创新背景

人们普遍认为收到绩效反馈的员工比没有收到反馈的员工更有可能提高绩效。但研究告诉我们，这根本不是真的。通常情况下，反馈后的性能仅略有改善，而且在三分之一的时间里，它实际上变得更糟。收到正面反馈的人通常认为没有必要改变，而收到负面反馈的人往往会产生怀疑、沮丧和愤怒的反应，认为评估不准确、毫无帮助或不公平。

创新过程

如果反馈并不总是容易地改善绩效，那么管理者应该怎么做？研究表明，“拉”比“推”更好。拉需要教学、指导和培养员工，而不是推动或纠正他们。该系统将为领导者提供指导，帮助他们掌握这些技能和行为。

为了从绩效评估中获得有利的结果，评估者必须设定积极的期望，表明他们相信可以做出改进，并且反馈本身-甚至是负面反馈-是一个学习的机会，而不是一个惩罚性的最终结论。他们还应愿意协助采取具体步骤，以实现建议的改进，包括指导和目标设定。如果做得正确，绩效反馈可以带来改进-但不要忘记通过明确所需的技能和行为并帮助他们获得这些技能和行为来“拉动”这些改进。

德勤的绩效评估系统被描述为开发人才的工具，而不是基准，它包含了指导、培训、自我评估、多点反馈、基于行为的评估和目标设定等因素。每个从业者都有一名顾问，负责评估和指导。概述了两个期望：在客户现场的绩效和组织公民行为（OCB），这涉及提高公司价值的内部举措。咨询师接受培训，记录“当下”的表现，以帮助提供有意义的例子。

拉动需要教导、指导和培养员工，而不是推动或纠正员工。

美国陆军军官团在各个层面都经历了“拉动”，以及一个直接的、强化的、明确的改进方式的反馈系统。“军官专业发展”系统和正式的指导计划有助于培养必要的领导技能，无论是技术还是战术。此外，年度反馈和评级还辅之以行动后审查（AAR），对每个任务进行评估，指出需要的改进，并在下一个任务之前解决任何问题，以减轻风险。

嘉吉是明尼阿波利斯一家拥有150年历史的食品生产商和经销商，它利用经理和员工之间的持续对话，给予前瞻性的鼓励和激励，而不是回顾性的评估。在从年度考核转变为“日常绩效管理”系统后，该公司近70%的员工表示，他们觉得自己受到重视，并认为反馈很有用。

创新价值

新型的绩效评估系统是一种快速、有效的领导力工具，领导者可以在不到15分钟的时间内学习并开始使用，对领导能力以及员工的参与度和生产力可能有显著影响。

创新关键点

为了从绩效评估中获得有利的结果，评估者必须设定积极的期望，表明他们相信可以做出改进，并且反馈本身——甚至是负面反馈，是一个学习的机会，而不是一个惩罚性的最终结论。他们还应愿意协助采取具体步骤，以实现建议的改进，包括指导和目标设定。

Innovatively create a performance evaluation system to improve employee performance

If feedback is not always easy to improve performance, what should managers do? Research shows that "pulling" is better than "pushing". Pull needs to teach, guide and train employees, not promote or correct them. The system will provide guidance to leaders to help them master these skills and behaviors. 
In order to obtain favorable results from performance evaluation, evaluators must set positive expectations, indicating that they believe that improvements can be made, and the feedback itself - even negative feedback - is an opportunity for learning, not a punitive final conclusion. They should also be willing to assist in taking concrete steps to achieve the recommended improvements, including guidance and goal setting. If done correctly, performance feedback can lead to improvements - but don't forget to "pull" these improvements by identifying the required skills and behaviors and helping them acquire them.
Deloitte's performance evaluation system is described as a tool for talent development rather than a benchmark. It includes guidance, training, self-evaluation, multi-point feedback, behavior based evaluation and goal setting. Each practitioner has a consultant who is responsible for assessment and guidance. Two expectations are outlined: performance at the customer site and organizational citizenship behavior (OCB), which involves internal initiatives to improve the company's value. Consultants are trained to record "present" performance to help provide meaningful examples.
Pulling requires teaching, guiding and cultivating employees, not pushing or correcting employees.
The U.S. Army Corps has experienced "pull" at all levels, and a direct, enhanced, and clear feedback system for improvement. The "Officer Professional Development" system and formal guidance programs help to develop the necessary leadership skills, both technical and tactical. In addition, the annual feedback and rating are supplemented by the post action review (AAR), which evaluates each task, points out the improvements needed, and solves any problems before the next task to mitigate risks.
Cargill is a 150 year old food manufacturer and distributor in Minneapolis. It uses the continuous dialogue between managers and employees to give forward-looking encouragement and encouragement instead of retrospective evaluation. After changing from the annual assessment to the "daily performance management" system, nearly 70% of the employees of the company said that they felt valued and thought the feedback was very useful.