每日原则：对业绩考核要从具体案例开始，找出规律，与被考核人一起探究证据以求取共识

尽管反馈是不断的，但考核通常是阶段性的，其目的是把关于一个人工作表现的累积证据汇集起来。如果持续反馈做得好，将会像是持续的考核，将零碎的细节汇成整体。考核不应该有出乎意料的地方，因为你应该对一个人的工作状况有持续了解。通过使用“集点器”，评价将会是不断的，而后叠加成年度评价。如果你认为他们的工作干得不好，你应该早已逐一案例地深入挖掘他们表现不佳的根源，并加以解决。人很难发现自己的缺点，他们需要别人就具体情况来进行深入挖掘（当然不是故意找碴儿），从而发现其真实情况，以及能否胜任工作。

有些情况下，了解一个人不需要很长时间；另一些情况下，就难得多。但经过一段时间并考察大量实例，他们的过往表现（即他们发展轨迹所达到的水平和上下坡度，而不是偶然的波动），可以明确对他们能有怎样的期望。如果一个人工作表现不佳，要么是设计的问题（可能这个人承担的责任太多），要么是适合/能力问题。如果是一个人的能力不足，那要么是因为其本身的弱点使他不适合某项工作（例如，身高不到1.6米的人或许不应担任篮球中锋），要么是因为培训不足。认真做绩效考核，并不断求取共识，就可以找到问题所在。要确保按照一个绝对的标准进行评估，而不仅仅是进步程度。最关键的不只是结果，而是如何履行责任。评估的目标是根据某人的特质来判断他能否胜任某项工作。在这个基础上你就可以决定该怎么做。

While feedback should be constant, reviews are typically periodic; their purpose is to bring together the accumulated evidence of what a person is like as it pertains to their job performance. If the constant feedback is done well, it will become like a constant review as the bits and pieces will add up to the whole. A review should contain few surprises, because you should continuously be striving to make sense of how the person is doing their job. By using the “dot collector” tool, reviews are continuous and add up to annual reviews. If you think their job is being done badly, you should have been probing to identify and address the root causes of their underperformance on a case-by-case basis. It’s difficult for people to identify their own weak- nesses; they need the appropriate probing (not nit-picking) of specific cases by others to get at the truth of what they are like and how they are fitting into their jobs.

In some cases it won’t take long to see what a person is like; in other cases it’s a lot harder. But over time and with a large enough sample of cases, their track records (the level and the steepness up or down in the trajectories that they are responsible for, rather than the occasional wiggles) should paint a clear picture of what you can expect from them. If there are performance issues, it is either because of design problems (perhaps the person has too many responsibilities) or fit/ abilities problems. If the problems are due to the person’s inabilities, these inabilities are either because of the person’s innate weaknesses in doing that job (e.g., someone who’s five foot two probably shouldn’t be a center on the basketball team) or because of inadequate training. A good review, and getting in sync throughout the year, should get at these things. Make sure to make your assessment relative to the absolute bar, not just the progress over time. What matters most is not just outcomes but how responsibilities were handled. The goal of a review is to be clear about what the person can and can’t be trusted to do based on what they are like. From there, you can determine what to do about it.

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