比KPI和末位淘汰制更好的考核制度
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如果說(shuō)有一件事是美國(guó)企業(yè)界幾乎人人認(rèn)同的，那就是傳統(tǒng)的年度評(píng)估實(shí)在是浪費(fèi)時(shí)間。經(jīng)理和員工都為這一談話過(guò)程所困擾，而且已有大量證據(jù)顯示，除了制造一堆額外的紙質(zhì)文件，評(píng)估沒(méi)有任何意義。 軟件制造商Adobe公司不再對(duì)員工進(jìn)行年度績(jī)效評(píng)估，并放棄令人討厭的“末位淘汰制”，轉(zhuǎn)而實(shí)施所謂的“核查制”(Check In)。此舉收到奇效：離職的優(yōu)秀員工大大減少，更多表現(xiàn)不佳的員工選擇離開，最終推動(dòng)該公司股價(jià)大幅上漲。 Adobe全球人力資源及設(shè)施部高級(jí)副總裁唐娜?莫里斯回憶道：“我回顧了從2011年至今的整個(gè)評(píng)估流程，產(chǎn)生的想法就是：‘這對(duì)我們有什么用嗎？我們?yōu)槭裁匆鲞@個(gè)？’” 尤其令人討厭的是該公司的“末位淘汰制”。經(jīng)理們必須找出并開除團(tuán)隊(duì)成員中效率最低的那些員工。這導(dǎo)致這家軟件制造商內(nèi)部明爭(zhēng)暗斗、怨恨不斷，每年都有一些最優(yōu)秀的人才跳槽至競(jìng)爭(zhēng)對(duì)手那里。 在部分采納員工建議的基礎(chǔ)上，莫里斯和她的團(tuán)隊(duì)拋棄了年度評(píng)估制度，代之以所謂的“核查制”。每個(gè)財(cái)年剛開始時(shí)，員工和經(jīng)理會(huì)設(shè)立特定的目標(biāo)。然后員工要至少每8周（通常頻率會(huì)更高）與老板進(jìn)行實(shí)時(shí)討論，告知任務(wù)的完成進(jìn)度。在一年一度的“獎(jiǎng)勵(lì)環(huán)節(jié)”，經(jīng)理會(huì)根據(jù)每名員工完成任務(wù)或超額完成任務(wù)的情況，給予晉升或獎(jiǎng)金。莫里斯表示：“經(jīng)理在這方面有權(quán)做出決定。再?zèng)]有什么‘模型’了，人力資源部門不參與其中。” 莫里斯表示，這種新方法需要經(jīng)理接受額外的培訓(xùn)，他們需要調(diào)整日程，“空出設(shè)立期望并給予實(shí)時(shí)反饋的時(shí)間。”她補(bǔ)充道，一些國(guó)家的員工花了更長(zhǎng)的時(shí)間來(lái)接受這種新制度。比如，Adobe在印度的員工“得知他們不用每年填寫傳統(tǒng)的‘工作報(bào)告’時(shí)，表現(xiàn)得十分焦急，直到他們意識(shí)到更頻繁的對(duì)話能讓他們時(shí)刻掌握自己的進(jìn)度。” 莫里斯稱，這種透明的制度帶來(lái)了意料之外的效果。首先，盡管硅谷市場(chǎng)競(jìng)爭(zhēng)激烈，對(duì)技術(shù)型人才的追逐十分瘋狂，但流失的重要員工卻比以前更少了。莫里斯表示：“那些拒絕其他工作機(jī)會(huì)的人告訴我們，部分原因是‘核查制’讓他們覺得是我們幫助他們?nèi)〉昧顺晒Α！?/p> 不僅如此，經(jīng)理與表現(xiàn)不佳的員工更頻繁對(duì)話，還造成莫里斯所說(shuō)的“自然而然的，毫不可惜的員工流失”顯著增多。她說(shuō)：“這是因?yàn)閳F(tuán)隊(duì)領(lǐng)袖不必推遲與那些低效率員工進(jìn)行強(qiáng)硬對(duì)話的時(shí)間。這種制度不只保留了人才，還保留了那些合適的人才。” 這種制度還提高了Adobe公司的股價(jià)。莫里斯表示，由于能得到實(shí)時(shí)反饋，每位員工都處于正軌，勁兒往一處使，這大大提高了1.3萬(wàn)名員工的工作效率。自“核查制”實(shí)施以來(lái)，Adobe股價(jià)從30美元漲到了80美元以上。（財(cái)富中文網(wǎng)） 譯者：嚴(yán)匡正 審校：任文科 |
If there’s one thing almost everyone in corporate America can agree on, it’s that traditional once-a-year evaluations are a waste of time. Managers and employees dread the discussions, and plenty of evidence shows they don’t produce anything but a pile of extra paperwork. “I looked at this whole process, back in 2011, and thought, ‘Is this really doing anything useful for us? Why are we doing it?’” recalls Donna Morris, Adobe’s global senior vice president of people and places. Especially troublesome was that the company’s “rank and yank” system, which forced managers to identify and fire their least productive team members, caused so much infighting and resentment that, each year, it was making some of the software maker’s best people flee to competitors. So, based in part on ideas crowdsourced from employees, Morris and her team scrapped annual evaluations and replaced them with a system called Check In. At the start of each fiscal year, employees and managers set specific goals. Then, at least every eight weeks but usually much more often, people “check in” with their bosses for a real-time discussion of how things are going. At an annual “rewards check-in,” managers give out raises and bonuses according to how well each employee has met or exceeded his or her targets. “Managers are empowered to make those decisions,” says Morris. “There is no ‘matrix.’ HR isn’t involved.” The new approach has required extra training for managers, who have had to adjust their schedules to “allow for setting expectations and giving feedback in real time,” Morris notes. Getting used to the new system has taken longer in some countries than in others, she adds. Adobe’s employees in India, for instance, “were anxious at first about not having the old written ‘report card’ every year, until they realized that, by having these conversations much more often, they would always know exactly where they stand.” Morris says that transparency has paid unexpected dividends. For one thing, fewer valued staffers are leaving, despite the ferociously competitive Silicon Valley market for tech talent. “People who have turned down other offers tell us it’s partly because Check In makes them feel like we’re helping them succeed,” says Morris. Not only that, but more frequent talks between managers and underperforming staffers have led to a marked increase in what Morris calls “involuntary, non-regrettable attrition, because team leaders are no longer putting off having tough conversations with people who aren’t cutting it,” she says. “It’s not just about retaining talent. It’s about retaining the right talent.” It’s also about boosting Adobe’s ADBE -3.07% stock price. Getting feedback in real time, so everyone stays on track and is pulling in the same direction, has helped make Adobe’s 13,000 employees far more productive, Morris says. Adobe’s stock price has increased from about $30 to over $80 since Check In began. |
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