A few days ago, a few netizens approached me to talk about performance appraisal. They were all friends who were badly rated on performance. After getting a general understanding of the situation, I found that the reason for their frustration and depression is not all that they did not do well.
They have some doubts about their failure to do what the company has entrusted to them. On the one hand, they have some doubts, because I obviously feel that they and the company have an error in the standard definition of whether they are doing a good job; on the other hand, they have some concerns about their work. The problem is also admitted.
However, what makes them more frustrated is that the company, manager, or HR talks to them, making them feel that they have been completely denied, and even have a feeling of being criticized. This feeling is really bad.
Because I have a similar experience, I want to write an article here to talk about my feelings about some performance appraisals.
Let me release two points of view:
The purpose of setting goals and performance is not to evaluate people, but to improve the performance and efficiency of the organization and personnel.
People are complex, and people have fluctuating states . People should not be easily denied at any time. Performance appraisal should assess things, not people.
I personally insist that performance points should be assigned to projects, products, departments, codes, not people.
However, the current management system basically calls people, and many managers and HRs who are not good at management at all, and many people who don’t think independently will basically point the finger at the individual, so of course there will be criticism meetings. feel.
In order to clarify my above point of view, please let me pave the way first, let me talk about a few examples first:
Student Su Buqing had terrible grades in elementary school and ranked first in the class.
Hua Luogeng failed the math test when he was in school. If it weren't for teacher Wang Weike's encouragement and made him fall in love with mathematics, he might have been completely buried.
When Zheng Yuanjie was in school, the teacher asked to write "Early Birds Are Eaten by Bugs." Zheng Yuanjie sang the opposite of "Early Birds Eaten by Birds." In addition, the math teacher was in trouble, so he was expelled. Zheng Yuanjie never went to school for a day.
Levlstoy was born as a nobleman, lost his mother at the age of 2, lost his father at the age of 9, went to university at the age of 16, and automatically dropped out of college in the third year and went home to reform. I didn’t study well in my youth, failed exams, and repeated grades. He gambled, borrowed, fooled around...
There are too many examples of this kind. Let me cite a few sports-related examples from another aspect. Maybe young friends don’t know, so you can ask your parents.
In the 1980s, China had a group of very good athletes, such as Li Ning, the prince of gymnastics, Zhu Jianhua, who broke the world high jump record, Ma Wenge, the world champion of table tennis, and Zhao Jianhua, the world champion of badminton. All lost, and the loss was terrible.
So some domestic media and people began to scold them, even calling them a scum and shame of the nation, and many people came to teach them...
If we compare performance scores to test scores in school, would you think like me that test scores can only represent the person’s mastery or understanding of these knowledge points, and just at this point in time, it does not mean This person can't do it at all, and it doesn't mean he hasn't done it all the time.
Because too many classmates who have been expelled from the school do not necessarily have to survive in society because they have missed courses. On the contrary, some of them may live better than those with good test scores. Is not it? Are there few such examples around us?
Therefore, when I see an HR saying that an old employee-"If he leaves today by himself, he will be opened by the company due to performance problems in the next year." In addition to the ridiculous feeling that humans can predict the future of others Besides, I feel a kind of sadness, a kind of sadness in the management system.
I felt that a very strong undercurrent and invisible force behind this HR assessment made her do such an incredible thing.
Many companies also evaluate values. Values are understandable. I think the values of a company are very necessary, but evaluating values is a very dangerous thing.
There are too many people in this world who antagonize traditional forces, and there are too many people who have been persecuted as having problems with values.
Lao She, who was criticized and humiliated and beaten up; Turing, who committed suicide because of homosexuality, was persecuted; Bruno, who was imprisoned for eight years because he disagreed with the church’s views, was not willing to give up his faith and was eventually burned to death...
Enough of this kind of thing, no matter how big or small it should happen again in the new era.
The biggest problem in evaluating values is that it’s very easy to go online, to create political struggles, and to stifle different ideas. To be honest, this is largely a brainwashing method-through Create a kind of tension or fear to people to achieve the purpose of controlling thoughts.
What you want to say to the company and managers
Let me talk about some of my views on performance appraisal. Before talking about this point of view, you can take a look at this news report-"Performanceism ruins Sony."
In recent years, the struggle to "abandon performance appraisal" has swept from Adobe, Dell, Microsoft, and Amazon among technology companies to consulting service companies such as Deloitte, Accenture, and PricewaterhouseCoopers.
Even General Electric (GE), the ancestor of performance management, has announced that it will abandon the formal annual performance appraisal.
