摒弃“年度”绩效考核

    1. 放弃年度绩效考核的旧方法，在管理层与员工之间定期展开一对一的会谈，共同设定目标并密切监控目标达成的进度。这些会议可以让员工不断调整业绩表现。

    2.彻底抛弃绩效奖金。支付市场上最高的工资，提供组织奖金和股权奖励。不要将报酬与年度绩效考核挂钩。给予员工应有的薪水——不多不少，恰到好处。例如，如果这是一名客户主管，那么就提供公司觉得客户主管职位应得的薪水。根据行业标准，为每一个岗位的员工支付恰当的薪水。

    3.摒弃传统的评估系统。不要用条条框框来给员工分等级（根据大量的数据评三六九等），而是定期提供诚实的反馈，针对异常和不良表现举出具体事例。请团队成员明辨正误，从每一次的问题中吸取教训。

    4. 督导而不是考核。传统的考核让员工感觉自己在被管理者审判。用督导式的方法（鼓励出色的绩效，在团队成员绩效不佳时为其提供支持），能够加深管理层与员工之间的关系，实现更理想的业绩。

    不要要求员工进行自我评价，问一些诸如“你这个月偷懒了几次”这样的问题。开放式的问题可以促使人们反省自己的表现。

    5. 综合同事的反馈和意见，这些可以成为促进个人发展的有力工具，令员工明白自己的工作如何影响其他人。

    在绩效考核方法的问题上，各个机构不能依葫芦画瓢，照搬其他公司的做法。可以学学Atlassian等公司的经验，但是每个公司的政策必须体现自己独一无二的文化和价值观。

    如果你正在寻找员工考评的新方法，不妨从每个月的会议开始，了解每位团队成员。持续的反馈和督导会逐步改善业绩，同时消除令人生畏的年度考核带来的压力。（财富中文网）

    1. Replace the annual performance review with regular, one-on-one meetings during which managers and employees set goals and monitor success. These meetings can empower employees to make adjustments to their performance along the way.

    2. Turn your performance bonuses upside down. Pay top-of-market salaries, offer organizational bonuses and stock options. Don’t tie compensation to annual performance reviews. Pay people what they are worth: no more, no less. For example, if an employee is an account director, he or she should be paid for what the company thinks an account director is worth. Pay people for what their actual job title is worth, according to industry standards.

    3. Eliminate the traditional rating system. Don’t grade employees on a number scale (ranking employees on a scale of numbers). Instead, provide regular, honest feedback and provide specific examples of exceptional and poor performance. Ask team members to identify what went right, what went wrong and how they can learn from each case.

    4. Coach, don’t review. Traditional reviews leave employees feeling as if their managers are sitting in judgment of their performance. Taking a coaching approach (encouraging strong performance and supporting team members after weak performance) can strengthen your relationships with your employees and lead to better results.

    Rather than requesting that employees grade themselves, ask them things like “How often did you stretch yourself this month?” Open-ended questions can prompt people to think introspectively about their performance.

    5. Integrate peer feedback and reviews, which can serve as a powerful development tool, enabling employees to see how their work affects others.

    Your organization’s approach to performance reviews should not be a carbon copy of any other company’s. Take a page from the playbook of Atlassian, say, but your policies should reflect your company’s unique culture and values.

    If you’re looking for new ways to approach appraisals, start with monthly meetings to check in with each team member. Continuous feedback and coaching can help you take small steps toward improving performance while relieving some of the stress of the dreaded annual review.