很多管理者存在錯誤認知，認為(wei)(wei)績(ji)效(xiao)提升就(jiu)意味著員工成(cheng)(cheng)長，實(shi)際上(shang)二者不一定劃等號(hao)。以(yi)自(zi)身(shen)為(wei)(wei)例(li)，曾因部門成(cheng)(cheng)員少而拼命加班(ban)，績(ji)效(xiao)雖提升，但(dan)個人成(cheng)(cheng)長停滯(zhi)。很多管理者在績(ji)效(xiao)管理中只關(guan)注(zhu)目標達成(cheng)(cheng)，忽(hu)視員工成(cheng)(cheng)長，還誤以(yi)為(wei)(wei)給員工壓擔子是培養，實(shi)則適得(de)其反。
成(cheng)功的(de)績(ji)(ji)效(xiao)案例應是員(yuan)(yuan)工(gong)(gong)成(cheng)長與目標達成(cheng)雙(shuang)贏。真正有效(xiao)的(de)績(ji)(ji)效(xiao)管(guan)理(li)本質是員(yuan)(yuan)工(gong)(gong)成(cheng)長加(jia)目標達成(cheng)，管(guan)理(li)者應將(jiang)員(yuan)(yuan)工(gong)(gong)成(cheng)長納入績(ji)(ji)效(xiao)管(guan)理(li)。如在考核指(zhi)標中(zhong)加(jia)入員(yuan)(yuan)工(gong)(gong)成(cheng)長方面的(de)指(zhi)標，在績(ji)(ji)效(xiao)溝通(tong)中(zhong)幫助員(yuan)(yuan)工(gong)(gong)分析(xi)不足并(bing)引導其尋找(zhao)提升計(ji)劃，將(jiang)績(ji)(ji)效(xiao)結果運用到管(guan)理(li)工(gong)(gong)作(zuo)中(zhong)。通(tong)過增加(jia)工(gong)(gong)資獎金、晉升、提供培訓機會等方式激勵員(yuan)(yuan)工(gong)(gong)快速成(cheng)長。
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