- As the person responsible for HR,

- 作為負責人力資源的人。

you hold the key to ensuring your employees are performing

你掌握著確保你的員工表現的關鍵

at their best.

在他們最好的時候。

Obviously, the better your people perform,

很明顯，你的人表現得越好。

the better your organization performs.

你的組織表現得越好。

So let's take a look at what your responsibilities entail.

是以，讓我們來看看你的責任是什麼。

Performance management is a systematic and ongoing process,

績效管理是一個系統和持續的過程。

and it should be tied to organizational goals.

而且，它應該與組織目標相聯繫。

Consider your organization's strategy.

考慮到你的組織的戰略。

If one strategic goal is to increase sales by 10%,

如果一個戰略目標是增加10%的銷售額。

your job is to ensure

你的工作是確保

the organization has the human resources available

該組織擁有可用的人力資源

to achieve that goal.

以實現這一目標。

As a strategic HR partner to your leaders,

作為你的上司的戰略人力資源合作伙伴。

you should be working with them to determine

你應該與他們合作，以確定

how that 10% will be achieved.

這10%將如何實現。

Does the sales team need to get better at upselling?

銷售團隊是否需要更好地進行追加銷售？

Does the marketing department need

市場部是否需要

to bring in more customers?

以帶來更多的客戶？

Do you need more people on board?

你需要更多的人加入嗎？

Work in partnership with leaders and managers

與領導者和管理者合作，共同工作

to answer these types of questions.

來回答這些類型的問題。

That leads us to manager training.

這使我們想到了經理人培訓。

In my experience as an HR consultant,

根據我作為一個人力資源顧問的經驗。

I've come across hundreds of managers and supervisors

我遇到過數以百計的經理和主管人員

who simply didn't know how to do performance management.

他們根本不知道如何進行績效管理。

And it's not their fault.

而且這不是他們的錯。

Just because they've been given

只是因為他們被賦予了

a performance evaluation form to fill out once a year,

每年填寫一次績效評估表。

it doesn't mean they are good coaches of performance.

這並不意味著他們是優秀的績效教練。

They need you to provide them with the tools

他們需要你為他們提供工具

and resources they need to guide the behavior

和他們所需的資源來指導行為

of their employees.

他們的僱員的。

They need you to train them on how to set goals,

他們需要你來訓練他們如何設定目標。

coach performance, provide effective feedback,

輔導績效，提供有效的反饋。

and reward improvement or discipline poor performance.

並獎勵改進或懲戒不良表現。

So let's take a look at the process

是以，讓我們看一下這個過程

of performance management.

績效管理的。

Notice the first step is to understand

請注意，第一步是要了解

how job competencies fit into the organizational vision

工作能力如何與組織願景相適應

and strategic goals.

和戰略目標。

You will do that by conducting a job analysis.

你將通過進行工作分析來做到這一點。

Once you spend time understanding each job,

一旦你花時間瞭解每項工作。

you can understand its value

你可以理解它的價值

and how it plays a part in organizational goals.

以及它如何在組織目標中發揮作用。

From there, you can work with your managers,

從那裡，你可以與你的經理們一起工作。

and your managers will work with their staff

和你的經理將與他們的員工一起工作

to define performance goals and standards of behavior

確定業績目標和行為標準

that will achieve these organizational goals.

這將有助於實現這些組織目標。

If the goal is to increase sales by 10%, for example,

例如，如果目標是增加10%的銷售額。

then you will work with your managers

然後你將與你的經理一起工作

to determine how to make that happen

以確定如何實現這一目標

and what behaviors required to make it so.

以及為實現這一目標需要哪些行為。

Perhaps it is decided that the sales team is charged

也許決定讓銷售團隊負責

with 5% increased sales by each team member,

每個團隊成員的銷售額增加5%。

and standards of behavior are focused on customer service.

和行為標準的重點是客戶服務。

Once performance goals and behavior standards are in place,

一旦績效目標和行為標準到位。

your managers become coaches of performance.

你的經理人成為業績的教練。

If the sales team is responsible for 5% increased sales

如果銷售團隊負責增加5%的銷售額

and some people are not upselling very well

和一些人沒有很好地向上銷售

in order to meet that goal,

以達到這一目標。

the sales manager must coach those people to perform.

銷售經理必須指導這些人的工作。

The manager might also seek outside resources

經理人也可能尋求外部資源

with your help,

在你的幫助下。

such as the sales training program.

如銷售培訓計劃。

Coaching also involves meeting regularly

教練還包括定期會面

to provide feedback.

來提供反饋。

One company I know calls these monthly meetings one-on-ones.

我認識的一家公司把這些月度會議稱為一對一的會議。

Sometimes they're 10 minutes,

有時他們是10分鐘。

and sometimes they're an hour,

有時，他們是一個小時。

depending on what's happening during that month.

取決於該月發生的事情。

Meeting should include discussion about what's working well

會議應包括討論哪些方面的工作做得好

and where the employees are excelling

以及員工表現出色的地方

and provide ideas for improvement.

並提供改進意見。

The last step in the cycle

循環中的最後一步

of performance management is rewards or discipline.

績效管理的核心是獎勵或紀律。

During the monthly meetings,

在每月的會議上。

employees might receive rewards

員工可能會得到獎勵

in the form of a simple good job from their manager

在他們的經理的一個簡單的好工作的形式中

or a gift card or a half day off or even a bonus.

或一張禮品卡或半天假期，甚至是獎金。

As a strategic HR partner,

作為一個戰略性的人力資源合作伙伴。

you and the managers would work together

你和管理人員會一起工作

to ensure substantial bonuses are in your payroll budget

以確保大量的獎金在你的工資預算中。

and that they are being given fairly and consistently.

並確保它們被公平和一致地給予。

Unfortunately, sometimes after several chances,

不幸的是，有時經過幾次機會。

employees still do not perform well,

員工仍然表現不佳。

and they must go down the path of discipline.

而他們必須走上懲戒的道路。

The best way to keep this from happening

防止這種情況發生的最好辦法是

is to encourage your managers to discuss performance

是鼓勵你的經理人討論業績

with employees as soon as they can

儘快與員工溝通

and as often as they can.

並儘可能頻繁地進行。

Keep the conversation going.

繼續進行對話。

In the end,

最後。

an effective performance management system ensures

一個有效的績效管理系統可以確保

employees understand the importance of their contribution,

員工瞭解其貢獻的重要性。

ties performance to organizational goals,

將業績與組織目標聯繫起來。

and facilitates a strong and a harmonious relationship

並促進一個強大而和諧的關係

between employees, their managers, and you.

僱員、他們的經理和你之間。

Performance management sets employees up for success.

績效管理為員工的成功做好準備。

The sooner you can get started,

你可以越早開始。

the sooner they can be successful.

他們就能越早獲得成功。

(upbeat music)

(歡快的音樂)