Performance Management and Appraisals

在使用评估时 - 最好的惊喜并不令人惊讶

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.

与商业中的许多其他进程一样，评估可以是一个完美的论坛，用于审查，开发和沟通，或者它们可能是浪费时间的所有有关的时间。

Useful Appraisals

这就是为什么他们可以有用：

他们是双向的
They're thoughtful
They offer acknowledgement
他们支持
他们激励

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.

Non Useful Appraisals

这就是为什么他们经常毫无意义：

They're rushed
They're one-way
They refer to things that are no longer relevant
People lie
The real issues don't get dealt with

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.

曾经年度评估

Appraisals are almost always a one or two times a year process rather than something that is a daily part of a manager's job.

They can often be 'tick the box' exercises that cause a great deal of anxiety on both 'sides', and once they're completed they aren't looked at again till the next time.

Difficult feedback is avoided, postponed, sugar-coated or lied about during the appraisal.

A lot may ride on someone's appraisal (their pay review, for one), and yet insufficient time and effort usually goes into them.

Poor Performance

通常，很多经理都不想放入黑白，因为某人的表现一直是如此，因此他们（经理）将负责那个人没有获得加薪或晋升。

One of our clients told us that rather than completely redoing their appraisal process they decided to 'markdown' their performance-related pay levels: in other words if someone had been scored a 4 (out of 5 levels) they were lowered to a 3.

Invisible Incompetence

这是因为他们发现大多数管理人员都比他们的表现更高。这是一个努力摆脱“无形的无能的过程”，这是困难的过程中的“无形的无能”。

In addition, if everything is focused on the appraisal process then you run the risk of creating anxiety during the build-up and a lack of motivation and productivity as people anticipate the results.

5% of Appraisals are Satisfactory

Supposedly only 5% of organisations say they have satisfactory appraisal processes, but we got that information off the Internet, so I'd take it with a pinch of salt!

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.

人们会关注过程而不是objective, which is to help people develop into more effective, better-managed members of staff.

Good Appraisal

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

If it is left to review twice a year, or even quarterly, all the opportunities to support and guide the employee to improve get missed.

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

最好的惊喜并不令人惊讶

当然，这就是我们说的原因，最好的惊喜并不令人惊讶。

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

"How'm I doin?"Ex-New York City Mayor Ed Koch used to ask that question all the time during his term in office.

对我们来说，总结了绩效管理的目的：让人们知道他们是如何做的，给他们有用的反馈，并确保他们尽可能有效地工作。

Performance Management

With good performance management, a person's day-to-day effectiveness is what's being looked at.

Specific goals are agreed, workload determined and expectations set. That way, people can feel supported and looked after by their line manager and any apparent or potential difficulties can be dealt with as they occur.

When people are well managed they feel aligned, committed, onboard and motivated.

他们的需求和想要被考虑;他们的怪癖和个人的工作方式正在被安抚;他们的贡献得到了承认。

这就是它应该以任何速度工作的方式。

Appreciation

What tends to happen, more often than not, that undermines day to day performance management, is one or both of two things.

The first is that thanks, praise and acknowledgement simply aren't given for the routine stuff that people do day in and day out.

只是关于我们遇到的每个人（我们自己包括）甚至一点点欣赏。

When it's withheld people feel undervalued and demotivated.

确认日复一日

事实上，我们最近与一位经理合作，他说日常的东西是人们所获得的报酬，他们不需要承认任何没有以上的东西 - 我们不同意！

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.

但是，如果你采取态度，你在工作中接触的每个人（包括在层次结构上方的人）需要某种形式的绩效管理，你不能真正出错。

We're serious here.

找到积极的

Every day find something positive to say to everyone who works with and around you.

这可以像感谢某人制作一个开裂的茶叶一样简单，以庆祝迎接一个重要的截止日期。

It doesn't have to be big, but it does have to be regular. It shows you've noticed what someone has done and then taken time to acknowledge it.

We're surprised how few people give acknowledgement upwards. It's as though there's a belief that either they don't need it, or that it will be viewed as currying favour. Poor excuses.

Difficulties Ignored

The second thing that undermines performance management is that difficulties, even small ones, are ignored far too long.

似乎这种幻想，事情会自行，神奇地，没有人不必直接处理他们。这有点像一个孩子覆盖眼睛并说：

"You can't see me!"

我们知道大多数人并不是特别喜欢对抗，但如果某些事情不好，那就是它的似乎，它可以越早纠正。

Avoidance and Denial

在这里使用一些心理治疗术语，在某些组织中避免和拒绝似乎是陌生的。

It really does help if people know when there's a problem or difficulty. It can be dealt with quickly and the appropriate support can be given.

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?"

You see, a lot of us really do believe that if we see there's a difficulty everyone else must see it as well, particularly the person who's 'fault' it is. Well, they don't.

We heard of one manager who felt that one of his staff was making too many personal calls. Did he say anything to her? No. What he did do was to keep a log of how many calls she was making and then went to HR three months later. Talk about escalating a problem way out of proportion!

Why is dealing with things in the moment so difficult? So difficult in fact, that it's routinely avoided rather than dealt with?

我们避免它，因为：

The other person might cry
The other person might get angry
The other person might get defensive
The other person might accuse me of not being fair or not understanding their job
I don't like giving bad news
我不希望人们觉得我很痛苦
他们必须知道有一个问题，他们只是很难
What if I know they're lying?
It's really uncomfortable

另一个贫穷，但可理解的借口集合。

What makes those excuses so understandable is that any or all of them do indeed happen when people's performance is up for discussion.

有用的提示

Here are a couple of tips that might help:

Take a good look at what your own fears and concerns are. There is no reason why you shouldn't mention them when you speak to someone who you notice has gone off track:

"Elaine, I'm concerned you might get angry with what I'm going to say, yet I'm aware that you're making too many personal calls during working hours and you need to stop."

或者

"Elaine, this is really uncomfortable for me to say, but you are making far too many personal calls and you need to stop."

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.

Would it be a good idea if we reviewed your work schedule on a weekly basis,

So that we can identify any additional support you might need."

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.

没有时间

Another poor excuse we've heard is: "I don't have the time."

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:

人们没有做什么
What they should be doing
他们怎么看不到？
Why aren't they doing it?

过多的时间和能量也参与了别人（除了这个人之外的所有人）都有什么是错的，有什么需要解决。逻辑上，我们都知道这是坚果！我抱怨Elaine到乔治，但从来没有伊莱恩。我正在寻找一个盟友同意伊莱恩是多么糟糕，而不是真正寻求关于如何应对她的好建议。

所以这样看它。如果你在此刻（或者在'时刻）的情况下处理事情），那么你将不会在仓鼠轮上花费所有时间。您也不会花费大量的时间担心，当您待时，其他人将如何做出反应。你不会涉及别人，谁只是简单，不需要知道。

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.

Next, think of the person you find most difficult to manage. Now make a list of all the praise and acknowledgement you could give them. Notice how your mind immediately goes to what's wrong with them, where they could improve, what they didn't do that they should.

If you can crack this one and give even the difficult ones lots of praise, telling them where they need to improve and develop becomes much easier.

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.

赞美，处理困难时出现，让人们知道球门柱是否已经改变（他们在任何工作环境中都不可避免地做），不要抱怨你的人在背后的其他人身上。

这是良好的绩效管理。主要是它是直截了当的常识。这需要一些努力，但如果遵循它真的可以使工作成为一个更好的地方。