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The Performance Review Is Dying. Make Way for a Fire Hose of Feedback.
“持续反馈”将取代年度绩效评估。会议中的打分小纸条、平级同事的意见和人工智能评估能够让员工随时了解自己的表现。
软件公司Fountain的员工会在会议时聚在一起，为同事的工作表现打分。 Forget the annual performance review. Get ready for constant, never-ending feedback. 6park.com 6park.com现在，许多员工要等上整整一年才能得到反馈，反馈会议通常是例行公事，开得简短仓促。员工有时无法对评估作出回应，或向老板提出自己的意见。公司高管说，尽管许多雇主承认确有更有效的反馈方式，但反馈体系多年来基本没有什么变化，公司把关注焦点放在一些更重要的优先事项上，比如增加收入和降低成本。 6park.comMany employees now have to wait a year for feedback, often given in a stiff and rushed meeting. Workers aren’t always able to respond to the evaluation or offer their own to their boss. Even though many employers agree there are more effective ways to deliver feedback, the system has largely stayed the same while companies focus on bigger priorities such as increasing revenue and reducing costs, executives say. 6park.com不过，今后公司可能会改变方法，力求提高员工的工作效率。引领这股潮流的是一批新生代领导者，他们已经在努力提高工作场所的透明度。公司开始对员工进行培训，让他们了解如何向平级同事和上司提出反馈意见。他们在会议期间按下暂停键，实时分享批评意见。人工智能也能够越来越多地用于评估员工的电子邮件和视频会议，以作出绩效评价。 6park.comBut in the future, companies might change their approach to get more efficiency from their workers, led by a new generation of leaders who are already trying to make their workplaces more transparent. Companies are starting to train employees on how to give feedback to their peers and managers. They are pausing meetings to share real-time critiques. Increasingly, artificial intelligence could evaluate workers’ emails and videoconference meetings to give performance assessments. 6park.com这些领导者预测，坦诚的实时评估可能会变得更加重要。这种反馈方式能够让员工不再担心因谈论同事的工作而遭到报复，提高获得正反两方面评价的频率，从而使每个人在全年都有机会不断改变，提升绩效。 6park.comThese leaders predict candid, real-time assessments could become more relevant. Such feedback could allow workers to lose the fear of retribution for speaking up about their peers’ work, and hear the good and the bad more often, in turn giving everybody the opportunity to make changes year-round and become more productive.
忘掉年度绩效评估吧。作好准备，迎接持续不断、永不停歇的反馈。 6park.com
平级同事间的反馈 At the startup Fountain, the company often hands out sticky notes in the middle of meetings involving two teams. Each group evaluates the other by scoring them from one to 10, ranking how helpful the other team has been during their collaboration, says Sean Behr, chief executive of Fountain, which creates software to hire and manage retail, grocery and delivery workers.
在初创公司Fountain，当两个团队一起开会时，公司经常在会议期间给参加会议的人发便签纸。Fountain的首席执行官肖恩·贝尔(Sean Behr)说，两个团队会相互评价对方团队在合作过程中提供了多大帮助，给出从1到10的评分。Fountain主要为零售、杂货和快递行业开发员工招聘和管理软件。 6park.com
6park.com 6park.com Fountain在旧金山召开的一次会议上，各团队互相评估，根据提供的助益进行排名。 A facilitator then collects the scores and shares them aloud before leading a discussion about each team’s overall effectiveness, Behr says. He adds that teams are sometimes surprised to get a low average score when they thought they were doing a good job. 6park.com“这一过程让人深受启发，”他说。“当你给他们看只得了五分，而没得到八分，变化立马就发生了。”在便签纸反馈环节之后，会议议程往往会根据刚刚进行的讨论进行调整。 6park.com“It is a very eye-opening process,” he says. “When you show them five versus eight, immediate changes happen.” After the sticky-note break, the meeting agenda often shifts based on what they just discussed about each team.
贝尔说，打完分之后，主持人会收集分数并大声报出，随后引导大家讨论各个团队的整体效能。他补充说，团队有时候认为自己做得挺好，却会意外获得很低的平均分。 6park.com
Fountain的首席执行官肖恩·贝尔在加州旧金山。 The past decade’s environment of lavish corporate growth and hiring sprees is gone, says Behr. That means feedback will need to help companies squeeze more efficiency out of their workforce, he says. Fountain worked with an executive coach to retool its feedback systems and improve employee productivity. 6park.com
贝尔说，过去十年里那种企业高速增长和大举招聘的环境已经一去不复返了。他说，这意味着反馈制度需要帮助公司提高员工的工作效率。Fountain与一位高管教练合作，对公司的反馈制度进行调整并改善员工的绩效。 6park.com
贝尔说，Fountain的工程师团队和客户成功团队最近互相打分，客户成功团队的平均得分为六分，工程师团队为四分。为该公司客户提供服务的客户成功团队说，工程师不屑于修补一些小漏洞，而倾向于进行更全面的调整。贝尔说，现在，工程师团队计划每月抽出五天时间，专门修补较小的漏洞。 6park.comWhen Fountain’s engineering and customer success team recently scored each other, the success team was rated an average of six while the engineers received a four, Behr says. The success team, which works with the company’s clients, said the engineers were neglecting to fix some small bugs in favor of more sweeping changes. Now the engineers plan to dedicate five days a month to nothing but smaller bug fixes, Behr says.
