業(yè)績(jī)?cè)u(píng)估之惑：主動(dòng)出擊還是被動(dòng)等待
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????親愛(ài)的安妮：我的一位朋友把您的那篇專欄文章《業(yè)績(jī)?cè)u(píng)估不滿意，如何自救？》發(fā)給我看了。但我遇到的情況跟您講的略有不同，我老板根本就沒(méi)有對(duì)我的績(jī)效做過(guò)評(píng)價(jià)。我們公司的管理人員通常在每年一月份進(jìn)行績(jī)效評(píng)估，員工們也能借此機(jī)會(huì)規(guī)劃來(lái)年的目標(biāo)。但現(xiàn)在已經(jīng)到了三月份，老板還沒(méi)著手做這件事。因?yàn)檎娇?jī)效評(píng)估會(huì)在一定程度上影響到我們的獎(jiǎng)金，所以我很想知道老板到底是怎么想的。 ????但另一方面，我不愿意總提這一點(diǎn)，也不愿意主動(dòng)要求進(jìn)行績(jī)效評(píng)估。老板來(lái)這里僅有短短幾個(gè)月的時(shí)間，我知道他工作忙得不可開(kāi)交。除此之外，對(duì)于他所做的一些變革，我也與他有些意見(jiàn)沖突。我并不想對(duì)他施加壓力，以免他對(duì)我做出一個(gè)不怎么有利的評(píng)價(jià)。我到底是否應(yīng)該主動(dòng)要求，還是不要自找麻煩呢？——I.D.（蒙在鼓里的人） ????親愛(ài)的I.D.：你遇到的困境并不鮮見(jiàn)。在過(guò)去數(shù)十年中，有大量研究表明，相當(dāng)多的經(jīng)理人懼怕進(jìn)行績(jī)效考評(píng)，其中有些人（有報(bào)告稱，這個(gè)比例高達(dá)40%）甚至想法設(shè)法無(wú)限期拖延這件棘手的事。鑒于很多公司都精簡(jiǎn)了人員，員工比以往工作更努力，但由此造成的時(shí)間緊迫讓這些本來(lái)就不情愿做績(jī)效評(píng)估的老板們又多了一個(gè)逃避責(zé)任的借口。 ????卡利帕人力資源咨詢公司（Caliper）總裁派特里克?斯維尼稱：“你老板尚未跟你展開(kāi)評(píng)估面談的原因可能有很多。舉例來(lái)說(shuō)，鑒于他來(lái)的時(shí)間不長(zhǎng)，也許上級(jí)對(duì)他的預(yù)期尚不明朗?；蛘咚部赡苤皇菃渭兊夭幌矚g做評(píng)估而已?！?/p> ????不管導(dǎo)致拖延的原因是什么，斯維尼強(qiáng)烈建議你“主動(dòng)與他對(duì)話?？梢缘驼{(diào)一些，順道去老板的辦公室坐坐或者給他發(fā)電子郵件，可以這么說(shuō)：‘‘我們可否約個(gè)時(shí)間坐下來(lái)談?wù)?，或者一起吃個(gè)午飯也行。我希望您能了解我的工作現(xiàn)狀，如果可能的話，我還想聽(tīng)聽(tīng)您的意見(jiàn)?！?/p> ????鑒于你懷疑老板不喜歡做負(fù)面評(píng)價(jià)而回避業(yè)績(jī)考核，斯維尼表示：“如果其他人都得到了評(píng)估而你沒(méi)有，那可不是什么好兆頭。即便真的如此，保持低調(diào)、默不作聲也于事無(wú)補(bǔ)。不管是什么問(wèn)題，越早聽(tīng)取批評(píng)意見(jiàn)對(duì)你越有利，因?yàn)槟隳軌蚋斓貞?yīng)對(duì)問(wèn)題，找出扭轉(zhuǎn)局勢(shì)的方法。再晚的話可能就太遲了?！?/p> ????斯維尼建議，一旦開(kāi)始行動(dòng)，就必須定期向老板匯報(bào)工作，比如每季度一次。他還說(shuō)：“正式的年度評(píng)估不能出現(xiàn)任何出乎老板意料之外的東西。年度評(píng)估應(yīng)該是從整整一年來(lái)你跟老板的多次討論中自然發(fā)展而來(lái)。如果還有其他下屬也要對(duì)他匯報(bào)工作，你就得時(shí)不時(shí)提醒老板你正在執(zhí)行的任務(wù)，比如一些小項(xiàng)目和大型計(jì)劃。要對(duì)工作成績(jī)做好記錄，便于向老板展示。” ????談到工作得到認(rèn)可和獎(jiǎng)勵(lì)，斯維尼表示：“老板對(duì)你的看法與事實(shí)同等重要?！辈粌H如此，定期征求建議也“有助于讓你從一眾同事中脫穎而出”。 |
????Dear Annie: A friend sent me your column on changing a bad performance review, but I have a somewhat different problem, which is that I haven't been evaluated at all. Managers at my company usually give performance appraisals in January, partly to give everybody a chance to set goals for the year, but it's now March and my boss hasn't gotten around to it yet. Formal reviews determine some of our incentive pay, so naturally I'm curious. ????On the other hand, I hesitate to press the point and ask to be evaluated. My boss has only been here a few months, and I know he's overloaded with work. But beyond that, he and I have had a couple of clashes over some changes he's made, and I'd hate to pressure him into giving me an evaluation that maybe won't be so great. Should I make the request anyway, or let sleeping dogs lie? — In the Dark ????Dear I.D.: For what it's worth, your predicament is far from unusual. Plenty of studies over the past couple of decades have shown that many managers dread giving performance reviews so much that some of them (almost 40%, one report said) find ways to put off the chore indefinitely. And now that leaner staffs in many companies mean people are working harder than ever, the resulting time crunch gives reluctant bosses one more reason to duck this task. ????"There could be any number of reasons why your boss hasn't sat down with you," notes Patrick Sweeney, president of human resources consulting firm Caliper. "For example, since he is relatively new, maybe the expectations from his own higher-ups aren't clear yet. Or maybe he just doesn't like doing evaluations." ????Whatever the holdup is, Sweeney urges you to "start the conversation. You can keep your request very low-key," he says. "Drop by the boss's office or email him and say something like, 'I was just wondering if we could set a time to talk, or maybe grab lunch. I'd like to keep you up-to-date on what I'm doing, and hear any advice you might have.'" ????As for your suspicion that your boss is dodging you because he dislikes giving negative feedback, Sweeney muses, "If everyone else is getting evaluated and you're not, that may be a bad sign. But even if that's the case, keeping your head down and saying nothing won't help. You're better off hearing criticism sooner rather than later, because the sooner you hear it, the faster you can address whatever the problem is and figure out how to turn the situation around. Later may be too late." Gulp. ????Once you've gotten the ball rolling, Sweeney recommends keeping your boss informed about what you're doing on a regular basis, maybe quarterly. "A formal annual review shouldn't contain any surprises. It should be an outgrowth of discussions you've had during the whole year," he says, adding: "If your boss has a number of other people reporting to him, he may need an occasional reminder of what you're doing -- small items as well as big projects. Keep a running list of your achievements that you can share." ????When it comes to being recognized (and rewarded) for your work, Sweeney notes, "the perception is as important as the reality." Not only that, but regularly asking for suggestions "will help you stand out from the crowd." |
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