績效評(píng)估不滿意，如何自救？
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????親愛的安妮：一年一度的業(yè)績考評(píng)時(shí)間又到了，我和同事們跟往年一樣，都抱著逆來順受的態(tài)度。我們已經(jīng)習(xí)慣了業(yè)績考評(píng)走過場，趕緊讓它結(jié)束。因?yàn)槔习鍖?duì)我們的工作疏于了解，他所做的只是盡力弄清我們?cè)谶^去一年中工作的得失。每年年終我們都會(huì)抱怨老板在考評(píng)中的錯(cuò)誤，或者我們完成了某些工作而他并不知情。但迄今為止，我們沒有一個(gè)人試圖對(duì)這種評(píng)估提出異議。有沒有一種可行的辦法來糾正不準(zhǔn)確的業(yè)績?cè)u(píng)價(jià)呢，或者我們是否就應(yīng)該這么得過且過？如果我什么都不說的話，我漲薪和升職的機(jī)會(huì)是不是也會(huì)隨之減少。您對(duì)此事怎么看的？——未被正確評(píng)價(jià)的人 ????親愛的未被正確評(píng)價(jià)的人: 別這樣，約翰?胡佛說：“逆來順受絕對(duì)是處理這種事的最糟方式。為什么要讓自己職業(yè)生涯中如此關(guān)鍵的部分受制于他人呢，尤其是你已經(jīng)知道老板對(duì)你的工作毫無概念，為什么還要這樣繼續(xù)下去？” ????胡佛在位于曼哈頓的帕特納人力資源國際咨詢公司（Partners in Human Resources International）從事企業(yè)高管培訓(xùn)工作。他負(fù)責(zé)對(duì)來自IBM、希爾頓酒店（Hilton Hotels）、通信公司威力眾（Verizon）、施樂(Xerox)以及其它很多大型公司的經(jīng)理人提供咨詢服務(wù)。他還寫過一本具有深刻見解的書：《如何為白癡工作：不炒老板照樣成功》（How to Work for an Idiot: Survive and Thrive Without Killing Your Boss）。 ????針對(duì)你提出的問題，有一種答復(fù)是你當(dāng)然可以質(zhì)疑業(yè)績?cè)u(píng)估的不準(zhǔn)確或者不完善。胡佛稱這種答案是“令人生厭的人力資源部門式答復(fù)”。他說：“你可以去人力資源部門要求重新進(jìn)行評(píng)估，指出老板漏掉的東西，補(bǔ)充到個(gè)人檔案里。” ????然而，從政治角度來說，這種做法風(fēng)險(xiǎn)很大，因?yàn)檫@可能會(huì)讓你的老板難堪，使得他看起來對(duì)你所做的工作一無所知。胡佛稱：“最好列出一份清單，直接去找老板，向他指出他忽略了的事情，并請(qǐng)求他將這些增加到對(duì)你的書面評(píng)價(jià)中去?！比绻悴贿@么做，那么你的發(fā)展機(jī)會(huì)將會(huì)減少，這是毋庸置疑的。 ????現(xiàn)在，讓我們來談?wù)勅绾伪苊膺@種情況的發(fā)生。胡佛稱：“你應(yīng)該每周撰寫個(gè)人業(yè)績?cè)u(píng)估。作為咨詢師，我們通常會(huì)告訴老板跟每一位下屬溝通，每周至少一次，即使非常簡短也沒關(guān)系。要設(shè)定工作目標(biāo)并聽取員工的進(jìn)展報(bào)告，而不能像你的老板那樣，一年才對(duì)員工進(jìn)行一次評(píng)價(jià)?！?/p> ????胡佛建議：“但如果老板并未這么做，那你就要設(shè)法讓他做到。每周找老板談?wù)?，告訴他你正在做什么，進(jìn)展如何，隨后再發(fā)一封簡短的電子郵件總結(jié)一下你們所談的內(nèi)容。等年終評(píng)估時(shí)間臨近時(shí)，再寫一份簡潔的匯報(bào)，總結(jié)一下今年的工作成績，通過電子郵件發(fā)送給他?！?/p> |
????Dear Annie: It's annual performance-evaluation time again, and my coworkers and I are, as usual, taking a grin-and-bear-it approach. We've gotten used to just getting it over with, as my out-of-touch boss does his best to come up with the pros and cons of our performance over the past 12 months. We end each year grumbling about the things our boss has gotten wrong, or things we've accomplished that he is just unaware of, but, so far, none of us has attempted any rebuttal. Are there any practical ways to correct inaccurate performance reviews, or should we just keep muddling along? I'm wondering if saying nothing is undercutting my chances for raises and promotions. Your thoughts? — Underappreciated ????Dear Underappreciated: Whoa. "'Grin and bear it' is absolutely the worst possible way to handle this situation," says John Hoover. "Why are you abdicating such an essential part of your career to someone else, especially since you already know your boss is clueless?" ????Hoover, who leads the executive coaching practice at Manhattan-based consulting firm Partners in Human Resources International, counsels managers at IBM (IBM), Hilton Hotels, Verizon (VZ), Xerox (XRX), and many other big companies. He also wrote an insightful book called How to Work for an Idiot: Survive and Thrive Without Killing Your Boss. ????What Hoover calls "the boring HR answer" to your question is that you can indeed challenge an inaccurate or incomplete performance review. "You can go through the HR department and ask to be re-evaluated, pointing out things that were missed so they can be recorded in your personnel file," he says. ????Politically, however, that route is risky, since it's likely to embarrass your boss by making him look, well, out of touch with what you're doing. "A better approach is to go to your boss directly with a list of the things he has overlooked, and ask him to add them to your written review," says Hoover. If you don't, your suspicion that you're undercutting your own chances for advancement is probably spot on. ????Now, let's talk about how to prevent this debacle in the future. "You should be scripting your own performance evaluation 52 weeks a year," says Hoover. "As coaches, we always tell bosses to communicate with everyone under them at least once a week -- even if only very briefly -- to set goals and get progress reports, rather than blind-siding people once a year, as your boss seems to be doing. ????"But if that is not happening, you need to make it happen. Engage your boss in a conversation every week about what you're working on and how it's going, and follow up with a brief email summing up what was said," Hoover advises. "Then, as annual evaluation time approaches, write up a succinct account of your accomplishments for the year and email it to him." |
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