摒弃“年度”绩效考核

    本文首次发布于Entrepreneur网站，原文请参考：Entrepreneur.com。

    年度绩效考核的目标之一是总结过去一年的表现，激励员工做好来年的工作。不幸的是，一年一度的绩效考核的效果往往事与愿违。虽然它的初衷是鼓励团队成员努力做好今后的工作，可是结果往往让员工感觉不被认可、不受重视，甚至灰心丧气。

    管理层则把绩效考核看做是一项强加的负担，让人感觉压力重重，毫无成就感可言。无论被考核的对象是谁，年度考核总是给人带来压力和紧张情绪，让人心生不满。

    那么，企业的领导者应该怎么做呢？对于大型企业而言，绩效考核可能是无法避免的。但是，越来越多的企业开始认识到，年度考核往往不能对员工的表现产生积极影响，所以正在尝试新的考核方法。

    颠覆传统的绩效考核

    许多公司已经摒弃老套的年度考核，转而采取不断进行业绩反馈的形式。比如澳大利亚软件公司Atlassian就推出了新的考核方法，在试行的绩效考核方案中，由管理者公布业绩并对结果负起责任。

    Atlassian公司取消了年度考核，而是采取不断进行反馈和督导的形式。这种做法的基础是企业与员工彼此融合的信念。管理层在实施的过程中加入了特有的元素，让考核手段能够体现企业的价值观与文化。虽然Atlassian公司在实施的过程中也遇到过问题，但是，通过一对一的督导，该公司成功激发了全体员工的工作热情，避免了传统绩效考核打击士气的弊病。

    该公司的模式包括两个部分：结构化的反馈流程以及持续的、非正式的及时反馈。Atlassian公司还重新制定了奖金分配制度，提高了工资水平，向公司全体员工发放奖金，而不是针对个人进行奖励。该公司抛弃了将薪资与绩效考核挂钩的做法，而将重点放在根据员工的价值给予应有的薪水。尤其值得一提的是，该公司的管理层杜绝了按分数排名的老套制度，针对具体项目和整体绩效与员工保持沟通。

    全面改进评估流程

    如果你希望全面改造公司的绩效考核系统，不妨考虑利用以下技巧，可以实现事半功倍的效果：

    This post is in partnership with Entrepreneur. The original article can be found at Entrepreneur.com.

    One of the goals of annual performance reviews is to look at the past and motivate employees for the future. Unfortunately, these once-a-year reviews often have the opposite result. While they may be framed as a way to encourage team members to put their best foot forward, these reviews often end up making employees feel unappreciated, unimportant and deflated.

    For managers, performance reviews can seem like an imposition, a stressful and unfulfilling process. No matter which side of the table someone is positioned, annual reviews can lead to stress, tension and discontent.

    So what are leaders to do? For larger companies, performance reviews may be an unavoidable reality. But more and more organizations are beginning to understand that annual reviews often fail to positively influence their employees’ behavior, and they’re taking a new approach.

    Turning performance reviews upside down.

    Numerous companies have rejected the traditional model of the annual review in favor of providing ongoing performance feedback. The Australian software company Atlassian set out to approach reviews in a fresh way and managers held themselves accountable by publishing the results of their performance-review experiments.

    Atlassian moved away from the annual review to a model of providing ongoing feedback and coaching. Its methods were rooted in the notion of engagement, and managers gave the program unique touches to align it with company values and culture. They hit roadblocks along the way but achieved their goal of energizing Atlassian’s workforce through one-on-one coaching instead of demoralizing employees with traditional performance reviews.

    The company’s model consists of structured feedback sessions and ongoing, informal feedback immediately following an action. Atlassian also overhauled its bonus system, paying higher salaries and offering companywide bonuses instead of individual rewards. The company stopped tying compensation to reviews, focusing instead on paying employees what they’re worth. Most strikingly managers threw out the old numbers-based ranking system in favor of having a dialogue with employees about specific projects and overall performance.

    Overhauling the appraisal process.

    If you’re looking for a way to give your performance review a makeover, consider adopting the following techniques to drive better results: