????1. 放棄年度績效考核的舊方法，在管理層與員工之間定期展開一對一的會談，共同設(shè)定目標(biāo)并密切監(jiān)控目標(biāo)達(dá)成的進(jìn)度。這些會議可以讓員工不斷調(diào)整業(yè)績表現(xiàn)。

????2.徹底拋棄績效獎(jiǎng)金。支付市場上最高的工資，提供組織獎(jiǎng)金和股權(quán)獎(jiǎng)勵(lì)。不要將報(bào)酬與年度績效考核掛鉤。給予員工應(yīng)有的薪水——不多不少，恰到好處。例如，如果這是一名客戶主管，那么就提供公司覺得客戶主管職位應(yīng)得的薪水。根據(jù)行業(yè)標(biāo)準(zhǔn)，為每一個(gè)崗位的員工支付恰當(dāng)?shù)男剿?/p>

????3.摒棄傳統(tǒng)的評估系統(tǒng)。不要用條條框框來給員工分等級（根據(jù)大量的數(shù)據(jù)評三六九等），而是定期提供誠實(shí)的反饋，針對異常和不良表現(xiàn)舉出具體事例。請團(tuán)隊(duì)成員明辨正誤，從每一次的問題中吸取教訓(xùn)。

????4. 督導(dǎo)而不是考核。傳統(tǒng)的考核讓員工感覺自己在被管理者審判。用督導(dǎo)式的方法（鼓勵(lì)出色的績效，在團(tuán)隊(duì)成員績效不佳時(shí)為其提供支持），能夠加深管理層與員工之間的關(guān)系，實(shí)現(xiàn)更理想的業(yè)績。

????不要要求員工進(jìn)行自我評價(jià)，問一些諸如“你這個(gè)月偷懶了幾次”這樣的問題。開放式的問題可以促使人們反省自己的表現(xiàn)。

????5. 綜合同事的反饋和意見，這些可以成為促進(jìn)個(gè)人發(fā)展的有力工具，令員工明白自己的工作如何影響其他人。

????在績效考核方法的問題上，各個(gè)機(jī)構(gòu)不能依葫蘆畫瓢，照搬其他公司的做法?？梢詫W(xué)學(xué)Atlassian等公司的經(jīng)驗(yàn)，但是每個(gè)公司的政策必須體現(xiàn)自己獨(dú)一無二的文化和價(jià)值觀。

????如果你正在尋找員工考評的新方法，不妨從每個(gè)月的會議開始，了解每位團(tuán)隊(duì)成員。持續(xù)的反饋和督導(dǎo)會逐步改善業(yè)績，同時(shí)消除令人生畏的年度考核帶來的壓力。（財(cái)富中文網(wǎng)）

????1. Replace the annual performance review with regular, one-on-one meetings during which managers and employees set goals and monitor success. These meetings can empower employees to make adjustments to their performance along the way.

????2. Turn your performance bonuses upside down. Pay top-of-market salaries, offer organizational bonuses and stock options. Don’t tie compensation to annual performance reviews. Pay people what they are worth: no more, no less. For example, if an employee is an account director, he or she should be paid for what the company thinks an account director is worth. Pay people for what their actual job title is worth, according to industry standards.

????3. Eliminate the traditional rating system. Don’t grade employees on a number scale (ranking employees on a scale of numbers). Instead, provide regular, honest feedback and provide specific examples of exceptional and poor performance. Ask team members to identify what went right, what went wrong and how they can learn from each case.

????4. Coach, don’t review. Traditional reviews leave employees feeling as if their managers are sitting in judgment of their performance. Taking a coaching approach (encouraging strong performance and supporting team members after weak performance) can strengthen your relationships with your employees and lead to better results.

????Rather than requesting that employees grade themselves, ask them things like “How often did you stretch yourself this month?” Open-ended questions can prompt people to think introspectively about their performance.

????5. Integrate peer feedback and reviews, which can serve as a powerful development tool, enabling employees to see how their work affects others.

????Your organization’s approach to performance reviews should not be a carbon copy of any other company’s. Take a page from the playbook of Atlassian, say, but your policies should reflect your company’s unique culture and values.

????If you’re looking for new ways to approach appraisals, start with monthly meetings to check in with each team member. Continuous feedback and coaching can help you take small steps toward improving performance while relieving some of the stress of the dreaded annual review.