評論
打印
Thank you very much for inviting me to talk to you about the introduction of Performance Management at Best Value.
非常感謝您邀請我為您介紹Best Value的績效管理。
Best Value operates nearly five thousand convenience stores and seven distribution centres in the United States. When I took over as Chief Executive, three years ago, I found poor industrial relations, and little or no sense of loyalty. A consultation process existed, but wasn't taken very seriously by management. Internal communications varied enormously, with a few staff missing out on key information.
Best Value在美國經(jīng)營著近5000家便利店和7個(gè)配送中心。三年前，當(dāng)我接任首席執(zhí)行官時(shí)，我發(fā)現(xiàn)勞資關(guān)系不佳，忠誠感很少或根本沒有。咨詢過程是存在的，但管理層并沒有把它當(dāng)回事。內(nèi)部溝通差異很大，一些員工錯過了關(guān)鍵信息。
We realised we had to do something to bring out the best in people, and we decided to adopt Performance Management to emphasise to the whole of our large workforce that there were many positive aspects to being one of our employees. If staff could develop a sense of fulfilment in their working days, we believed, it would both benefit them and be fundamental to the success of the rapid expansion we planned. We were convinced that in comparison, the effect of raising wages or reducing working hours would be minimal.
我們意識到，我們必須做點(diǎn)什么來激發(fā)員工的最佳潛能，于是決定采用績效管理，向全體員工強(qiáng)調(diào)，成為我們的一名員工有許多積極的方面。我們認(rèn)為，如果工作人員能夠在他們的工作日內(nèi)培養(yǎng)一種成就感，這將使他們受益，并對我們計(jì)劃的迅速擴(kuò)張的成功具有根本意義。我們相信，相比之下，提高工資或減少工時(shí)的影響將是微乎其微的。
