关于工作的九个谎言百度云()

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本文节选自《关于工作的九个谎言百度云》

membersscoresoneachoftheircharacteristics?Ifyousurmisetliatoneofyourteamisastrategicthinker，couldyouM/ithconfidencechooseanumbertosignifyhowgoodatitsheactuallyis?Couldyoudothesameforherinfluencingskills，orherbusinessknowledge，orevenheroverallperformance?Andifyouwereaskedhowmuchofthesethingsshehadinrelationtoeveryoneelseontheteam，doyoud1inkyoucouldweigheachpersonpreciselyenoughtoputanumbertoeachperson，srelativeabilities?Thismightsoundabittrickier一you，dhavetokeepyourdefinitionofinfluencingskillsstable，evenwhilejudgingeachuniquepersonagainstthatdefinition.Butifwegaveyouascaleofonetofive，\\^/itladetaileddescriptionsofthebehaviorsassociatedwitheachnumberonthescale，doyouthinkyoucouldusethatscalefairly，andarriveatatruerating?Andevenifyouareconfidentinyourownabilitytodothis，whatdoyouthinkaboutalltheotherteamleadersaroundyou?Doyouthinktheywouldusediescaleinthesameway，M/iththesamelevelofobjectivityanddiscernmentasyou?(〕rwouldyouworrythattheymightbemorelenientgraders，andso\\^/indup\\^/ithhighermarksforeveryone，orthattheymightdefine“influencingskills”differentlyfromyou?Doyouthinkit，spossibletoteachalloftheseteamleadershowtodothisinexactlythesameway?It，salottokeepstraight一somanydifferentpeopleratingsomanyotl〕erdifferentpeopleonsomanydifferentcharacteristics，producingtorrentsofdata.Butkeepitallstraightwemust，becausethisdatarepresentspeople，andoncecollected，itcomestodefinehowpeopleareseenatwork.Atleastonceayear，anumberofyourmoreseniorcolleagues\\^/illgathertogetherinaroomtodiscussyou.TheyM/illtalkaboutyourperformance，yourpotential，andyourcareeraspirations，anddecideonsuchconsequentialissuesashowmuchbonusyoushouldget，whetheryoushouldbeselectedforaspecialtrainingprogram，andwhenorifyoushouldbepromoted.Thismeeting，asyoumightknow，iscalledatalentreview，andvirtuallyeveryorganizationconductssomeversionofit.Theorganization，sinterestisinlookingonebyoneatitspeople一itstalent一andthendecidinghowtoinvestdifferentiallyinthoseindividuals.Thepeoplewhodisplaythehighestperformanceandpotential-thestars，ifyoulike一\\^/illnormallygetthemostmoneyandopportunity，whilethosefurtl〕erdownthescale\\^/illgetless，

