績(ji)(ji)(ji)效(xiao)(xiao)輔導貫穿員工產(chan)生績(ji)(ji)(ji)效(xiao)(xiao)成果的(de)(de)全過程，在(zai)績(ji)(ji)(ji)效(xiao)(xiao)管理中發揮著承上啟下的(de)(de)作(zuo)用。同時我認(ren)為績(ji)(ji)(ji)效(xiao)(xiao)輔導也是績(ji)(ji)(ji)效(xiao)(xiao)管理與傳統的(de)(de)績(ji)(ji)(ji)效(xiao)(xiao)考核最大的(de)(de)區別，績(ji)(ji)(ji)效(xiao)(xiao)考核側重于對員工階段性的(de)(de)工作(zuo)成果進行(xing)評(ping)估考核，而忽(hu)略了在(zai)過程中提高員工的(de)(de)素質水(shui)平，在(zai)過程中改善員工的(de)(de)績(ji)(ji)(ji)效(xiao)(xiao)成果。績(ji)(ji)(ji)效(xiao)(xiao)輔導恰(qia)恰(qia)發揮的(de)(de)就(jiu)是這些作(zuo)用。

　　1.績效輔導很重要

　　績(ji)效(xiao)(xiao)輔(fu)(fu)導(dao)是績(ji)效(xiao)(xiao)管理(li)(li)的(de)(de)(de)(de)關(guan)(guan)鍵環節之一(yi)。績(ji)效(xiao)(xiao)輔(fu)(fu)導(dao)決定(ding)著(zhu)績(ji)效(xiao)(xiao)計劃能(neng)否得(de)(de)到(dao)完整的(de)(de)(de)(de)落實，決定(ding)著(zhu)員工(gong)的(de)(de)(de)(de)績(ji)效(xiao)(xiao)水平能(neng)否在績(ji)效(xiao)(xiao)過(guo)程中得(de)(de)到(dao)提高(gao)，也關(guan)(guan)系到(dao)管理(li)(li)者是否有足(zu)夠的(de)(de)(de)(de)素(su)材(cai)開展績(ji)效(xiao)(xiao)評估工(gong)作(zuo)。績(ji)效(xiao)(xiao)輔(fu)(fu)導(dao)通過(guo)對員工(gong)績(ji)效(xiao)(xiao)過(guo)程中的(de)(de)(de)(de)行(xing)為進行(xing)輔(fu)(fu)導(dao)、績(ji)效(xiao)(xiao)相關(guan)(guan)問題進行(xing)溝通，幫助員工(gong)掃(sao)除(chu)實現績(ji)效(xiao)(xiao)目(mu)標的(de)(de)(de)(de)障礙，找到(dao)實現績(ji)效(xiao)(xiao)計劃的(de)(de)(de)(de)捷徑，幫助員工(gong)不斷超越績(ji)效(xiao)(xiao)目(mu)標。那么，績(ji)效(xiao)(xiao)輔(fu)(fu)導(dao)階段(duan)主要包括那些工(gong)作(zuo)呢？

　　2.績效輔導的內容

　　前面(mian)我們已經反復強調(diao)了績(ji)效輔導的價值，根據績(ji)效輔導的價值或目標，績(ji)效輔導的工作內(nei)容應該包括三個主(zhu)要方面(mian)：

　　1）落實績效改善計劃

　　落實績效(xiao)(xiao)改(gai)善(shan)計(ji)劃(hua)是指(zhi)在上一績效(xiao)(xiao)周(zhou)期中，根據對(dui)員(yuan)(yuan)工的(de)(de)績效(xiao)(xiao)評估(gu)結果(guo)所制(zhi)定的(de)(de)績效(xiao)(xiao)改(gai)善(shan)計(ji)劃(hua)必(bi)須在本(ben)績效(xiao)(xiao)周(zhou)期內(nei)得到落實。績效(xiao)(xiao)改(gai)善(shan)計(ji)劃(hua)已經明確了員(yuan)(yuan)工需要改(gai)進(jin)的(de)(de)內(nei)容、改(gai)進(jin)的(de)(de)進(jin)度與責(ze)(ze)任人。主管(guan)作為(wei)員(yuan)(yuan)工績效(xiao)(xiao)改(gai)善(shan)計(ji)劃(hua)的(de)(de)責(ze)(ze)任人必(bi)須對(dui)員(yuan)(yuan)工的(de)(de)行為(wei)、知識、能力等(deng)影響績效(xiao)(xiao)的(de)(de)主觀因素改(gai)善(shan)負(fu)起(qi)責(ze)(ze)任。

