績效評估不滿意，如何自救？
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????親愛的安妮：一年一度的業績考評時間又到了，我和同事們跟往年一樣，都抱著逆來順受的態度。我們已經習慣了業績考評走過場，趕緊讓它結束。因為老板對我們的工作疏于了解，他所做的只是盡力弄清我們在過去一年中工作的得失。每年年終我們都會抱怨老板在考評中的錯誤，或者我們完成了某些工作而他并不知情。但迄今為止，我們沒有一個人試圖對這種評估提出異議。有沒有一種可行的辦法來糾正不準確的業績評價呢，或者我們是否就應該這么得過且過？如果我什么都不說的話，我漲薪和升職的機會是不是也會隨之減少。您對此事怎么看的？——未被正確評價的人 ????親愛的未被正確評價的人: 別這樣，約翰?胡佛說：“逆來順受絕對是處理這種事的最糟方式。為什么要讓自己職業生涯中如此關鍵的部分受制于他人呢，尤其是你已經知道老板對你的工作毫無概念，為什么還要這樣繼續下去？” ????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）從事企業高管培訓工作。他負責對來自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理人提供咨詢服務。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）。 ????針對你提出的問題，有一種答復是你當然可以質疑業績評估的不準確或者不完善。胡佛稱這種答案是“令人生厭的人力資源部門式答復”。他說：“你可以去人力資源部門要求重新進行評估，指出老板漏掉的東西，補充到個人檔案里。” ????然而，從政治角度來說，這種做法風險很大，因為這可能會讓你的老板難堪，使得他看起來對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，并請求他將這些增加到對你的書面評價中去。”如果你不這么做，那么你的發展機會將會減少，這是毋庸置疑的。 ????現在，讓我們來談談如何避免這種情況的發生。胡佛稱：“你應該每周撰寫個人業績評估。作為咨詢師，我們通常會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系。要設定工作目標并聽取員工的進展報告，而不能像你的老板那樣，一年才對員工進行一次評價。” ????胡佛建議：“但如果老板并未這么做，那你就要設法讓他做到。每周找老板談談，告訴他你正在做什么，進展如何，隨后再發一封簡短的電子郵件總結一下你們所談的內容。等年終評估時間臨近時，再寫一份簡潔的匯報，總結一下今年的工作成績，通過電子郵件發送給他。” |
????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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