看，我们很多人真的相信，如果我们看到困难，其他人都必须看到它，特别是那个'它的故障'的人。好吧，他们没有。

我们听说一位经理，他们认为他的一个员工做了太多个人电话。他对她说了什么吗？不。他所做的事情是为了记录她正在制作的电话数量，然后三个月后到小时。谈论升级一个问题的方式偏离比例！

为什么在这一刻难以处理事情？事实上难以避免避免而不是处理？

We Avoid it Because:

另一个人可能会哭
另一个人可能会生气
另一个人可能会有防御性
The other person might accuse me of not being fair or not understanding their job
I don't like giving bad news
I don't want people to think badly of me
They must know there's a problem, they're just being difficult
如果我知道他们撒谎怎么办？
It's really uncomfortable

Another collection of poor, but understandable, excuses.

是什么让那些借口如此可理解的是，当人们的表现是为了讨论时，任何或所有人都确实发生了。

Helpful Tips

以下是一些可能有用的提示：

好好看看你自己的恐惧和担忧是什么。当你和你注意到偏离轨道的人交谈时，没有理由不提他们：

“伊莱恩，我担心你可能会对我要说的话生气，但我知道你在工作时间内做了太多的个人电话，你需要停下来。”

“伊莲，我说这话真的很不舒服，但你打私人电话太多了，你得停下来。”

We also have a very simple model that takes the sting out of giving difficult messages:

“我注意到,你没有遇到你的最后期限the past few weeks.

如果我们每周检查一下你的工作安排，会不会是个好主意，

以便我们确定您可能需要的任何其他支持。”

Tell the truth whenever possible. If you treat people like children by withholding information that affects them or their job, then chances are they will react like children. If people are going to get upset with the truth, better they hear it earlier rather than later.

There is No Time

我们听到的另一个糟糕的借口是：“我没有时间。”

We know just how pressured most people's day-to-day jobs are, but we also know that enormous amounts of time and energy go into hamster-on-a-wheel-type thinking:

What people aren't doing
What they should be doing
How can they not see?
Why aren't they doing it?

Inordinate amounts of time and energy also go into telling other people (everyone except the person it's about) what's wrong and what needs fixing. Logically, we all know this is nuts! I complain about Elaine to George, but never to Elaine. I'm looking for an ally in agreeing just how bad Elaine is, rather than really looking for good advice on how to deal with her.

So look at it this way. If you deal with things in the moment (or relatively soon after the 'moment') then you won't be spending all that time on your hamster wheel. You also won't be spending huge amounts of time worrying about how the other person is going to react when you do get around to telling them. You won't involve other people, who quite simply, don't need to know.

Here's a Final Challenging Exercise

Think of the person you like best on your team. Make a list of all the praise and acknowledgement you could give them. Notice how easy it is to do this.

接下来，想想你觉得最难管理的人。现在列出所有你能给予他们的表扬和感谢。注意你的大脑是如何立即转到他们的问题上的，他们可以改进的地方，他们没有做他们应该做的事情。

如果你可以破解这个并赋予困难的人的好评，告诉他们他们需要改进和发展的地方变得更加容易。

Appraisals can't work without effective performance management. Our rule of thumb is: if you aren't doing day-to-day performance management, you can't really give someone a worthwhile appraisal.

Give praise, deal with difficulties as they arise, let people know if the goalposts have changed (they inevitably do in any working environment) and don't complain about your people to others behind their backs.

That's good performance management. Mostly it's straightforward common sense. It will take some effort but if followed it really can make work a far better place to be.