　　2）績效溝通

　　雖然(ran)在(zai)績(ji)效計(ji)劃(hua)階(jie)段(duan)主管(guan)(guan)與(yu)員(yuan)(yuan)工(gong)(gong)進(jin)(jin)行(xing)(xing)(xing)了深入的(de)雙(shuang)向溝(gou)通(tong)，雙(shuang)方(fang)對未(wei)來可能遭遇的(de)問題(ti)進(jin)(jin)行(xing)(xing)(xing)分析(xi)和預測，但(dan)企(qi)業運營的(de)過(guo)(guo)程(cheng)中(zhong)(zhong)是(shi)動態過(guo)(guo)程(cheng)，存在(zai)很(hen)多無(wu)法(fa)確定(ding)、無(wu)法(fa)控制的(de)因素。特別是(shi)在(zai)激烈的(de)市場(chang)競(jing)爭中(zhong)(zhong)，經(jing)營環(huan)境瞬息萬變。主管(guan)(guan)與(yu)員(yuan)(yuan)工(gong)(gong)在(zai)績(ji)效輔(fu)導(dao)階(jie)段(duan)建立定(ding)期(qi)或不(bu)定(ding)期(qi)的(de)信息溝(gou)通(tong)機制是(shi)必然(ran)的(de)選擇。主管(guan)(guan)與(yu)員(yuan)(yuan)工(gong)(gong)應該就績(ji)效計(ji)劃(hua)目(mu)標進(jin)(jin)行(xing)(xing)(xing)回(hui)顧，績(ji)效計(ji)劃(hua)執行(xing)(xing)(xing)過(guo)(guo)程(cheng)中(zhong)(zhong)出現的(de)問題(ti)進(jin)(jin)行(xing)(xing)(xing)分析(xi)，對員(yuan)(yuan)工(gong)(gong)需要主管(guan)(guan)支持的(de)工(gong)(gong)作進(jin)(jin)行(xing)(xing)(xing)討論與(yu)明確，主管(guan)(guan)對員(yuan)(yuan)工(gong)(gong)階(jie)段(duan)工(gong)(gong)作或關鍵任務(wu)過(guo)(guo)程(cheng)中(zhong)(zhong)表現進(jin)(jin)行(xing)(xing)(xing)反饋與(yu)指導(dao)，同(tong)時對下階(jie)段(duan)的(de)工(gong)(gong)作進(jin)(jin)行(xing)(xing)(xing)計(ji)劃(hua)。

　　3）收集績效信息

　　首先我們要明確什么是績效信息，所謂績效信息就是員工在完成績效目標過程中的行為與結果信息，這些信息的主體是員工，且這些信息對員工的績效成果形成直接影響。簡單地說就是員工在特定績效周期內的過程表現與成果表現。收集績效信息的價值在于為下階段的績效評估提供事實依據，洞悉產生績效差異的原因，分析對績效成果產生客觀影響的各種因素等。通過績效信息的收集與分析，主管人員可以發現員工的素質缺陷，以便幫助員工有計劃的提升其素質；員工可以客觀的認識自我，明確未來努力的方向；為績效評估提供事實依據，而不是依賴主管或其他評估者主觀臆斷。
 

