辦公室排名與解雇管理辦法
Every now and again-like just this week, for instance, with the announcement that Microsoft will be changing its performance-appraisal system-some news event unleashes a fresh round of debate about the management practice dubbed 'rank-and-yank.' That's the term used to describe how companies supposedly identify their worst performers once a year and then, boom, fire them.
每隔一陣子，就會(huì)有新聞事件――比如上周微軟(Microsoft)宣布將改革其績(jī)效考核制度――引發(fā)新一輪對(duì)一種名為“排名與解雇”(rank-and-yank)的管理方法的爭(zhēng)議。這個(gè)詞被用于描述企業(yè)一年一度挑出業(yè)績(jī)最差的員工，然后突然把他們炒掉的做法。
It makes me want to scream. And I know I'm not alone.
這種做法讓我想大聲尖叫，我知道我不是唯一一個(gè)想這么做的人。
Because most experienced businesspeople know that 'rank-and-yank' is a media-invented, politicized, sledgehammer of a pejorative that perpetuates a myth about a powerfully effective real practice called (more appropriately) differentiation.
這是因?yàn)�，大多�?shù)閱歷豐富的商界人士都知道，“排名與解雇”是一個(gè)由媒體創(chuàng)造出來、政治化且極具貶義的詞。它使一個(gè)對(duì)某種效力強(qiáng)大的切實(shí)做法的謬見持續(xù)流傳下去，這個(gè)做法被(更適當(dāng)?shù)?稱為差異化。
Unlike 'rank-and-yank'-I hate even using that term-differentiation isn't about corporate plots, secrecy or purges. It's about building great teams and great companies through consistency, transparency and candor. It's about aligning performance with the organization's mission and values. It's about making sure that all employees know where they stand. Differentiation is nuanced, humane, and occasionally complex, and it has been used successfully by companies for decades. Maybe that's not as headline-worthy as you-know-what, but reality rarely is.
與“排名與解雇”不同――使用這個(gè)詞都讓我覺得討厭――差異化與公司陰謀、秘密和大清洗無關(guān)。它的目的是通過一致性、透明度和坦誠(chéng)來打造優(yōu)秀的團(tuán)隊(duì)和卓越的企業(yè);將員工績(jī)效與企業(yè)的使命和價(jià)值觀結(jié)合起來;而且要確保所有員工都知道他們的排名。差異化是細(xì)致入微的、人性化的，而且有時(shí)還是錯(cuò)綜復(fù)雜的，它已經(jīng)被眾多企業(yè)成功地運(yùn)用了數(shù)十年。它或許不像那個(gè)東西那么有新聞價(jià)值，但事實(shí)都是鮮有新聞價(jià)值的。
Speaking of reality, here's a quick description of how differentiation works, including a look at the most common criticisms of it.
說到事實(shí)，下文簡(jiǎn)略介紹了差異化的操作方式，以及對(duì)它最常見的批評(píng)意見。
Differentiation starts with communication-exhaustive communication-of a company's mission (where it's going) and its values (the behaviors that are going to get it there). I'm not talking about putting a plaque on the lobby wall with the usual generic gobbledygook. I'm talking about a company's leaders being so specific, granular, and vivid about mission and values that employees could recite them in their sleep.
差異化始于對(duì)企業(yè)使命(它的發(fā)展目標(biāo))及其價(jià)值觀(把它帶到目的地的行為準(zhǔn)則)的傳達(dá)――詳盡無遺的傳達(dá)。我并不是說要在大廳的 上掛上一塊牌子，上面寫著尋常那種泛泛的官話。我要表達(dá)的是，企業(yè)的領(lǐng)導(dǎo)者要極其具體、細(xì)致和生動(dòng)地闡述企業(yè)的使命與價(jià)值觀，讓員工在睡夢(mèng)中都能脫口說出它們。
Why? Because the 'guts' of the differentiation management system are performance appraisals that candidly evaluate employees at least once (and preferably twice) a year on how their results are advancing the company's goals and how well they're demonstrating its values. Two points here:
為什么呢?因?yàn)椴町惢芾碇贫鹊?ldquo;精髓”是每年至少一次(最好是兩次)坦誠(chéng)地評(píng)估員工表現(xiàn)的績(jī)效考核方法，它包括考核員工的業(yè)績(jī)?cè)谕七M(jìn)公司目標(biāo)方面的表現(xiàn)以及他們?cè)谡故竟緝r(jià)值觀方面的表現(xiàn)。這里有兩點(diǎn)要注意：
First, candor is absolutely essential to make differentiation work. Second, differentiation's performance appraisals are not-I repeat, are not-just about 'the numbers.' Yes, the system does assess quantitative results-say, an employee's sales numbers or inventory turns. But it also looks just as carefully at behaviors, the qualitative factors. Does this person embrace the company value of sharing ideas? Does the employee relish building leaders? What about going the extra mile to delight customers?
首先，坦誠(chéng)是使差異化考核起作用絕對(duì)不可或缺的因素。其次，在這里我要重申，差異化的績(jī)效考核制度不只是與“數(shù)據(jù)”有關(guān)。沒錯(cuò)，該制度確實(shí)要評(píng)估量化成績(jī)，比如說員工的銷售數(shù)據(jù)或庫(kù)存周轉(zhuǎn)數(shù)據(jù)。不過，它同樣也細(xì)致地評(píng)估員工的行為，即質(zhì)的因素。例如，這個(gè)人接受公司共享創(chuàng)意的`價(jià)值觀嗎?該員工是不是助領(lǐng)導(dǎo)者為樂?付出更多努力讓客戶滿意方面做得如何呢?
