個(gè)人年終工作總結該如何寫(xiě)
時(shí)間如白駒過(guò)隙，轉眼年底快到了，寫(xiě)這個(gè)年終個(gè)人工作總結有什么寫(xiě)法呢，要如何去把它寫(xiě)好呢?下面是小編搜集整理的個(gè)人年終工作總結該如何寫(xiě)，歡迎閱讀。更多資訊請繼續關(guān)注年終工作總結欄目!
The Right Way To Give A Year-End Job Review
做年終總結的正確方法
Up and down the chain of command, year-end performance reviews fill people with dread or with resentment, and very rarely with joy. Both the givers and the receivers spend a lot of time on the reviews, yet they generally see them as an empty exercise. After all the procedural T's are crossed and the I's dotted, it takes people skills to get a real return on investment from this important, labor-intensive process. Leaders need to set an example by turning a ritual into a productive effort.
每至年末，領(lǐng)導布置下屬完成的年終工作表現總結好像帶來(lái)的都是恐懼和怨恨情緒，很少人有會(huì )很開(kāi)心做年終總結。雖然領(lǐng)導和下屬都會(huì )在年終總結上花費很多的時(shí)間，但他們大多認為這樣的工作其實(shí)是徒勞無(wú)功。在經(jīng)過(guò)了很多這樣事無(wú)巨細一絲不茍的程序化工作后，人們在這個(gè)重要而又是勞動(dòng)密集的過(guò)程中的工作投入需要得到真正的回報，而這也需要技巧。領(lǐng)導們需要樹(shù)立榜樣，將這種例行公事有效的利用起來(lái)。
This column addresses giving a review. In a subsequent article I'll tackle how to get the most out of receiving a review. Both articles aim to challenge you to shift your focus to the emotional experience on both sides of the table, and to increase the payback from year-end reviews by developing some key psychological skills.
這篇專(zhuān)欄文章討論的就是如何做年終總結。我還有另外一篇文章是討論如何從收到的總結中獲取最多的信息。這兩篇文章目的都是為了嘗試轉移你的關(guān)注重心：關(guān)注雙方的情緒經(jīng)歷，通過(guò)發(fā)展一些關(guān)鍵的心理技能來(lái)提高年終總結的回報率。
The organizational barriers to having productive year-end reviews can be formidable. The tight link between reviews and compensation discourages openness and honesty. Managers at all levels may think as much about their organization's needs as about individual performance when they do the reviews. For example, interdepartmental rivalries can force a kind of uniformity on your reviews as you try to do the best you can for your people in terms of compensation. If your organization's culture discourages open and honest feedback ("we don't do warm and fuzzy"), you may feel constrained to just focus on the numbers. Anything else might make you feel like an outlier and make your direct report feel singled out and anxious.
那些妨礙我們做出有效的年終總結的組織絆腳石，很難對付�？偨Y和薪酬之間的緊密聯(lián)系，使得我們無(wú)法敞開(kāi)心扉坦誠相對。各級管理人員在評估年終總結時(shí)，除了會(huì )考慮個(gè)人的工作表現，還會(huì )關(guān)注他們對整個(gè)團隊的貢獻。比如說(shuō)，考慮到薪酬獎金，部門(mén)間的競爭可能會(huì )使得同部門(mén)人員的總結盡可能的保持一致。如果你的團隊文化不鼓勵開(kāi)誠布公的意見(jiàn)反饋的話(huà)(“我們不走模糊溫馨那一套路線(xiàn)”)，你會(huì )感到束縛壓抑，可能只會(huì )關(guān)注數據，而別的內容會(huì )讓你覺(jué)得自己是個(gè)局外人，會(huì )讓你的直接匯報顯得特立獨行，讓你焦慮擔憂(yōu)。
But even in an unfavorable organizational environment there are things you can control to get more from the process. By better understanding the experience on a gut emotional level and working on some key psychological skills, you can create a more useful experience and become a better leader in the process.
不過(guò)就算是在這樣一個(gè)不利的組織環(huán)境中，還是有些事在你的掌控中，而在總結的過(guò)程中你也能獲得更多。從深層情緒角度出發(fā)會(huì )讓你對總結有好的理解，注意培養一些主要的心理能力，你就能創(chuàng )造一個(gè)更有效的總結經(jīng)歷，成為總結過(guò)程中更好的領(lǐng)導者。
Ideally, the year-end review is all about the employee's development. As a leader committed to optimal performance, you understand the importance of the fit between an employee's skills, talents, and career goals and his or her organizational role. When you know how best to connect the arc of individual development with the direction of your organization, you form a partnership for growth with the employee. This partnership depends on candid feedback on the individual's performance, your identification of personal and organizational barriers to better performance and your ongoing availability to help remove those barriers.