每天反馈 Personalized feedback is a part of the culture at e.l.f. Beauty. Employees on their first day take the Myers-Briggs Type Indicator, a personality test, so their co-workers know how they process information, says Tarang Amin, chairman and chief executive. The makeup company expects workers to regularly give each other feedback but discovered that they initially didn’t always feel comfortable doing so, he says.
提供个性化反馈是化妆品公司e.l.f. Beauty企业文化的一部分。该公司董事长兼首席执行官塔朗·阿明(Tarang Amin)说，员工在入职第一天要进行MBTI性格测试，好让同事了解他们如何处理信息。他说，公司希望员工定期相互反馈，但发现刚开始的时候，反馈有时会让员工感到不自在。 6park.com
e.l.f. Beauty董事长兼首席执行官塔朗·阿明认为持续的反馈能帮助推动公司文化的发展。 “Often what we find is it is because the people didn’t know each other well enough,” Amin says. “Before you do any work at e.l.f., you have to get to know your peers extremely well. I want you to know their kids’ names. I want you to know what’s important to them.” 6park.com阿明说，2014年他刚刚开始领导公司并准备推动公司上市那会儿，他就希望创造一种更加透明的公司文化。 6park.comAmin says he wanted to create a more transparent company culture when he first began leading the company in 2014 and prepared to take it public. 6park.com他说，总部位于奥克兰的e.l.f.常年聘请一名绩效教练，通过举办研讨会和提供培训，教300多名员工如何给予反馈。 6park.comOakland-based e.l.f. trains its more than 300 employees on how to give feedback by hosting workshops and offering sessions with a performance coach on retainer, he says. 6park.com该公司不进行年度绩效评估，而是希望员工每天都能获得反馈，因此，该公司会聘用愿意接受批评的员工。团队要对每一名新员工进行培训，让他们了解公司的持续反馈模式。 6park.comThe company doesn’t conduct annual performance reviews but instead wants people to receive feedback every day, so it hires workers that will be receptive to criticism. Teams are expected to train each new hire on the company’s constant-feedback model. 6park.com阿明说，他注意到年轻员工更习惯通过直接发信息在网上分享反馈，但公司也鼓励面对面的反馈。 6park.comAmin says he has noticed younger employees are more comfortable sharing feedback online through direct messages, but the company also encourages face-to-face feedback. 6park.com“如果你不提供反馈，你其实就没有帮助推动公司文化的发展，”阿明说。“每个人都要本着帮助团队取得成功的精神来接受反馈。” 6park.com“If you don’t give feedback, then you’re actually not helping advance the culture,” Amin says. “Everyone gets it in the spirit of helping the team succeed.”
“我们发现，这通常是因为员工之间的相互了解不够，”阿明说。“你在e.l.f.展开工作之前，必须非常了解你的同事。我希望你能知道他们孩子的名字。我希望你能知道他们看重什么。” 6park.com
科技进步 As companies shift away from traditional performance assessments, artificial intelligence could have a big role in candid feedback. 6park.com咨询和教练公司Ferrazzi Greenlight的董事长兼首席执行官基思·费拉齐(Keith Ferrazzi)说，一些科技公司已经尝试在虚拟会议系统和视频会议中内置人工智能软件。Ferrazzi Greenlight对团队进行辅导，目前在与一些公司合作开发这种软件。 6park.comSome tech companies are already experimenting with AI software built into virtual meeting systems and videoconferencing, says Keith Ferrazzi, chairman and chief executive of Ferrazzi Greenlight, which coaches teams and is working with companies developing the software.
