When Deloitte revealed recently that it was redesigning its approach to performance management—hoping to fix a process that chews up nearly 2 million hours a year but yields crummy results—the professional services giant suggested that people might be surprised by “what we’ll include” in the new system “and what we won’t.”
德勤会计师事务所最近披露称，该公司重新设计了绩效管理方法，以期完善这个每年耗时近200万个小时但效果不佳的管理流程。这家专业服务巨头表示，新制度将包含的内容，以及将要舍弃的内容，可能会让人们感到吃惊。
As notable as the “what,” however, is the “who.”
然而，与“内容”同样值得注意的，是“谁”来负责这项工作。
Deloitte plans to give more tools, along with more of a sense of urgency, to individual team leaders so that they can conduct formal check-ins with all of their direct reports at least once a week.
德勤计划以一种更大的紧迫感，向每个团队领导者提供更多工具，使他们可以至少每周评估一次所有直接下属的工作情况。
“These brief conversations … provide clarity regarding what is expected of each team member and why, what great work looks like, and how each can do his or her best work in the upcoming days,” Ashley Goodall, Deloitte’s director of leader development, explained in the current issue ofHarvard Business Review, where he laid out the initiative.
在最近的一期《哈佛商业评论》中，德勤的领导者发展总监阿什利•古道尔对该公司的这项新举措进行了一番解释：“这类简短的对话可以阐明领导者对每一位团队成员的期望与原因，告诉他们什么是出色的工作，以及在未来几天内每个人如何做到最好。”
Deloitte is at the fore of a trend that is changing how major companies are managed: Team leaders are being offered—and, in some instances, simply seizing—more responsibility and autonomy in evaluating and guiding the people who work for them. As part of this movement, they are taking over functions that have traditionally been the province of corporate HR.
目前，大公司的管理方式正在发生变化：团队领导者获得了（在个别例子中，使用“夺取”一词更准确）更多评估和指导下属的责任与自主权，德勤正处在这一趋势的最前沿。在这一趋势当中，团队领导者正在接管传统意义上属于公司人力资源部的职能。
“We now have the opportunity to put power right into the hands of the team leader,” says Marcus Buckingham, who wrote the HBR article with Goodall and whose company, TMBC, has been advising Deloitte. (Full disclosure: Buckingham is a member of the board of advisors of the Drucker Institute, which I run, and he is a friend.)
马库斯•白金汉表示：“我们现在有机会将权力合理分配到团队领导者手中。”白金汉与古道尔共同撰写了这篇发表在《哈佛商业评论》的文章，他的公司TMBC在为德勤提供咨询。（提示：白金汉是笔者经营的德鲁克研究会顾问委员会成员，也是笔者的好友。）
Under the classic corporate hierarchy to which most businesses still adhere, HR centrally administers a performance evaluation once or twice a year. By the time feedback filters down to front-line managers, it’s often too backward-looking to be useful.
在大多数公司仍在执行的传统组织结构中，人力资源部负责进行每年一次或两次的绩效评估。当反馈传达给一线管理者时，往往因为滞后而失去了作用。
“The most important audience for this information is the person who doesn’t get any of it in a timely way—the team leader,” says Buckingham. “The real work of a company happens in microclimates.”
白金汉表示：“评估信息最重要的听众是团队领导者，但他们往往无法及时得到这些信息。对于一家公司来说，真正的工作是在局部小环境中展开的。”
In the case of Deloitte, as well as other organizations using Buckingham’s methods, team leader check-ins are augmented by an initial online self-assessment taken by every member of the group. The instrument allows employees to explore and understand their strengths and share those insights with their supervisor and other colleagues.
在德勤和其他采用这种方式的公司，首先由每一位团队成员进行在线自我评估，这将增强团队领导者评估的效果。这种方法使员工可以开发和了解自身的优势，与他们的上司和其他同事分享自己的见解。
Automated reminders then ensure that the team leader is given a weekly dose of data, making it possible for him or her to answer three questions shown to measure and help spur engagement and productivity: What are the strengths and capabilities of each of my people? What are they doing this week (and, implicitly, how does that match up with their strengths)? And how are they feeling this week?
自动提醒可以确保团队领导者每周获得一批数据，使他或她可以回答下面三个问题，衡量和帮助刺激下属的积极性与工作效率：我的每一位下属有什么优点和能力？他们这一周在做什么工作（暗含的意思是，他们的工作与能力是否匹配）？以及他们本周的感受如何？
Performance management isn’t the only activity undertaken directly by a growing number of team leaders. Goal-setting, surveying workers, training, and even hiring are increasingly being handled in much the same manner.
绩效管理并非唯一一个越来越多地由团队领导者负责的活动。许多公司也在用相同的方式处理目标设定、员工调查、培训甚至招聘等任务。
“There’s definitely a shift happening,” says David Hassell, the CEO of 15Five, a company that makes web-based software to improve communication between employees and their managers.