理想的年終總結應該全都是關(guān)于該員工的個(gè)人發(fā)展。作為一個(gè)強調最佳表現的領(lǐng)導，你應該明白員工能力天賦與職業(yè)目標及組織角色間匹配度的重要性。當你懂得如何將個(gè)人發(fā)展與團隊方向最佳的結合在一起時(shí)，你就與員工的成長(cháng)形成了一種伙伴關(guān)系。這種伙伴關(guān)系依賴(lài)于對個(gè)人工作表現的坦誠反饋，你對阻礙個(gè)人和組織更好表現的絆腳石的認知，以及你持續不斷移開(kāi)絆腳石的行動(dòng)力。
Managers commonly get derailed from the ideal developmental focus in year-end reviews by their own personal psychological challenges. It happens in these ways:
年終總結，管理人員通常會(huì )因為個(gè)人的心理挑戰而繞過(guò)理想的個(gè)人發(fā)展重心。表現在下面幾個(gè)方面：
--Conflict avoidance: A fear of conflict can lead you to avoid difficult--and also meaningful--performance discussions with your subordinates. That fear of conflict can arise from deep-seated personal issues, a lack of skills for managing conflict or both.
沖突避讓?zhuān)簱臎_突，會(huì )使得你想要避免與下屬進(jìn)行個(gè)人工作表現的討論，這比較難以啟齒但卻很有意義。這種沖突憂(yōu)慮情緒源自根深蒂固的個(gè)人問(wèn)題，或是缺乏管理沖突的能力，或是兩者兼有之。
--Need for approval: A strong need for approval often goes hand in hand with conflict avoidance. Managers approach their roles as a vehicle for acceptance and admiration more often than is commonly acknowledged. If you seek affirmation from your employees, even unconsciously, you may be sacrificing longer-term development and performance in favor of short-term comfort and acceptance. At the same time, your inability to put your own needs aside makes it difficult to earn subordinates' trust and respect.
認同心理：強烈的認同需求與沖突避讓情緒形影相隨。管理人員扮演的角色，比起大眾普通認同的管理機制，更像是接受和贊許的工具。如果你想要從員工處尋求肯定，即使是無(wú)意識的情況，你也可能是在犧牲長(cháng)期的發(fā)展和表現來(lái)?yè)Q取短期的安慰和接受。同時(shí)，因為你無(wú)法做到將自己的需要置之不理，你就很難贏(yíng)得下屬的信任和尊重。
--Mistrust: Your overall mistrust of people and their motives may make you think that employees don't want to hear corrective feedback, can't take it in and won't use itconstructively. If you have a high level of mistrust, you may be convinced that people in general are incapable of changing, are motivated by fear and learn only by being punished.
不信任：你對別人和他們動(dòng)機的完全不信任，會(huì )使得你認為員工不愿意聽(tīng)到改善性的意見(jiàn)反饋，會(huì )認為他們無(wú)法真正接受，也不會(huì )建設性地利用起來(lái)。如果你對別人有這么強烈的不信任，你可能會(huì )認為一般人都無(wú)法改變，只有恐懼才能成為動(dòng)力，只有懲罰他們才能學(xué)會(huì )。
--Lack of self-awareness: An inability to acknowledge your own motives and goals for the year-end review can mean mixed messages for your employees, sabotaging the process. For example, by denying your own negative feelings toward a subordinate, you may force the review into a developmental framework that's frustrating for both you and the employee, who really needs to be managed out of the organization. At the other extreme, you could be hijacked by your own feelings of disappointment or envy and end up attacking an employee.
缺乏自我意識：無(wú)法承認你自己年終總結的動(dòng)力和目的，也就意味著(zhù)你的下屬的總結中信息混雜，這樣會(huì )妨礙整個(gè)總結的進(jìn)程。比如說(shuō)，你不承認內心對某位下屬的負面情緒，可能會(huì )使總結變成發(fā)展框架，而這位下屬真正需要的卻是團隊之外的個(gè)人管理，這樣只會(huì )讓下屬和你自己都崩潰抓狂。另一種極端，是你被內心的失望或嫉妒情緒操控，最后以攻擊某位員工收場(chǎng)。
Work on the following core psychological skills and you will increase the benefit you and your employees get from the reviews you must give this year:
在下面的這些核心心理能力上下點(diǎn)功夫，提高你和員工的年終總結效益：
--Empathy: I take empathy to mean an accurate understanding of another's emotional experience. Empathy toward your employees starts with your reviewing your own experiences receiving feedback. It always pays to be able to put yourself in the other person's shoes. Be guided by an understanding that people generally overestimate their own performance. We humans are hard-wired to maintain a positive self-image, and we tend to reject painful criticism. Your empathy increases when you deliberately seek to grasp what motivates people, what career goals are most important to them, what kind of standards they set for themselves and how they react to not living up to those standards. Empathy will enable you to craft each review message in a way that motivates each person to grow.
