年终工作总结的正确方法

　　The Right Way To Give A Year-End Job Review

　　

　　做年终总结的正确方法

　　

　　Up and down the chain of command, year-end performance reviews fill people with dread or with resentment, and very rarely with joy. Both the givers and the receivers spend a lot of time on the reviews, yet they generally see them as an empty exercise. After all the procedural T's are crossed and the I's dotted, it takes people skills to get a real return on investment from this important, labor-intensive process. Leaders need to set an example by turning a ritual into a productive effort.

　　

　　每至年末，领导布置下属完成的年终工作表现总结好像带来的都是恐惧和怨恨情绪，很少人有会很开心做年终总结。虽然领导和下属都会在年终总结上花费很多的时间，但他们大多认为这样的工作其实是徒劳无功。在经过了很多这样事无巨细一丝不苟的程序化工作后，人们在这个重要而又是劳动密集的过程中的工作投入需要得到真正的.回报，而这也需要技巧。领导们需要树立榜样，将这种例行公事有效的利用起来。

　　

　　This column addresses giving a review. In a subsequent article I'll tackle how to get the most out of receiving a review. Both articles aim to challenge you to shift your focus to the emotional experience on both sides of the table, and to increase the payback from year-end reviews by developing some key psychological skills.

　　

　　这篇专栏文章讨论的就是如何做年终总结。我还有另外一篇文章是讨论如何从收到的总结中获取最多的信息。这两篇文章目的都是为了尝试转移你的关注重心：关注双方的情绪经历，通过发展一些关键的心理技能来提高年终总结的回报率。

　　

　　The organizational barriers to having productive year-end reviews can be formidable. The tight link between reviews and compensation discourages openness and honesty. Managers at all levels may think as much about their organization's needs as about individual performance when they do the reviews. For example, interdepartmental rivalries can force a kind of uniformity on your reviews as you try to do the best you can for your people in terms of compensation. If your organization's culture discourages open and honest feedback ("we don't do warm and fuzzy"), you may feel constrained to just focus on the numbers. Anything else might make you feel like an outlier and make your direct report feel singled out and anxious.

　　

　　那些妨碍我们做出有效的年终总结的组织绊脚石，很难对付。总结和薪酬之间的紧密联系，使得我们无法敞开心扉坦诚相对。各级管理人员在评估年终总结时，除了会考虑个人的工作表现，还会关注他们对整个团队的贡献。比如说，考虑到薪酬奖金，部门间的竞争可能会使得同部门人员的总结尽可能的保持一致。如果你的团队文化不鼓励开诚布公的意见反馈的话（“我们不走模糊温馨那一套路线”），你会感到束缚压抑，可能只会关注数据，而别的内容会让你觉得自己是个局外人，会让你的直接汇报显得特立独行，让你焦虑担忧。

　　

　　But even in an unfavorable organizational environment there are things you can control to get more from the process. By better understanding the experience on a gut emotional level and working on some key psychological skills, you can create a more useful experience and become a better leader in the process.

　　

　　不过就算是在这样一个不利的组织环境中，还是有些事在你的掌控中，而在总结的过程中你也能获得更多。从深层情绪角度出发会让你对总结有好的理解，注意培养一些主要的心理能力，你就能创造一个更有效的总结经历，成为总结过程中更好的领导者。

　　

　　Ideally, the year-end review is all about the employee's development. As a leader committed to optimal performance, you understand the importance of the fit between an employee's skills, talents, and career goals and his or her organizational role. When you know how best to connect the arc of individual development with the direction of your organization, you form a partnership for growth with the employee. This partnership depends on candid feedback on the individual's performance, your identification of personal and organizational barriers to better performance and your ongoing availability to help remove those barriers.

　　

　　理想的年终总结应该全都是关于该员工的个人发展。作为一个强调最佳表现的领导，你应该明白员工能力天赋与职业目标及组织角色间匹配度的重要性。当你懂得如何将个人发展与团队方向最佳的结合在一起时，你就与员工的成长形成了一种伙伴关系。这种伙伴关系依赖于对个人工作表现的坦诚反馈，你对阻碍个人和组织更好表现的绊脚石的认知，以及你持续不断移开绊脚石的行动力。