　　3.落實績效改善計劃

　　改善員(yuan)(yuan)(yuan)工(gong)(gong)(gong)績(ji)(ji)(ji)效的(de)基礎是(shi)提(ti)升(sheng)(sheng)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)的(de)素(su)質，越(yue)(yue)來越(yue)(yue)多(duo)的(de)管理(li)者們認為(wei)“快(kuai)速、有(you)效提(ti)升(sheng)(sheng)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)素(su)質的(de)方式不是(shi)培訓，而是(shi)在工(gong)(gong)(gong)作過(guo)(guo)程中對其(qi)進(jin)行指導”，雖然人力資(zi)源部(bu)門幫助主(zhu)(zhu)管們為(wei)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)制定了五(wu)花(hua)八(ba)門的(de)績(ji)(ji)(ji)效改善計(ji)劃(hua)，但只有(you)工(gong)(gong)(gong)作過(guo)(guo)程中的(de)輔(fu)(fu)導才是(shi)提(ti)升(sheng)(sheng)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)素(su)質的(de)捷徑，其(qi)成效取(qu)決(jue)于主(zhu)(zhu)管們是(shi)否掌(zhang)握了對員(yuan)(yuan)(yuan)工(gong)(gong)(gong)進(jin)行過(guo)(guo)程輔(fu)(fu)導的(de)技(ji)巧，也取(qu)決(jue)于員(yuan)(yuan)(yuan)工(gong)(gong)(gong)是(shi)否具備崗位基本的(de)任職資(zi)格。基于以上(shang)觀點，績(ji)(ji)(ji)效輔(fu)(fu)導的(de)過(guo)(guo)程是(shi)落實員(yuan)(yuan)(yuan)工(gong)(gong)(gong)績(ji)(ji)(ji)效改善計(ji)劃(hua)的(de)過(guo)(guo)程。

　　如何在績效輔導過程中盡可能的落實員工績效改善計劃？盡可能的提升員工素質呢？由于績效改善計劃問題我們將在后文深入闡述，所以在此簡單提出四個要點。

　　1）正確解讀員工績效改善計劃

　　不(bu)同(tong)類型、規模或文化的(de)(de)企業，績(ji)效(xiao)管(guan)理(li)制度(du)不(bu)同(tong)，導致員(yuan)工績(ji)效(xiao)改(gai)(gai)善計(ji)劃(hua)形成過程存在很大的(de)(de)差異。如果主(zhu)管(guan)沒有參(can)與(yu)制定員(yuan)工的(de)(de)績(ji)效(xiao)改(gai)(gai)善計(ji)劃(hua)，對(dui)(dui)(dui)績(ji)效(xiao)評估的(de)(de)結果缺(que)乏了(le)解(jie)或完全不(bu)了(le)解(jie)，在績(ji)效(xiao)輔導過程中只(zhi)能(neng)憑借自己對(dui)(dui)(dui)下屬(shu)的(de)(de)主(zhu)觀認識進行輔導。（雖然這種(zhong)做法是不(bu)妥當的(de)(de)，但這是活(huo)生(sheng)生(sheng)的(de)(de)現實(shi)。）我們強調(diao)主(zhu)管(guan)與(yu)人力(li)資源(yuan)部門必須(xu)對(dui)(dui)(dui)員(yuan)工的(de)(de)績(ji)效(xiao)評估結果進行開放性(xing)、實(shi)質(zhi)性(xing)溝(gou)通；主(zhu)管(guan)、人力(li)資源(yuan)部門及員(yuan)工本人對(dui)(dui)(dui)制定員(yuan)工績(ji)效(xiao)改(gai)(gai)善計(ji)劃(hua)都負有不(bu)可(ke)推卸的(de)(de)責任(ren)和義務。

　　主(zhu)管(guan)(guan)(guan)必須能夠正確地解(jie)讀績(ji)效改善計劃，首先要(yao)了解(jie)員工(gong)存(cun)在哪(na)些(xie)(xie)素質不(bu)足(zu)，是(shi)態度(du)問(wen)題(ti)還是(shi)能力問(wen)題(ti)，不(bu)是(shi)完全依賴自己對員工(gong)過去(qu)的(de)(de)認(ren)識，而是(shi)依據客觀的(de)(de)評價結果；然(ran)后(hou)主(zhu)管(guan)(guan)(guan)必須要(yao)了解(jie)員工(gong)的(de)(de)素質不(bu)足(zu)通過哪(na)些(xie)(xie)渠道可(ke)以獲(huo)得有(you)效的(de)(de)提升(sheng)，是(shi)分配挑戰性的(de)(de)任務(wu)還是(shi)強化訓練；再然(ran)后(hou)主(zhu)管(guan)(guan)(guan)應(ying)該分析員工(gong)的(de)(de)哪(na)些(xie)(xie)素質不(bu)足(zu)是(shi)馬上可(ke)以提升(sheng)的(de)(de)，哪(na)些(xie)(xie)不(bu)足(zu)可(ke)以慢慢來(lai)；最后(hou)主(zhu)管(guan)(guan)(guan)要(yao)知道自己為提升(sheng)員工(gong)素質，改善績(ji)效水平應(ying)該做(zuo)(zuo)哪(na)些(xie)(xie)工(gong)作，應(ying)該先做(zuo)(zuo)什(shen)么，再做(zuo)(zuo)什(shen)么。

