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tions for getting through the process with maximum gain and minimum pain? ―You‘ve got to be calculating,‖ he says. ―Don‘t get emotional.‖ Remember that subjective forces are at play. Paul Falcone, vice president of human resources at Time Warner Cable in Los Angeles and author of 2600 Phrases for Effective Performance Reviews, has more concrete advice to offer. First, Falcone says, you must take the initiative. Do your own self-examination in advance, he advises. Some companies ask their employees to fill out self-review forms. If yours doesn‘t, put yourself through the paces anyway. ―Otherwise it‘s like being a turkey on Thanksgiving,‖ Falcone says. ―You put your head down on the block and wait for your boss to lower the ax.‖ He recommends starting the process two months before your review. Write a memo detailing your achievements. What have you done to increase revenues, to decrease expenses, to save time, to reinvent your department in light of the company‘s changing needs? Make sure you track the entire year since your last review. ―Bosses don‘t remember what you did 11 months ago,‖ Falcone points out. Additionally, Falcone recommends you spell out what support you need from your boss. Also, detail your goals for the next year. What sort of measurable outcomes are you shooting for? This will help you in your review a year from now. In your self-review, and in the performance review itself, speak plainly. ―Talk English, for Pete‘s sake,‖ Falcone says. Do not say anything like, ―We leveraged strategic resources.‖ Speak in specifics, not generalities. If you can, Falcone advises, frame the discussion yourself, casting your boss in the role of gentle coach and mentor rather than disciplinarian. ―A lot of people go into the review asking, ?How did I do, boss?‘‖ he observes. ―If you do it right, you‘ve done the boss‘ job for her, with respect and humility.‖

What if the boss levels some unexpected criticism? Handle it calmly and openly, Falcone recommends. Apologize, but try not to take it personally. He suggests saying something that includes the word perception, as in, ―If your perception is that I‘m not doing this as well as you expected, then I take responsibility for that, and I‘m sorry.‖ He calls such a response ―business maturity.‖ Own up to mistakes when you make them, he advises. Then thank your boss for the feedback. 塞缪尔教授想要取消绩效考评,但在很多公司,这可不是能轻易改变的东西。 三年前, 加州大学洛杉矶分校教授兼管理顾问塞缪尔· 卡伯特(Samuel Cullbert)在《华 尔街日报》发表专栏文章,题为《让绩效考评见鬼去! 》的文章在读者中引起巨大反响。去 年,塞缪尔教授出版了一本同名书籍。 他在《华尔街日报》上的文章中写道,绩效考评“降低工作士气,破坏团队合作,损害 企业利润。由老板主持的单方面绩效考评,

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