【参考范例】
Candidate A=A Candidate B=B
A: ABC Company is about to introduce an appraisal scheme to assess the performance of staff. It will benefit both individual and company. Individual appraisals are not always very effective, and people tend to think that there are too many categories. They are not sure how the system works, so they are not happy with the legal aspects. What might be the likely reactions of the staff to the introduction of the scheme?
B: I think some employees would accept the appraisal scheme, in the hope that introduction of the scheme will be beneficial to both individual and company. Some would regard it as a chance to improve their salary. Some others may dislike it for they don’t like the way they are assessed. Many more have doubt about the meaning of the staff appraisal. Everybody works in teams these days and team members share responsibility for results. And team leaders could sense resentment between members. Teams much prefer to be awarded a group rating. We often receive complaints about the system of performance appraisals. What is your opinion of the feedback on appraisal? I think the feedback on performance appraisal is very likely not as positive as the leaders have expected.
A: I agree with you. The staff appraisal may be one of the biggest causes of dissatisfaction at work. In America, the unhappy workers even sue their employers over appraisal interviews. Problems will rise from the scheme itself and from the implementation and understanding of that scheme. Senior staff find it difficult to do appraisals. They have no choice but to listen to staff’s complaint about the company during the appraisal.
B: Therefore, I recommend that before reversing the appraisal’s negative associations, an organization needs to find out the underlying reasons contributing to them. The guidelines should be given to the employees by the management These guidelines suggest that a successful scheme have a clear appeal process, that all the negative feedback should be accompanied by evidence like dates, times and outcomes and that, most importantly, ratings should be able to reflect specific measurable elements of the job requirements.
A: I suggest we should make some changes to the current schemes. But how should feedback be given to staff on their performance?
B: That’s the question that needs discussion. Yes, you’re right. Some changes to current schemes are actually simply a matter of logic.
A: For example, if employees are constantly encouraged to work in teams and to shoulder joint responsibility for their successes and failures, it practically makes little sense for the appraisals to focus on individuals, as this may result in resentments and cause divisions within the group. Therefore, it is possible, and more suitable in some cases to arrange appraisals where performance is rated for the group.
B: And in addition, staff members should also be educated about the best way to approach appraisals. They feel uncomfortable about being asked to play a more supportive role than they are accustomed to without any training. I think it is sensible to give written feedback to most staff members. For some employees, we’d better give them oral feedback on their performance plus the written one.
A: Your idea is acceptable. However, those who are appraised may regard it as a chance to air their grievances and highlight the company’s failings instead of considering their own role. Therefore, the feedback to be given to staff should not be too negative. Rather, the appraisal needs to be positive.