Now, one of the most common criticisms of differentiation is that it destroys teamwork. Nonsense. If you want teamwork, you identify it as a value. Then you evaluate and reward people accordingly. You'll get teamwork, I guarantee it.
目前，對(duì)差異化最常見的批評(píng)是它會(huì)毀掉團(tuán)隊(duì)精神。這是無稽之談。如果你想要團(tuán)隊(duì)精神，那你就把它確定為一個(gè)價(jià)值觀，然后據(jù)此評(píng)估和獎(jiǎng)勵(lì)員工。我保證，你會(huì)看到團(tuán)隊(duì)精神的。
Another criticism of differentiation is that it requires managers to let every employee know where he or she stands-how they're doing today, both quantitatively and qualitatively, and what their future with the company looks like. Are they a star in terms of both results and values (say, in the top 20% of the team), about average (say, about 70%), or not up to expectations (the bottom 10%)? Note: The 20-70-10 distribution is not set in stone. Some companies use A, B, and C grades, and there are other approaches as well.
另一個(gè)對(duì)差異化的批評(píng)是，它要求管理層要讓每名員工都知道自己績(jī)效的排名――目前他們?cè)诹亢唾|(zhì)方面的表現(xiàn)如何，以及他們?cè)诠镜那巴救绾�。他們�(cè)跇I(yè)績(jī)和價(jià)值觀這兩方面都表現(xiàn)超群?jiǎn)?也就是說高居團(tuán)隊(duì)的前20%)，還是大約處于一般水平(比如，約處于前70%)或不符合期望(最低的10%)。請(qǐng)注意：20-70-10的比例分配并非固定不變的。有些企業(yè)采用了分A、B、C三級(jí)的方式及其他分級(jí)方法。
Without a doubt, some companies use differentiation but leave this 'grading' part out. Indeed, over the past 12 years, I've spoken to more than 500,000 people around the world and I always ask audiences, 'How many of you know where you stand in your organization?' Typically, no more than 10% raise their hands. That's criminal! As a manager, you owe candor to your people. They must not be guessing about what the organization thinks of them. My experience is that most employees appreciate this reality check, and today's 'Millennials' practically demand it.
毫無疑問，有些企業(yè)采用了差異化制度但未采用“評(píng)級(jí)”這一方法。確實(shí)，在過去12年間，我與遍布全球的逾500,000人進(jìn)行了交談，我一直會(huì)問他們的問題是，“你們當(dāng)中有多少人知道自己在公司的排名?”通常的情況是，只有不超過10%的人表示知道。這真是罪過!作為管理者，你應(yīng)當(dāng)坦誠(chéng)對(duì)待你的下屬。他們不應(yīng)去猜測(cè)公司對(duì)自己的看法。依據(jù)我的經(jīng)驗(yàn)，大多數(shù)員工會(huì)感謝這種現(xiàn)實(shí)檢驗(yàn)，現(xiàn)如今的“千禧一代”事實(shí)上還會(huì)做此要求。
Yes, I realize that some believe the bell-curve aspect of differentiation is 'cruel.' That always strikes me as odd. We grade children in school, often as young as 9 or 10, and no one calls that cruel. But somehow adults can't take it? Explain that one to me.
是的，我了解有些人認(rèn)為差異化考核中的鐘形曲線比較“殘酷”。我一直覺得這個(gè)觀點(diǎn)很奇怪。在學(xué)校中，我們會(huì)給只有九歲或10歲大的孩子排名，但沒有人認(rèn)為這種做法殘酷。但是為什么有些成年人就接受不了它呢?請(qǐng)和我說說為什么。
The final component that makes differentiation work so effectively is feedback and coaching. Your stars know they are loved and rarely leave. Those in the middle 70% know that they are appreciated, and they receive clear guidance about how to improve their performance. And the bottom 10% is never surprised when the conversation sometimes turns, after a year of candid appraisals, to moving on. No, they are not summarily shown the door. When differentiation is done right, their manager helps them find their next job with compassion and respect.
促使差異化高效發(fā)揮作用的最后一個(gè)因素是反饋與指導(dǎo)。表現(xiàn)超群的員工知道他們非常受公司器重，所以極少會(huì)離開。處于中間70%的人知道他們受到認(rèn)可，接下去他們要受到有關(guān)如何提高自己績(jī)效的明確指導(dǎo)。至于那表現(xiàn)最差的10%，經(jīng)過一年坦誠(chéng)的評(píng)估之后，有時(shí)在要求他們離開的談話到來時(shí)，他們也絕不會(huì)驚訝。是的，他們不應(yīng)被草率地打發(fā)走。如果差異化操作得當(dāng)，他們的上司還能以同情心和尊重幫助他們找到下一份工作。
Differentiation is not something to be feared, dumbed down or politicized, but instead needs to be understood and implemented. Cruel? No way. Harsh? Just the opposite. With its candor and transparency, differentiation provides dignity, develops future leaders, and creates winning companies.
差異化并非大家要懼怕、簡(jiǎn)化或政治化的事物，它需要我們?nèi)ダ斫夂蛨?zhí)行。殘酷?絕非如此。嚴(yán)苛?正好相反。它坦率而透明，給人以尊嚴(yán)，有助于培養(yǎng)未來的領(lǐng)導(dǎo)者和打造成功的企業(yè)。
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