BEC中级文章精选:避免绩效评估负作用

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避免绩效评估负作用
BEC中级文章阅读精选:避免绩效评估负作用(管理经验谈:消除绩效评估可能想发的负面情绪)

导读:没有人会喜欢听到负面的绩效评估报告,管理人员与员工之前的这类沟通很可能会伤害感情、引发争执和相互指责。“员工受到评估的这种方式是引发压力和紧张感的最大因素之一,完全没有必要。”《从威胁到急眼:将你的组织撤离导火线》一书的作者Andrew Faas这样说道:“主观性、模棱两可、个人偏见以及这些因素可能操控整个绩效管理体系的所谓评估,让人们感觉憎恨和厌烦。”

以下文章选自SHRM专业人力资源网站,作者通过例证绩效评估可能引发的负面效应,提醒HR在引导相应工作之前应积极提升主管沟通技能和有效疏导员工心态。里面包含非常地道实用的商务英语写作词汇及句型,相关生词及实用短语已用蓝色高亮,希望能够对正在BEC备考的童鞋有所帮助。

No one likes to hear negative feedback during their performance review. The discussions between worker and supervisor can be ripe for hurt feelings, arguments and blame.

“The way employees are assessed is one of the biggest unnecessary stress factors,” said Andrew Faas,  and author of From Bully to Bull’s Eye: Move Your Organization Out of the Line of Fire (RCG Press, 2017). “Subjectivity, ambiguity, biases and the ability to manipulate the performance management system has created a loathing ” of such reviews.

Long before face-to-face reviews happens, managers need training on how to conduct them, said Catherine Mattice Zundel, SHRM-SCP, a consultant with Civility Partners in La Mesa, Calif.

“Performance management is one place a lot of organizations fail miserably,” she said. “So many organizations never train managers on how to ‘do’ performance management. Every single manager out there should know how to prepare themselves for workers who react angrily, because they should’ve gone through a refresher training before they had the conversation. If you’re not offering a refresher training on performance evaluations, do.”

As part of that training, Alicea suggested asking supervisors to write down a list of reasons to help their employees understand why they received their rating. Remind supervisors to give employees suggestions to make improvements and to refer employees who feel that personal issues are keeping them from accomplishing their goals to HR.

Carole Lieberman, a Beverly Hills, Calif.-based psychiatrist and expert witness in employment cases, said it’s always a good idea to first give an employee her performance review in writing.

“Let them address, in writing, what they disagree with, then the manager and employee can meet to discuss their differences of opinion, after each one has had time to think about it and cool down,” she said.

Before the reviews, the HR department can remind supervisors and subordinates of some ground rules, Mattice Zundel said.

“This is our livelihood and who we are, so of course we’re emotional when someone tells us we aren’t meeting expectations,” she said. “HR can suggest to employees—well before evaluations are scheduled—to keep emotions in check. This is a tall order. This is work. But employees who want to be heard must stick to the facts when they disagree. Keep it factual, unemotional, and focused on you.”

Coach workers on how to react positively to what they perceive to be negative feedback, Alicea added.

HR managers should coach workers to turn negative feedback “into a positive or [take steps] to rectify the issue—without blaming others.”  If you a personal issue is interfering with someone’s work, HR should encourage a discussion “to see if resources like an employee assistance program may be available to help relieve stress or address setbacks.”

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