九个工作日是什么意思

andthosestrugglingattlaelowerendofthescalewillmorethanlikelybemovedintoaeuphemisticallydescribedPerformanceImprovementPlan(PIP)andtherebyeasedout.Thesetalentreviewsarethemechanismthatorganizationsusetomanagetheirpeople.Theywanttokeepthebestpeoplehappyandchallenged，andsimultaneouslyweedoutthosewhoaren，tContributing.Since，inmostorganizations，thelargestcostsarepeople，swagesandbenefits，thesemeetingsaretakenveryseriously，andthemostpressingquestion一acentralpreoccupationofallseniorleadersinalllargeorganizations一is，“Howcanwemakesurethatweareseeingourpeopleforwhotheyreallyare?”Thisisawake-up-in-tlae-middle-of-the-nightsortofquestionforseniorleaders，becausetheyworrythattheirteamleadersmightnot，infact，understandthesortofpersontheorganizationneedsnearlyasclearlyastheseniorleadersdo，andfurtherthatdieteamleadersmightnotbeobjectiveratersoftheirownpeople.Tocombatthisworry，companieshavesetupallsortsofsystemsdesignedtoaddrigortothisreviewprocess.Theoneyoumaybemostfamiliar\\^/ithistheninebox.Thisisagraphsh0\\^/ingperformancealongthex-axisandpotentialupthey-axis，\\^/itlieachaxisdividedintothirds一low，medium，andhigh一tocreateninepossibleregions.Eachteamleaderisaskedtotl1inkabouteachpersononhisorherteamandthenplacethem，inadvanceofthetalentreview，intooneofthenineboxes-toratethem，thatis，onboththeirperformanceandtheirpotential.Thissystemisdesignedtoallowateamleadertohighlightthataparticularpersonmighthavebagsofpotential，andyetnothavetranslatedthatpotentialintoactualperformance，whereasanotherteammembermightcontributetop-notchperformance，andyethaveverylittlepotentialupside一he，smaxedoutinhiscurrentposition.withthisdatadisplayedinthetalentreview，theleadershipteamcandefinedifferentcoursesofactionforeachperson:dieformer\\^/illbegivenmoretrainingandmoretime，forexample，whilethelattermightjustbeofferedahealthybonus.Manycompaniesalsogivepeopleperformanceratingsonascaleof1一5，eitherinparallel\\(/ithorasanalternativetothenine-boxprocess.Again，eachteamleaderisaskedtoproposearatingforeachpersononhisorherteam.Then，beforeoraspartofthetalentreview，thereisameetingcalleda“consensus”or“calibration”meeting，which

九个工作谎言全文下载

goessomethinglikethis:yourteamleadertalksaboutyouanddefendswhysheendedupgivingyoua4rating，andthenhercolleaguesweighinonwhytheygavetheirpeople5s，or4s，or3s，whereupondebatesensueaboutwhatreallyconstitutesa4，whethera4ononeteamisthesameasa4onanotherteam，whetheryoutrulydeservea4thisyear，andifyoudo，whethertheorganizationhasenough4sleftovertoallowyoutohaveone.Iftheorganizationhasrunoutof4s一whichhappensoftensincemanyteamleadersarereluctanttogiveapersona3or，perishthethought，a2一thenyourteamleadermayhavetogiveyoua3andtellyouthat，thoughyoutrulydeserveda4，itwasn，tyourturntl1isyear，andthatsheMalllookoutforyounextyear.Thisiscalled“forcingthecurve，”whichisthenamegiventotheratherpainfulprocessofreconcilingtheorganization，sneedtohaveonlyacertainpercentageofemployeesshowupassuper-highperformers\\(/iththeteamleaders，tendencytogivehighratingstoeveryonesoastoavoidhavingunpleasantperformanceconversations.Forcedcurvesarenoone，sideaoffun，buttheyarefelttobeanecessaryconstraintonteamleaders，andawayofensuringthatrewardsareappropriately“differentiated，”sothathighperformersgetmuchmorethanlowperformers.Perhapswantingtoaddmoreprecisiontothewordsperformanceandpotential，manyorganizationshavecreatedlistsofcompetenciesthatteammembersaresupposedtopossess，andagainstwhichtheyareratedattheendoftheyear.Inchapter4wequestionedwhetherthesemodelsweretruereflectionsofwhatperformancelookslikeintherealworld.(Doesanyonereallyhaveallofthecompetencies?Canwereallyprovethatthosewhoacquiredieonestl1eylackoutperformthosewhodon，t?)Nevertheless，manyorganizationsstillrateeachpersonagainstsuchstandardchecklists.Toaidintl〕is，eachcompetencyisdefinedintermsofbehaviors，andtl〕enthebehaviorsaretiedtoaparticularpointontheratingscale.So，forexample，onacompetencycalledorganizationalsavvyandpolitics，ifyouseethattheperson“Providesexamplesofsavvyapproachestosuccessfullysolvingorganizationalproblems，”thenyou，drateherathree.Ifyouseetl1atshe“Recognizesandeffectivelyaddressespoliticallychallengingsituations，”youwouldrateherafour.Usingyourbehaviorallyanchoredcompetencyratingsasyourbuildingblocks，youwouldthenbeaskedtoconstructanoverall

关于工作的9大谎言

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