即使是表现最高的员工，也常常会感到恐惧和焦虑，进入年度或双年度绩效审查。收到反馈可能会很压力，当一年（或半年）的工作中只有一个小时的对话时，压力就会加剧。考虑一下从薪酬到职业流动性影响的一两次评论会议影响的所有事情，可能会令人不安。
在大辞职时代andthe Great Reshuffle, a lot is riding on the quality of performance-review conversations for employers as well. Historic numbers of individuals have shown that they’re willing to leave a job if they feel undervalued. Meanwhile, companies are finding that it is much harder and more competitive to attract talent than ever before. Catered lunches or bring-your-pet-to-work days will no longer suffice. At the end of the day, people are any company’s greatest assets and continued investment in their growth and development is critical to long-term business success. Providing an ongoing mechanism for transparent, two-way conversations is critical to helping employees and their managers build a trusted, transparent relationship that ultimately leads to optimal performance and business impact.
The bottom line is that the tradition of doing performance reviews only once or twice a year is broken, and it needs to change. For the sake of agility and pace of innovation, employees need to have more frequent touch points with their managers (and colleagues) to discuss what’s working and the areas for continued growth. As an employer, you have an如果您愿意全年为人们提供这些接触点，有机会脱颖而出，吸引和保持最佳人才。
The problem with annual reviews
事实是，员工每天都会出现并执行。但是，当管理人员试图将一年的成就总结成一个小时的关于绩效的对话时，它充其量是给员工的印象，即这一刻就是如何衡量他们的工作。最糟糕的是，它在可采取行动后很长一段时间为员工提供了反馈。从讨论员工在四个，五个或六个月前完成的项目中如何做些不同的事情可能会获得什么？
It can be especially painful to learn that one’s compensation, bonus, and opportunities to take on bigger projects and stretch assignments have been hit by things that happened long ago. Think about this: If you’re led to believe that annual performance reviews are your only chance at upping your salary, would you dwell on the things that didn’t go well in the past year or only focus the review conversation on highlighting the positives? Managers aren’t mind readers.
不仅是员工对年度或双年度绩效评论感到担忧。他们可以成为经理们的行政噩梦，这些管理人员感到有压力，要对员工产生新长度的评论。而且，只有在经理有多个直接报告的情况下，工作才会增加。
When managers are compelled to capture一切about their employees in a single review, more often than not, unintended bias seeps in. For example, in order to provide a balanced review with both positive and “room for improvement” feedback, the manager may overemphasize things that their employees don’t do well. Or if a manager has dozens of reviews to work through by year’s end, they may give everyone similar feedback because it’s easier and faster. It’s no surprise that 75% of employees think that traditional performance reviews are inaccurate, and 70% believe that they’ve received unfair ratings in their reviews, according to a recentGallup study。
Speaking of ratings, many companies may opt for a ratings scale with their reviews in an attempt to circumvent bias and provide structure. But in most cases, it’s not the employees who benefit from being “graded” for their work. How is an employee supposed to feel when they receive a three out of five? Ratings may be a helpful tool for certain business functions to keep tabs on people and assign value to employees’ talents, but they don’t actually help employees improve their work.
So How Do We Fix It?
如果绩效审查的目的是提供清晰度并提高员工的绩效，则应围绕一个系统构建，该系统为员工（包括经理人）和当下成功所需的反馈。更重要的是，他们应该授权员工自定义他们要求反馈的方式。并非所有工作都是定量数据。
更新任何绩效审查结构的起点是向员工询问他们的工作和需要改进的反馈。这可以通过参与调查，托管焦点小组或其他征求反馈的方法来完成。要问的一些好问题包括他们是否已经接受了如何填写表演审查并向同龄人提供反馈的培训；他们是否清楚自己不断发展的角色和责任；他们如何在公司的职业生涯中进步；以及他们是否获得了有益的，可行的反馈。
Review conversations work best when they’re set up in a way that feels less daunting. One way to alleviate the “fear factor” is to change the cadence of how often discussions about performance happens. More frequent, informal conversations between managers and direct reports lead to more frequent opportunities to address what’s on the employee’s mind —both the good and the bad—and help them course correct based on real-time feedback. More regular check-ins also afford managers the opportunity to adjust how they’re working with their direct reports to best support their career growth.
公司还可以使员工更容易提供和接收同行反馈，从而为公司提供了很好的服务。同行反馈可能会非常有益，因为它允许员工了解同事如何看待自己的工作。这有助于他们弄清楚如何最好地利用自己的技能以及如何与同龄人合作以提高团队的生产力。同行反馈的另一个好处：当今的全球工作性质意味着，如今，员工与一个项目中的某人合作，然后再与他们一起工作六个月更为普遍。通过能够“目前”给予和接收同行反馈，员工可以从各种来源提取投入，并向经理展示其工作的进度以及他们的出现方式。
Conclusion
At the end of the day, your employees should know how they’re doing. Their manager should know where their direct reports want to go with their careers and how to best support them. If your performance reviews are delivering on those goals in an empathetic way, there shouldn’t be anything inherently scary about the process.
绩效审查可能是增强公司价值的最强锚点之一。正确完成后，它应该鼓励学习，促进自我反思并增强成长心态。
而且，如果您不正确，您的员工将找到另一家公司。
Arden Madsenis director of talent management atAdobe。