感同身受：感同身受，意味著(zhù)準確理解別人的情感經(jīng)歷。要想實(shí)現與員工的感同身受，首先你要總結自己的經(jīng)歷并收到反饋。換位思考，替別人著(zhù)想，這都是值得的。你的指導思想是人們通常會(huì )高估自己的表現。人類(lèi)的一種本能是維持正面的個(gè)人形象，我們拒絕讓人難受的批評。當你特意去找尋和理解，他們的動(dòng)力，他們最重要的職業(yè)目標，他們?yōu)樽约憾ǖ臉藴�，以及在標準沒(méi)實(shí)現時(shí)他們的反應，這些都會(huì )讓你越發(fā)感同身受。感同身受會(huì )讓你吸收每一份總結里的信息，并能以此來(lái)促進(jìn)每個(gè)人的成長(cháng)。
--Trustworthiness: Without trust, the year-end review is dead on arrival. The effective review depends on trust; it is also a prime opportunity to build trust. Work on your trustworthiness to make the review process more productive for all concerned. Do you consistently have your employees' best interests in mind? Do you follow through on your commitments to facilitate their development? Will you act in ways that go beyond your self-interest? Take time to look in the mirror and consider whether others see you as trustworthy.
值得信賴(lài)：沒(méi)有信任的年終總結是行不通的，有效的年終總結需要彼此的.信任，也是建立信任的最佳時(shí)機。增加自己的可信賴(lài)度，對所有人而言，年終總結過(guò)程都會(huì )更有效率。你有沒(méi)有把員工的最佳利益放在心上?你有沒(méi)有遵守承諾實(shí)現他們的發(fā)展?你會(huì )不會(huì )做出超出自身利益的行為?認真反思，想想在別人的眼里，你是不是值得信賴(lài)的一個(gè)人。
--Self-knowledge: It isn't easy to keep your own personal likes and dislikes out of your objective assessment of someone else's work, achievements or failures. You need to bescrupulously honest with yourself, confronting your own needs, motives and biases whenever you approach your employees. Take the time to reflect on your own experience receiving reviews to guide you to a better understanding of your strengths and weaknesses in the process. When you have strong personal feelings about an employee, you may want to consult trusted colleagues to get a different perspective.
自知之明：想要屏蔽個(gè)人喜好的影響，客觀(guān)評估別人的工作、成就和失敗其實(shí)很難。不管什么時(shí)候和員工打交道，你都要對自己特別誠實(shí)，直面自己的個(gè)人需求、動(dòng)機和偏見(jiàn)�；c(diǎn)時(shí)間來(lái)反思一下自己做年終總結的經(jīng)歷，這樣可以指導你對自己的優(yōu)勢和弱點(diǎn)有更好的理解。如果你對某個(gè)員工有強烈的個(gè)人情緒，那就可能需要跟其他信得過(guò)的同事商討一下，這樣你會(huì )得到不同視角。
Going at the year-end performance review ritual with a fresh psychological perspective is a quick way to increase your payback from all the hours you will spend writing, reviewing and delivering important information. This year, acknowledge the strong emotions reviews elicit in you, as the giver, and in each person who receives the formal feedback. Develop your own empathy, trustworthiness and self-knowledge to enable yourself to strike a better balance between the evaluative and developmental aspects of the review. Your skill in laying out a path for better performance, identifying the employee's core barriers to achieving his or her performance goals and providing ongoing assistance will enable you to both get the most from year-end reviews and grow as an authentic leader.