In 2016, Tencent's Zhang Xiaolong issued a call to the WeChat business group to "be vigilant about KPIs"; Robin Li attributed Baidu's fall behind in an internal letter to "the pursuit of short-term KPIs from management to employees".
Lei Jun simply announced that Xiaomi "continues to adhere to the strategy of'de-KPI', lay down the burden, untie the rope, and do things happily."; Wang Shi also sighed on his personal Weibo: "Performance is like a corporate puss."
In essence, performance appraisal is like school education using scores to talk about heroes, while ignoring employee growth and quality education is a reason.
When students and teachers only focus on test scores, and only test scores are used to evaluate the difference between teachers and students, teachers and students will begin to use some very formal methods to achieve this goal, such as: rote memorization, memorize routines , Tihai Tactics...
The evaluation of learning ability has completely reduced to a form of formalism. On the contrary, the higher the score, the more deadly the brain. (Note: The current education in the United States does not allow the ability of teachers to be evaluated by student test scores)
In recent years, some large companies have begun to use OKR, but in practice, I found that many companies use OKR, which is essentially a KPI.
Because there is a Key Result in OKR, which is used to measure the result indicators of Objectives. Therefore, users habitually set up KPIs.
I personally think that OKR has three very big features:
Proposed by the employee.
Goal-oriented.
Shared by all members.
For example, OKR may be formulated as follows:
Objectives: Enhance user experience.
Key Results：用户操作步骤减少 20% 以上，客服减少 40% 以上工单，用户 99.9% 的系统操作的响应时间为 100ms 以下。
然后，把这个目标分解给产品、用户体验、技术团队，形成子的 Objectives 并关连上相应的父级的 Key Result。
比如，产品部门定义的 Objectives：
优化注册流程，减少 2 个步骤。
优化红包算法，让用户更容易理解。
提高商品质量，减少用户投诉。
后端技术团队定义的 Objectives：
定义 SLA 以及相关监控指标。
自动化运维，减少故障恢复时间。
提高性能，吞吐量在 xxx qps 下的 99.9% 的响应时间为 xx ms......
这个 Objective 会从公司最高层一直分解到一线员工，信息完全透明，每个人都可以看到所有人被分解到的目标，每个人都知道自己在为什么样的目标而奋斗。
而每个人也可以质疑，改进，建议调整最高层的目标和方向。而不是领到的是被层层消化过的变味的二手，三手甚至四五手的信息。
而 KPI 最大的问题就是用 OKR 里的 Key Results 拿来当目标，从而导致员工只知道要做什么，不知道为什么，不能理解目标，工作也就成了实实在在的应付！
松下公司早在 1933 年，就召集 168 名员工，把松下未来 250 年的远景规划目标公布于众，从 1956 年开始，就定期宣布并解读自身的“五年计划”，帮助每位员工的目光从眼前的短期利益移开，树立自己的理想和目标，也促进了松下的可持续性发展。
然而，今时不同往昔，随着产品周期的不断缩减、竞争对手的持续涌入、高新技术的频频迭代，企业的战略的变化与调整变得更加频繁，朝令夕改的经营策略已经成为兵家常态。
在这一过程中，有多少员工了解调整之后的战略呢？员工的绩效指标又根据战略调整多少次了呢？
KPI 本身是一种被动的、后置的考察，在工作完成之后考察员工的行为是否符合标准。
因此，员工对于公司的目标漠不关心，只关心自己的 KPI，因为这才是自己的最大的利益。
为了达到 KPI，有的员工开始不思考，并使用一些简单粗暴的玩法，其实这样既害了公司，也害了自己。自己的成长和进步也因为强大的 KPI 而抛在了脑后。
当然，KPI 绩效考核一般来说，不一定会毁掉公司的，相反，对于喜欢使用蛮力的劳动密集型的公司来说，可能还有所帮助。
然而，KPI 毁掉的一定是团队的文化和团队的挑战精神，以及创新和对事业的热情，甚至会让其中的人失去应有的正常的判断力（分不清充分和必要条件，分不清很多事的因果关系）。
对职场人想说的话
那么，对于个人来说，如何面对公司给自己的绩效考核呢？如何面对他们的绩效考核呢？
还是用学校考试分数来做对比，如果说，用考试分数论英雄，一个人考高分就是绩效上的人才，考不及格的人就是人渣，这对吗？
当然不是。也许仅对于考试来说可以把人分成三六九等，但是对于整个人生来说，考试成绩和一个人在这个社会里的的成就并没有非常直接的因果关系。
面对现实的社会，最终很多成绩好的人为成绩差的人工作的例子也有很多很多了。
我想说什么？我想说的是——用一颗平常心来面对公司给你打的分数，因为那并不代表你的整个人生。
但是，你要用一颗非常严肃的心来面对自己的个人发展和成长，因为这才是真正需要认真对待的事。