　　2）關注表現員工素質不足的關鍵事件

　　主(zhu)管(guan)通過(guo)(guo)(guo)正(zheng)確(que)解(jie)讀員(yuan)(yuan)(yuan)工(gong)績效改善計(ji)劃知(zhi)道(dao)了自己應(ying)該做什么，接下來(lai)就(jiu)應(ying)該發現(xian)或“制造”工(gong)作(zuo)的(de)計(ji)劃。關(guan)(guan)注表現(xian)員(yuan)(yuan)(yuan)工(gong)素(su)質不(bu)(bu)(bu)(bu)足的(de)關(guan)(guan)鍵事(shi)件(jian)(jian)就(jiu)是(shi)發現(xian)或刻意(yi)制造對員(yuan)(yuan)(yuan)工(gong)進(jin)行(xing)(xing)(xing)輔導的(de)機會。任(ren)何崗位職責(ze)都是(shi)由幾(ji)項關(guan)(guan)鍵任(ren)務(wu)(wu)交叉聯系(xi)構成的(de)，每項關(guan)(guan)鍵任(ren)務(wu)(wu)都是(shi)一個(ge)個(ge)獨立的(de)事(shi)件(jian)(jian)。員(yuan)(yuan)(yuan)工(gong)績效不(bu)(bu)(bu)(bu)佳的(de)原因(yin)排除環(huan)境等外部因(yin)素(su)，更(geng)多(duo)(duo)的(de)是(shi)員(yuan)(yuan)(yuan)工(gong)在執行(xing)(xing)(xing)任(ren)務(wu)(wu)過(guo)(guo)(guo)程(cheng)中采取(qu)了不(bu)(bu)(bu)(bu)恰(qia)當(dang)的(de)行(xing)(xing)(xing)為(wei)，當(dang)然導致不(bu)(bu)(bu)(bu)恰(qia)當(dang)行(xing)(xing)(xing)為(wei)的(de)可(ke)能(neng)(neng)包括知(zhi)識、能(neng)(neng)力、態度、興趣(qu)及(ji)價值觀(guan)等諸多(duo)(duo)因(yin)素(su)。主(zhu)管(guan)通過(guo)(guo)(guo)對關(guan)(guan)鍵事(shi)件(jian)(jian)的(de)分析就(jiu)能(neng)(neng)夠(gou)發現(xian)員(yuan)(yuan)(yuan)工(gong)素(su)質不(bu)(bu)(bu)(bu)足在哪些關(guan)(guan)鍵事(shi)件(jian)(jian)中能(neng)(neng)得以體(ti)現(xian)。只有(you)找到切入點(dian)主(zhu)管(guan)才能(neng)(neng)有(you)針(zhen)對性地對員(yuan)(yuan)(yuan)工(gong)進(jin)行(xing)(xing)(xing)指導，否(fou)則就(jiu)會變成“對人不(bu)(bu)(bu)(bu)對事(shi)”從而引發主(zhu)管(guan)與員(yuan)(yuan)(yuan)工(gong)之間不(bu)(bu)(bu)(bu)必要的(de)矛盾(dun)。

