大家會怎麼報復主管 - 離職
By Annie
at 2021-11-15T01:37
at 2021-11-15T01:37
Table of Contents
※ 引述《hstf (馬刺贏球就是爽\⊙▽⊙/)》之銘言:
: 年尾了
: 公司也開獎了
: 調薪跟分紅不如預期的好
: 但我實在不知道為什麼
: 跟主管面談主管只說我在部門排後面,人家比我好
: 心理很不平衡
: 至少也說我哪裡不好吧
: 一定會有人說我如果不爽那離職算了
: 這種爛主管才是該先離開吧
: 超想要報復主管
: 有人有經驗分享嗎?
誰不想給自己人底下全部最好考績。
誰會故意給個爛考績給別人,然後把自己弄臭。
恨不得全部給 最好,然後每年加薪一倍,然後吸引更多超強的人來部門,多爽。
喔問題是,大家都是打工的,你認為的主管也是打工小弟。根本沒權利決定你的績效與加薪。
一間公司,正常的績效或考績,是有分名額的。
假設是四個等級 ABCD。 就是要按照貢獻程度去排名。有趣的地方就是,如果你沒搞懂,就認為,排名是靠努力程度與實力。實際上,排名是有學問的,而且很多人工作了10年還沒發現。
通常你的主管會想:
我要排誰在前面,我的績效才會被更高層認可。
例如經理排底下的名,是從處長層級來看,處長層級比較重視什麼專案,主觀印象中認為哪件事情做得最好,所以我把那個人排前,這樣我的績效才會好。由於越高層越看不到細節,所以印象分數非常重要,而很多人確重視印象,老是直接鑽到細節,認為只靠實力就好…。
印象分數通常又決定於:
1. 每年那些是公司重點。高層主管注重什麼。
這就是為什麼一堆專案都要蹭熱度,賣弄名詞。所以有時候,你做的專案就決定了一整年的績效了。選對重點專案非常重要,蹭熱點非常重要。
選對工作重點,一年就穩了。
2. 你在高層的印象
更高層的,根本沒空跟你去算細節分數,所以各種宣傳場合的簡報內容,說話內容決定很大的印象分數。你的主管可能有時間注意細節與員工的實力,但是礙於更高層的印象,他為了拿好績效,所以也只能照更高層的印象排。也就是版上常說的嘴炮能力。
3. 有沒有其他部門的人幫你說好話。這點超多人忽略。也就是外商公司常說的影響力。
通常要給一個人 好績效,排名前面,要寫理由的。寫理由最好的寫法,不是你主管自己亂吹自己底下的人多強,有經驗就知道實務上根本沒用。最好是有別的部門來背書或說話。由非親非故的其他單位說你好,超有公信力的,這樣你的績效才會好,你的主管把你排前,他的績效才會好。例如:假設打你績效是經理,同一個處底下的其他經理也認為你好,這時就超能放心把你排前。因為他寫理由時,就能讓處長看到,你看,別的經理都說我的下屬,也就是我好。這時你的主管就站得住腳。一個人能不能有影響力,讓別的部門也出來,在高層報告時也說你好,非常重要。
唉唉,懶得打字了。
以上都跟實力無關,甚至與真實貢獻無直接關聯。但很多人根本搞不清楚這職場的基本規則。
努力很重要,實力很重要。但都是基本。
搞清楚公司運作的一些人情世故與規則,
才是績效或考績排前的關鍵。
--
: 年尾了
: 公司也開獎了
: 調薪跟分紅不如預期的好
: 但我實在不知道為什麼
: 跟主管面談主管只說我在部門排後面,人家比我好
: 心理很不平衡
: 至少也說我哪裡不好吧
: 一定會有人說我如果不爽那離職算了
: 這種爛主管才是該先離開吧
: 超想要報復主管
: 有人有經驗分享嗎?
誰不想給自己人底下全部最好考績。
誰會故意給個爛考績給別人,然後把自己弄臭。
恨不得全部給 最好,然後每年加薪一倍,然後吸引更多超強的人來部門,多爽。
喔問題是,大家都是打工的,你認為的主管也是打工小弟。根本沒權利決定你的績效與加薪。
一間公司,正常的績效或考績,是有分名額的。
假設是四個等級 ABCD。 就是要按照貢獻程度去排名。有趣的地方就是,如果你沒搞懂,就認為,排名是靠努力程度與實力。實際上,排名是有學問的,而且很多人工作了10年還沒發現。
通常你的主管會想:
我要排誰在前面,我的績效才會被更高層認可。
例如經理排底下的名,是從處長層級來看,處長層級比較重視什麼專案,主觀印象中認為哪件事情做得最好,所以我把那個人排前,這樣我的績效才會好。由於越高層越看不到細節,所以印象分數非常重要,而很多人確重視印象,老是直接鑽到細節,認為只靠實力就好…。
印象分數通常又決定於:
1. 每年那些是公司重點。高層主管注重什麼。
這就是為什麼一堆專案都要蹭熱度,賣弄名詞。所以有時候,你做的專案就決定了一整年的績效了。選對重點專案非常重要,蹭熱點非常重要。
選對工作重點,一年就穩了。
2. 你在高層的印象
更高層的,根本沒空跟你去算細節分數,所以各種宣傳場合的簡報內容,說話內容決定很大的印象分數。你的主管可能有時間注意細節與員工的實力,但是礙於更高層的印象,他為了拿好績效,所以也只能照更高層的印象排。也就是版上常說的嘴炮能力。
3. 有沒有其他部門的人幫你說好話。這點超多人忽略。也就是外商公司常說的影響力。
通常要給一個人 好績效,排名前面,要寫理由的。寫理由最好的寫法,不是你主管自己亂吹自己底下的人多強,有經驗就知道實務上根本沒用。最好是有別的部門來背書或說話。由非親非故的其他單位說你好,超有公信力的,這樣你的績效才會好,你的主管把你排前,他的績效才會好。例如:假設打你績效是經理,同一個處底下的其他經理也認為你好,這時就超能放心把你排前。因為他寫理由時,就能讓處長看到,你看,別的經理都說我的下屬,也就是我好。這時你的主管就站得住腳。一個人能不能有影響力,讓別的部門也出來,在高層報告時也說你好,非常重要。
唉唉,懶得打字了。
以上都跟實力無關,甚至與真實貢獻無直接關聯。但很多人根本搞不清楚這職場的基本規則。
努力很重要,實力很重要。但都是基本。
搞清楚公司運作的一些人情世故與規則,
才是績效或考績排前的關鍵。
--
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