在公司逐渐放弃传统的绩效评估之际，人工智能可能会发挥重要作用，促进坦诚直率的反馈。 6park.com
Ferrazzi Greenlight的董事长兼首席执行官基思·费拉齐表示，该公司的客户正在开发人工智能软件，用于分析员工的电子邮件，以寻找商机。 Such technology can offer powerful insights to employees and managers on what they could do better during meetings and other interactions, says Ferrazzi. 6park.com“我想让我的视频会议系统在会议结束时告诉我，‘基思，你打断了简两次，’”他说，“或者，‘你主导了70%的谈话。’” 6park.com“I want my videoconferencing system to tell me at the end of that meeting, ‘Keith, you cut off Jane twice,’ ” he says, “or, ‘You dominated that conversation 70%.’” 6park.com费拉齐补充说，他还在与一些公司合作开发另一种类似的技术：让人工智能分析员工的电子邮件，提示员工把他们多次写下的想法提出来。 6park.comFerrazzi added that he is also working with companies developing another similar technology: AI that analyzes workers’ emails and prompts workers to pitch an idea they have repeatedly written down. 6park.com高管教育公司Radical Candor以聊天机器人的形式运用人工智能，帮助员工演练如何给出可能会让对方难以接受的反馈意见。 6park.comAt executive-education company Radical Candor, AI is being used in the form of a chatbot that helps workers rehearse giving difficult feedback to each other. 6park.com“有了聊天机器人，人们就不太会为出错而感到不好意思，”Radical Candor的联合创始人兼高管教练金·斯科特(Kim Scott)说。斯科特补充说，员工可能会从聊天机器人那儿了解到，自己给出的反馈是建设性意见还是偏见。 6park.com“There is less feeling of shame of getting it wrong with a chatbot,” says Kim Scott, executive coach and co-founder of Radical Candor. Workers might find out from the chatbot if the feedback they gave was constructive or biased, Scott adds. 6park.com斯科特说，Radical Candor还利用聊天机器人对其他公司的员工进行培训，教他们如何反馈，并帮助人们在研讨会上进行角色扮演，学习如何向抱有戒心的员工提出批评意见。 6park.comRadical Candor is also using the chatbot to train workers at other companies on feedback, and help people at workshops role-play how to offer critiques to a defensive employee, says Scott.
费拉齐说，这种技术能够为员工和管理者提供强大洞见，帮助他们了解在会议和其他互动中，哪些地方可以做得更好。 6park.com
管理者接受反馈 Managers are already starting to get feedback from their direct reports, says Becky McCullough, vice president of global recruiting and talent development at HubSpot, a marketing software company. 6park.com麦卡洛说，为了鼓励“向上反馈”，HubSpot每年会进行一次调查，让直接下属对上司进行评价。公司鼓励主管与团队讨论调查结果，并分享他们的工作计划。她说，这让管理人员能够成长为领导者。 6park.comTo encourage “upward feedback,” HubSpot offers an annual survey for direct reports to evaluate their managers, McCullough says. Bosses are encouraged to discuss their results with the team and share what they plan to work on. That has allowed managers to grow as leaders, she says.
营销软件公司HubSpot负责全球招聘和人才发展的副总裁贝基·麦卡洛(Becky McCullough)说，管理人员已经开始从直接下属那里获得反馈。 6park.com
HubSpot的副总裁贝基·麦卡洛鼓励自己的团队给予她反馈。 McCullough also asks for regular feedback from her team, saying, “What is one thing I could do better or differently to support you?” She solicits the critique to model how she wants them to ask for feedback, something she predicts more bosses will do one day. 6park.com总部位于旧金山的软件开发公司Atlassian建立了一个内部工具，帮助员工与同事、上司和直接下属分享反馈意见。Atlassian的首席行政和法务官艾丽卡·费舍尔(Erika Fisher)说，反馈信息会附上每个人的名字，使员工能够对反馈采取相应的行动。 6park.comAt San-Francisco based software-maker Atlassian, an internal tool built by the company helps employees share feedback to their peers, bosses and direct reports. Each person’s name is attached to the feedback so workers can follow up with them, says Erika Fisher, chief administrative and legal officer at Atlassian. 6park.com费舍尔说，该工具要求员工在500个字符的限制之内提纲挈领地给出反馈， 因为当反馈具体且可执行时才最有效。 6park.comThe tool forces them to get to the point within a 500-character limit, because feedback is most effective when it is specific and actionable, Fisher says.
麦卡洛还要求团队定期向她提供反馈，她说，“我想为你们提供支持，有什么事情我可以做得更好一些，或者改变做法？”她征求批评意见，向员工示范她希望员工如何征询反馈。她预计，有朝一日会有更多主管也这样做。 6park.com
正确对待反馈 With the trend toward constant feedback, employees will need to learn to maintain professionalism during extremely honest conversations and interpret feedback with a dose of skepticism, say company leaders. 6park.com在线教育平台MasterClass的联合创始人兼首席执行官戴维·罗吉尔(David Rogier)说，你必须判断自己认同哪些批评意见，“别人给你反馈，并不意味着你必须把它当成真理或是正确的东西，”他说。 6park.comPeople will have to decide which critiques they agree with, says David Rogier, co-founder and chief executive of MasterClass, an online education platform. “Just because somebody gives it to you doesn’t mean that you have to take that as the truth or being right,” he says. 6park.come.l.f. Beauty的首席执行官阿明说，持续的反馈让员工更加投入。他说，从来没有员工把e.l.f.的反馈文化作为离开公司的理由。 6park.comAt e.l.f. Beauty, chief executive Amin says continuous feedback makes his workers more engaged. No employee has ever cited e.l.f.’s feedback culture as a reason for leaving the company, he says. 6park.com“慢慢地，”他说，“反馈会越来越自然。” 6park.com“Over time,” he says, “it gets more and more natural.”
公司领导者说，在持续反馈这一趋势下，员工需要学会在极其坦诚的对话中保持专业精神，并抱着几分怀疑态度来解读反馈。 6park.com
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