戴维•哈塞尔表示：“改变确实在发生。”哈塞尔是web软件开发商15Five公司的CEO，该公司的软件旨在改善员工与上司的沟通。
Two factors are fueling this transformation. First, pressure is rising for companies to move much faster than the typical corporate bureaucracy can facilitate.
有两个因素正在推动这种转变。首先，日益增加的压力迫使公司更快行动，而典型的公司官僚组织根本无法做到做到这一点。
For instance, athletic-gear maker Under Armour has turned to HireVue, an interactive platform for recruiting, screening, and hiring job candidates, to bring on staff as it opens new retail stores. But it’s the store managers themselves—with HR’s backing—who are making these selections. Through this decentralized arrangement, Under Armour has opened a new store in as little as two days, according to HireVue, and it has cut the time to fill jobs by 35%.
例如，运动设备制造商Under Armour在开设新店铺时，会借助互动平台HireVue进行招聘、筛选和录用求职者以及培训员工。但最终将由店铺经理，在人力资源的支持下做出选择。据HireVue披露，通过这种分散化的管理，Under Armour在短短两天内便开设了一家新店铺，将填补工作岗位的时间缩短了35%。
The second factor is a proliferation of technology. Indeed, while “there is no I in team,” there is ever more IT being deployed at the team level—some of it so cheap that managers can buy the stuff themselves without any corporate rigmarole. For example, 15Five costs $49 a month for the first 10 people, and $5 for each additional person.
第二个因素则是技术的扩散。事实上，虽然说“团队中没有小我”，但在团队层面确实部署了更多IT技术——有些技术非常低廉，管理者甚至不需要通过公司繁琐的手续便可以为团队成员购买。例如，15Five软件前10个人的价格为每月49美元，之后每增加一个人的价格为5美元。
The goal-setting application BetterWorks goes for only $15 per user per month. Kris Duggan, co-founder of BetterWorks, recalls the CEO of a financial services firm who at first saw little point in rolling out the product. But so many of his managers started using BetterWorks on their own that he eventually had no choice but to input his own objectives to keep them in line with everyone else’s. “It was definitely the lower ranks of the organization that was pulling the CEO in this direction,” Duggan says.
目标设定应用BetterWorks的价格为每月每名用户15美元。BetterWorks联合创始人克里斯•达根回忆说，有一家金融服务公司的CEO最初认为部署这款产品没有任何意义。但后来许多管理者开始自己使用BetterWorks，他也别无选择，开始在应用中输入自己的目标，以便与其他人的目标保持一致。达根说道：“这就是底层员工迫使CEO做出改变的最佳例子。”
Of course, not every company is ready for their team leaders to assume such an assertive role; a top-down philosophy still prevails inside most large organizations. Nor does every team leader have the skills and mindset to successfully manage this way.
当然，并非每一家公司都做好了让团队领导者承担这一独断职责的准备；自上而下的管理思维在大多数大公司内依旧大行其道。而且，并非每一位团队领导者都具备按这种方式进行成功管理的能力和思维。
“You have these really fancy, awesome tools,” says Dan Pontefract, a longtime TELUS executive and the author ofFlat Army: Creating a Connected and Engaged Organization. “But the culture has to be there first.”
科技公司TELUS的资深高管、《扁平化的员工队伍》（Flat Army: Creating a Connected and Engaged Organization）一书的作者丹•庞蒂弗拉克特表示：“虽然有这些非常出色的工具。但文化才是第一位的。”
It is also hard to imagine that some HR executives—afraid of losing their authority—won’t resist these changes.
此外，我们很难想象，担心失去权力的人力资源高管不会抵制这种改变。
But Buckingham believes that with team-leader-driven companies, HR officials will have the chance to be more valuable than ever. “Tim Cook recently commented that ‘the most important data points are people,’” Buckingham says. With team leaders tuned in as never before, “HR will finally be in position to have real-time and reliable people data,” as opposed to serving up figures that are “stale and untrustworthy.”
但白金汉相信，在团队领导者驱动的公司内，人力资源部的管理者会变得比以往更有价值。白金汉表示：“苹果CEO蒂姆•库克最近声称，‘最重要的数据点在于人。’随着团队领导者的职责发生前所未有的变化，人力资源部将拥有实时的、可靠的人力数据，”而不是提供“过时的、不值得信任的” 数据。
They’ll also be able to spot pockets of true excellence throughout the organization and try to replicate those. “Rather than having things centrally launched and cascaded down,” Buckingham says, “you’ll have them locally launched and aggregated up.”
此外，他们还可以发现公司内真正卓越的做法，并尽量将其复制到其他部门。白金汉说道：“公司将摈弃从核心管理层开始，逐级传达的方式；取而代之的是从局部开始，然后汇聚并推广。”
Slowly but inexorably, the world of work is being turned upside down.
我们的工作方式必将发生颠覆性地变化，这个过程虽然缓慢，但将不可阻挡。
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