　　3）與員工分享如何更好的完成任務

　　關(guan)注表現員(yuan)工(gong)(gong)(gong)(gong)(gong)素質(zhi)不(bu)(bu)足的(de)(de)關(guan)鍵(jian)事件幫助主管尋找(zhao)對(dui)員(yuan)工(gong)(gong)(gong)(gong)(gong)進行績(ji)效(xiao)輔導(dao)的(de)(de)機會，與員(yuan)工(gong)(gong)(gong)(gong)(gong)分(fen)(fen)享如何(he)更(geng)(geng)好的(de)(de)完成任(ren)務則(ze)是實(shi)(shi)施績(ji)效(xiao)輔導(dao)的(de)(de)過(guo)程(cheng)。每(mei)個員(yuan)工(gong)(gong)(gong)(gong)(gong)都(dou)有(you)不(bu)(bu)同的(de)(de)特(te)質(zhi)，有(you)的(de)(de)人(ren)固執得(de)不(bu)(bu)撞(zhuang)南墻不(bu)(bu)回頭，有(you)的(de)(de)人(ren)則(ze)是善于思考靈活應對(dui)不(bu)(bu)同的(de)(de)情(qing)況(kuang)(kuang)；況(kuang)(kuang)且績(ji)效(xiao)評估中因方法(fa)不(bu)(bu)同直接(jie)影響評價結果的(de)(de)客觀性，基于績(ji)效(xiao)評估結果制定的(de)(de)績(ji)效(xiao)改(gai)善計劃(hua)(hua)未必都(dou)是金科玉律。主管可以根據任(ren)務的(de)(de)性質(zhi)和員(yuan)工(gong)(gong)(gong)(gong)(gong)特(te)點，靈活地選擇在事前(qian)或事后對(dui)其進行輔導(dao)。事前(qian)輔導(dao)則(ze)是與員(yuan)工(gong)(gong)(gong)(gong)(gong)回顧上(shang)一(yi)周期的(de)(de)績(ji)效(xiao)評估結果，對(dui)照績(ji)效(xiao)改(gai)善計劃(hua)(hua)與員(yuan)工(gong)(gong)(gong)(gong)(gong)分(fen)(fen)享如何(he)更(geng)(geng)好的(de)(de)完成任(ren)務，提(ti)醒員(yuan)工(gong)(gong)(gong)(gong)(gong)應該(gai)注意的(de)(de)問題，讓(rang)員(yuan)工(gong)(gong)(gong)(gong)(gong)對(dui)更(geng)(geng)好的(de)(de)完成任(ren)務有(you)充(chong)分(fen)(fen)地認識和準備。事后輔導(dao)則(ze)是與員(yuan)工(gong)(gong)(gong)(gong)(gong)分(fen)(fen)析其完成任(ren)務的(de)(de)過(guo)程(cheng)，為其指(zhi)出問題的(de)(de)原因，告訴(su)員(yuan)工(gong)(gong)(gong)(gong)(gong)應該(gai)如何(he)更(geng)(geng)好的(de)(de)完成工(gong)(gong)(gong)(gong)(gong)作(zuo)，鼓勵員(yuan)工(gong)(gong)(gong)(gong)(gong)積極實(shi)(shi)踐。事后輔導(dao)的(de)(de)成本較(jiao)高，但有(you)時(shi)則(ze)是必須(xu)的(de)(de)。

　　4）肯定正確的行為，糾正錯誤的行為

　　肯定員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)正確的(de)(de)行(xing)(xing)(xing)(xing)為，糾正員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)錯誤(wu)(wu)行(xing)(xing)(xing)(xing)為是(shi)對(dui)績效改(gai)善(shan)計劃中改(gai)善(shan)項(xiang)目的(de)(de)總結(jie)(jie)過(guo)程，主管(guan)與(yu)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)根據績效改(gai)善(shan)計劃的(de)(de)進(jin)行(xing)(xing)(xing)(xing)總結(jie)(jie)性溝通(tong)。主管(guan)通(tong)過(guo)觀察或參與(yu)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)完成一項(xiang)或幾項(xiang)任務，針對(dui)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)需(xu)要提(ti)升(sheng)的(de)(de)素質進(jin)行(xing)(xing)(xing)(xing)評價，并告(gao)訴員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)應該如何更好(hao)的(de)(de)完成工(gong)(gong)(gong)(gong)(gong)(gong)作，對(dui)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)在(zai)工(gong)(gong)(gong)(gong)(gong)(gong)作過(guo)程中正確的(de)(de)行(xing)(xing)(xing)(xing)為進(jin)行(xing)(xing)(xing)(xing)肯定，這是(shi)與(yu)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)進(jin)行(xing)(xing)(xing)(xing)溝通(tong)的(de)(de)技巧，也(ye)是(shi)雙方(fang)順暢溝通(tong)的(de)(de)前提(ti)。對(dui)其錯誤(wu)(wu)的(de)(de)行(xing)(xing)(xing)(xing)為進(jin)行(xing)(xing)(xing)(xing)糾正，幫助員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)明確未來需(xu)要持(chi)續改(gai)進(jin)的(de)(de)方(fang)向(xiang)，畢竟素質提(ti)升(sheng)是(shi)循序漸進(jin)的(de)(de)過(guo)程。