從一個(gè)全新的心理視角來(lái)進(jìn)行年終工作表現總結，是一個(gè)很快增加回報率的方法，讓你在總結上花費的寫(xiě)作、審查和發(fā)表信息的時(shí)間勞有所獲。今年的年終總結，認識到自己內心的強烈情感總結，會(huì )使得每個(gè)人都能收到正式的反饋。感同身受，值得信賴(lài)，自知之明，這些都能更好地幫你實(shí)現總結的評估和發(fā)展兩方面的平衡。對更好工作表現的規劃能力，認識到員工在實(shí)現工作目標時(shí)遇到的主要絆腳石的能力，以及為他們提供持續協(xié)助的能力，都能使得你們雙方從年終總結中收獲最多，使你成長(cháng)成一個(gè)真正的領(lǐng)導者。
年終個(gè)人工作總結范文
一年來(lái)，我熱衷于本職工作，嚴格要求自己，擺正工作位置，在領(lǐng)導的關(guān)心栽培和同事們的幫助支持下，始終勤奮學(xué)習、積極進(jìn)取，努力提高自我，始終勤奮工作，認真完成任務(wù)，履行好崗位職責，各方面表現優(yōu)異，得到了領(lǐng)導和群眾的肯定�，F將一年來(lái)的學(xué)習、工作情況簡(jiǎn)要總結如下：
一、嚴于律已，自覺(jué)加強黨性鍛煉，政治思想覺(jué)悟得到提高
一年來(lái)，認真貫徹執行黨的路線(xiàn)、方針、政策，工作積極主動(dòng)，勤奮努力，不畏艱難，盡職盡責，任勞任怨，在平凡的工作崗位上做出力所能及的貢獻。
強化理論和業(yè)務(wù)學(xué)習，不斷提高自身綜合素質(zhì)自己又缺乏工作經(jīng)驗，所以只有不斷加強學(xué)習，積累充實(shí)自我，才能鍛煉好為人民服務(wù)的本領(lǐng)。這一年來(lái)，始終堅持一邊工作一邊學(xué)習，不斷提高了自身綜合素質(zhì)水平。
是認真學(xué)習“三個(gè)代表”重要思想，深刻領(lǐng)會(huì )其科學(xué)內涵，認真學(xué)習黨的xx大會(huì )議精神和公安會(huì )議精神。認真系統地學(xué)習了黨的基本知識和各種理論著(zhù)作，進(jìn)一步夯實(shí)了理論基礎，提高了黨性熟悉和思想道德素質(zhì)。
二、認真學(xué)習業(yè)務(wù)知識，始終保持虛心好學(xué)的態(tài)度對待業(yè)務(wù)知識的學(xué)習。
一年來(lái)，在所長(cháng)的帶領(lǐng)下，走帳串戶(hù)，參加牧民代表會(huì )議、座談會(huì )等各種會(huì )議，到生產(chǎn)、建筑實(shí)地考察，學(xué)習了許多牧民工作方法，更是直接與群眾直接接觸，真正做到深入到群眾中去。平時(shí)，多看、多問(wèn)、多想，主動(dòng)向領(lǐng)導、向群眾請教問(wèn)題，機關(guān)學(xué)習會(huì )、各種工作會(huì )議都是我學(xué)習的好機會(huì )。
三、存在的問(wèn)題
回顧一年的工作學(xué)習，檢查自身存在的問(wèn)題，我發(fā)現存在以下問(wèn)題：
一是學(xué)習不夠。當前，以信息技術(shù)為基礎的公安科技迅速發(fā)展，新情況新問(wèn)題層出不窮，新知識新科學(xué)不斷問(wèn)世。面對嚴峻的挑戰，缺乏學(xué)習的緊迫感和自覺(jué)性將不能適應新的要求。
二是在工作壓力大的時(shí)候，有過(guò)畏難情緒，這是自己政治素質(zhì)提高，也是世界觀(guān)、人生觀(guān)、價(jià)值觀(guān)解決不好的表現。 誠然，在一年的工作中我有得也有失，但是我相信只要找準自身差距和不足，在領(lǐng)導的關(guān)心和同志幫助下，就一定能創(chuàng )造性地開(kāi)展公安執法工作，切實(shí)提高行政執法效率，起真正成為一名便民、利民，保障人民安居樂(lè )業(yè)的合格警員。
【個(gè)人年終工作總結該如何寫(xiě)】相關(guān)文章：
論文提綱該如何寫(xiě)07-21
如何寫(xiě)年終工作總結11-17
英文簡(jiǎn)歷該如何寫(xiě)11-02
論文提綱摘要該如何寫(xiě)12-01
畢業(yè)論文致謝該如何寫(xiě)08-05
工作經(jīng)驗少？簡(jiǎn)歷該如何寫(xiě)？09-01
單位工作證明該如何寫(xiě)12-14