换句话说，如果要给一个人打绩效分，那不是由一个公司在一个短期的时间时打出来，而是由这个人在一个长期的时间里所能达到的成就得出来的。
就像 WhatsApp 的联合创始人 Brian Acton 在 2009 年时面试 Facebook 时没有面试通过，然而在 5 年以后，他把自己创办的公司以 190 亿美元卖给了 FaceBook。
阿里巴巴的马云不也一样吗？找工作各种被拒，开办的第一个公司成绩也不好，20 年前，一堆人都说马云这也不行那也不行，然而，后面呢？
反过来说，也有很多职业经理人在公司里绩效非常好，然后到了创业公司却搞得非常的糟糕，这又说明了什么呢？
这就像动物一样，有的动物适合在水里生活，有的动物适合在陆地上，鱼在陆地上是无法生存的，你让老虎去完成游泳的工作，你让鱼去完成鸟类的工作，你能考核到什么呢？
我们每个人都有适合自己的环境，找到适合自己的环境才是最关键的！与其去关注别人对自己的评价，不如去寻找适合自己的环境。
所以，一个特定环境下的绩效考核并不代表什么，而那些妄图用绩效考核去否定一个人的做法，或多或少就是“法西斯”或“红卫兵”的玩法。
好了！让我们不要再说绩效考核了，让我们回到，真正让自己提高，让自己成长，让自己的强的话题上来吧。
这里，我需要转引一篇文章《Do the Right Thing, Wait to get fired》，文中提到《 Team Geek》这本书中的一句话：
做正确的事情，等着被开除。
谷歌新员工(我们称做“Nooglers”)经常会问我是如何让自己做事这么高效的。我半开玩笑的告诉他们这很简单：我选择做正确的事情，为谷歌，为世界，然后回到座位上，等着被开除。
如果没有被开除，那我就是做了正确的事情——为所有人。如果被开除了，那选错了老板。总之，两方面，我都是赢。这是我的职业发展策略。
注明一下：“做正确的事，等着被开除”并不是一句鸡汤，而是让你变强大的话。因为强者自强，只有强者才能追求真理，而不是委曲求全。
嗯，考试分数不是关键，别人对你的评价也不是关键，自己有没有成长有没有提高有没有上一个台阶才是关键。
KPI 不是关键，OKR 也不是关键，有没有在做正确的事，这才是关键！不是这样吗？
总结
我大学四年级时，觉得马上就要离开学校了，当时想干点以后再也没有机会干的事。
想来想去，就是上学这么多年来，从来没有不及格过，于是我任性了一把，挂了一个科，去补考了一下。
I also received some jokes from my classmates and criticisms from my teachers when I failed my subjects. However, this made me feel that my school experience was more complete. Because, when I was 22 years old, I experienced and probably understood some truths in life.
From working in 1998 to 2013, like a good student, I have never had any performance problems at work. On the contrary, I often become a benchmark person at work, but I am not an egg. Only my own growth is the most real thing. a feeling of.
"Do the right thing and wait to be fired." This may be the craziest and most right thing I have done in the workplace so far.
Because it allows me to have more experiences, it allows me to improve from the right things, it also makes my heart stronger and stronger, it also allows me to find more challenging things, and makes me have more of myself. Clear understanding.
In the end, I know that someone will come to me, so in the end I want to leave a paragraph for those who still want to deny people through performance.
If you have doubts about my performance or technical ability, no problem, then I hope you can do what I have done below, and then spray me again, thank you!
When you are 40 years old, when your father is seriously ill, children are going to school, the mortgage has not been paid off, and you are the only source of income for the whole family, quit your current job, do not join any company, and do not need yourself Any savings of any penny, no investment or help from anyone. Only through your own technical ability, solve the corresponding technical problems for others (do not do any non-technical outsourcing projects), to survive and support the family, and besides taking good care of your family without lowering your own standard of living, you can do more Feed 3 engineers with an annual salary of 360,000 yuan each.
May I ask how much such performance can be scored? Ha ha. Of course, anyway, I still have a lot to go, and there are still many shortcomings. I have to continue to work hard. So, I chose the most difficult path for me to start a business...