????本文首次發(fā)布于Entrepreneur網(wǎng)站，原文請參考：Entrepreneur.com。

????年度績效考核的目標之一是總結過去一年的表現(xiàn)，激勵員工做好來年的工作。不幸的是，一年一度的績效考核的效果往往事與愿違。雖然它的初衷是鼓勵團隊成員努力做好今后的工作，可是結果往往讓員工感覺不被認可、不受重視，甚至灰心喪氣。

????管理層則把績效考核看做是一項強加的負擔，讓人感覺壓力重重，毫無成就感可言。無論被考核的對象是誰，年度考核總是給人帶來壓力和緊張情緒，讓人心生不滿。

????那么，企業(yè)的領導者應該怎么做呢？對于大型企業(yè)而言，績效考核可能是無法避免的。但是，越來越多的企業(yè)開始認識到，年度考核往往不能對員工的表現(xiàn)產(chǎn)生積極影響，所以正在嘗試新的考核方法。

????顛覆傳統(tǒng)的績效考核

????許多公司已經(jīng)摒棄老套的年度考核，轉而采取不斷進行業(yè)績反饋的形式。比如澳大利亞軟件公司Atlassian就推出了新的考核方法，在試行的績效考核方案中，由管理者公布業(yè)績并對結果負起責任。

????Atlassian公司取消了年度考核，而是采取不斷進行反饋和督導的形式。這種做法的基礎是企業(yè)與員工彼此融合的信念。管理層在實施的過程中加入了特有的元素，讓考核手段能夠體現(xiàn)企業(yè)的價值觀與文化。雖然Atlassian公司在實施的過程中也遇到過問題，但是，通過一對一的督導，該公司成功激發(fā)了全體員工的工作熱情，避免了傳統(tǒng)績效考核打擊士氣的弊病。

????該公司的模式包括兩個部分：結構化的反饋流程以及持續(xù)的、非正式的及時反饋。Atlassian公司還重新制定了獎金分配制度，提高了工資水平，向公司全體員工發(fā)放獎金，而不是針對個人進行獎勵。該公司拋棄了將薪資與績效考核掛鉤的做法，而將重點放在根據(jù)員工的價值給予應有的薪水。尤其值得一提的是，該公司的管理層杜絕了按分數(shù)排名的老套制度，針對具體項目和整體績效與員工保持溝通。

????全面改進評估流程

????如果你希望全面改造公司的績效考核系統(tǒng)，不妨考慮利用以下技巧，可以實現(xiàn)事半功倍的效果：

????This post is in partnership with Entrepreneur. The original article can be found at Entrepreneur.com.

????One of the goals of annual performance reviews is to look at the past and motivate employees for the future. Unfortunately, these once-a-year reviews often have the opposite result. While they may be framed as a way to encourage team members to put their best foot forward, these reviews often end up making employees feel unappreciated, unimportant and deflated.

????For managers, performance reviews can seem like an imposition, a stressful and unfulfilling process. No matter which side of the table someone is positioned, annual reviews can lead to stress, tension and discontent.

????So what are leaders to do? For larger companies, performance reviews may be an unavoidable reality. But more and more organizations are beginning to understand that annual reviews often fail to positively influence their employees’ behavior, and they’re taking a new approach.

????Turning performance reviews upside down.

????Numerous companies have rejected the traditional model of the annual review in favor of providing ongoing performance feedback. The Australian software company Atlassian set out to approach reviews in a fresh way and managers held themselves accountable by publishing the results of their performance-review experiments.

????Atlassian moved away from the annual review to a model of providing ongoing feedback and coaching. Its methods were rooted in the notion of engagement, and managers gave the program unique touches to align it with company values and culture. They hit roadblocks along the way but achieved their goal of energizing Atlassian’s workforce through one-on-one coaching instead of demoralizing employees with traditional performance reviews.

????The company’s model consists of structured feedback sessions and ongoing, informal feedback immediately following an action. Atlassian also overhauled its bonus system, paying higher salaries and offering companywide bonuses instead of individual rewards. The company stopped tying compensation to reviews, focusing instead on paying employees what they’re worth. Most strikingly managers threw out the old numbers-based ranking system in favor of having a dialogue with employees about specific projects and overall performance.

????Overhauling the appraisal process.

????If you’re looking for a way to give your performance review a makeover, consider adopting the following techniques to drive better results: