如何給團隊制定合理的季度績效?

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" 對於管理者，特別是很多從業務/技術骨幹中提拔上來的新任基層管理者，最讓他們壓力倍增的事情之一，便是","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"如何給每一位團隊成員制定合理的績效，定什麼內容？比例怎麼劃分？評價標準如何制定？ 怎麼提前規劃每位團隊成員整個季度的關鍵工作？","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"本文章重點與大家討論的是在制定具體績效時，有哪些事項是需要我們管理者提前去思考、認真去做的，最終掌握制定績效的基本思路，從而可以更輕鬆地去應對團隊成員的績效制定工作；下面筆者就來給大家從抽象到具體的過程，一步步探究績效制定的實操方法：","attrs":{}}]},{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"績效制定準備","attrs":{}}]},{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"績效制定過程","attrs":{}}]},{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"常見的場景案例分析","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":1},"content":[{"type":"text","text":"一、績效制定準備","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"準備工作很重要的是，你要知道接下來的重點目標是什麼，員工過去的表現以及未來的期待。管理者只有從多方面掌握信息，績效目標的制定才更合理，也更具有指導意義。具體可以從以下幾個方面來準備：","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/46/4645baefe75ccf21d0aba9ae20e074cc.png","alt":null,"title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"numberedlist","attrs":{"start":null,"normalizeStart":1},"content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":1,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"上個季度的績效表現","attrs":{}}]}],"attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" 上個季度好的地方、不足的地方有哪些。可以從日常的工作接觸、團隊其他成員的評價、業務部門的評價等來積攢。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" 日常有很多工作接觸的場景，可以讓你瞭解成員的工作狀態：","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"日常的工作安排，可以觀察其對工作的理解程度；","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"日常的任務項進展，可以觀察其工作的狀態，如果經常延期，故障比較多，跟別人配合不順暢等，就要及時地反饋並糾正，這是促進成員進步很重要的一環，同時記錄下來做爲案例跟員工一起在kpi總結和制定時的改進思考。","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"日常工作的任務結果：管理者很重要的是讓成員輸出有價值的成果，所以成果的同步是很重要的一個環節。比如當成員有一個重要工作項完成，你要重點跟他聊一下這件事，看他的成果是否達到預期，如果沒有達到，是爲什麼沒有達到？如果達到了，是怎麼做達到的呢，有沒有好的經驗可總結呢，自己在裏面的進步點是什麼呢？","attrs":{}}]}],"attrs":{}}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" 團隊成員的評價；部分公司會開展360度環評，會把這部分做到流程中去，那麼流程中的意見可以做爲參考，但做爲管理者，不要只看冷冰冰的文字，對於骨幹員工或者關鍵崗位的員工，還是要去跟他強相關的相關人那裏，瞭解一下相互間的協作情況等。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"numberedlist","attrs":{"start":"2","normalizeStart":"2"},"content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":2,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"這個季度的目標","attrs":{}}]}],"attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"團隊的業務目標、相關業務團隊的目標；（在這個季度、未來一年的業務重點目標 -至上而下分解的目標項，這是往下傳遞重點工作項的基礎）,根據業務目標確定希望他承擔的主要工作等。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"numberedlist","attrs":{"start":"3","normalizeStart":"3"},"content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":3,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"未來你對他的期望","attrs":{}}]}],"attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" 可以結合崗級要求。比如他現在是初級的，是不是有計劃培養他朝中高級的方向去發展，如果有，就給他定一定比例的成長挑戰目標。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" 團隊的梯隊建設。是否把他做爲骨幹培養，還是他其實只適合做一些基礎的工作。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"他的個人訴求。我這邊就有一個同學，他就希望自己做java方向，而不想轉go方向，公司組織架構調整，他要做go相關的編碼工作，他就很難受，這個時候給他安排的工作其實是沒辦法打動他的。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"你期望他改進的地方。每個人都有自己的盲點和短板，當你可以客觀地跟他聊短板，真誠地期望他提升，並且有可行動的方案時，成員其實是歡迎的，而且會感動於你對他的用心。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"numberedlist","attrs":{"start":"4","normalizeStart":"4"},"content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":4,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"績效政策的掌握","attrs":{}}]}],"attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" 公司績效評價制度、價值觀的變化等，管理者要熟練掌握並想好如何傳遞和落地到團隊成員的行爲中，這塊要跟上級和HR密切接觸學習，確保正確、正向地傳遞和落地。比較忌諱的是，管理者自己對一些績效政策不認同，然後跟員工一起抱怨，這樣的做法是很危險的，你的團隊將沒辦法凝聚，你也沒辦法管理他們。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"公司的職級要求要掌握，以公司制定的職級要求爲基礎，在團隊內部做定製化的定義和解讀，比如研發崗的大的方向是一致的，但是在具體的細則能力要求方面肯定會有很大的差異（比如go、java、c的方向要求），這個需要管理者去梳理並傳遞給團隊，讓大家把很抽象的要求，變爲工作中能夠實際關聯的場景。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"numberedlist","attrs":{"start":"5","normalizeStart":"5"},"content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":5,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"成員的特點","attrs":{}}]}],"attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" 團隊成員的能力水平、經歷、性格、愛好等，在日常的過程中，要慢慢地挖掘和積累，只有你跟他之間瞭解的越多，你才知道怎麼樣的安排和溝通是最合適的。","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"能力水平：能力可以通過工作的過程及結果來觀察","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"經歷背景、性格特點、愛好；（可以通過組織有趣的工作坊來了解這些基礎的信息，比如：歷程、技能市場、查戶口、願景等工作坊【這些後續的實踐技能中會詳細地輸出如何組織這些工作坊，大家可以參考鏈接】）；","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"成員自我的訴求（對團隊的期望、個人的職業發展期望、個人對工作內容的期望等），可以通過溝通、或者一些有趣的遊戲來挖掘更深的訴求，內驅力遊戲）","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以及其他更多的信息... 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業績是體現每個人價值的重點，也是大家最熟悉的，這裏強調幾點管理者要注意的方面：","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不一樣崗級的員工，績效中核心的工作項難度是不一樣的，核心的工作項佔比也不一樣。比如一個初級的開發者，你對他的核心要求是負責簡單的需求開發就可以，對於高級或資深的開發者，你對他的核心要求可能是要統籌協調整個複雜需求的交付過程。對於高級的員工，核心的工作項除了業務目標，還要有一定比例的“導師”要求，需要他在這個季度培養新人達到獨立工作的水平，這塊是管理者授權的一部分，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"很多新手管理者一上任會覺得很無助，覺得自己既要把關業務，又要帶新人，忙的暈頭轉向，就是這塊的培養授權沒有傳遞下去，都壓在自己身上。","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"業務目標包含自己部門內部的目標，同時也要考慮跟我們有強依賴的業務部門的目標，說白了就是兄弟部門的事情，該落地的咱們要安排落地。","attrs":{}}]}],"attrs":{}}],"attrs":{}},{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"zerowidth","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"每個成員的成長目標不要忽視；","attrs":{}},{"type":"text","text":"當業務壓力比較大的時候，往往忙於業務和救火，管理者會忽視人員的成長。但每個人都有自己的成長訴求，他會關心在這個團隊中自己能夠學到什麼，他會希望現在的工作可以切合自己未來的規劃。同時，你對他可能也有某些的期待或要求，比如你想把這個人培養成骨幹，想把他培養成項目經理或產品經理，那就要有相關的學習成長要求。所以，績效中給一定比例的成長目標，給予成員機會挑戰，並把這部分的訴求落到實處，能夠很好地驅動員工的工作積極性。績效中的成長目標占比一般5%-10%即可，新員工可以高一些。","attrs":{}}]}],"attrs":{}}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"zerowidth","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"價值觀是凝聚團隊的基石；","attrs":{}},{"type":"text","text":"這部分如果公司沒有要求，往往比較難以理解，簡單講，就是你希望在怎樣的一個團隊中工作？你希望你的團隊有怎樣的一種氛圍？把這個想法記錄下來，變成行爲描述，就是你團隊的價值觀。有的公司會把價值觀納入考覈的固定比例，比如阿里是50%，並且價值觀考覈不合格的話，直接不合格，這個也反映了價值觀的重要性。舉個簡單的例子：比如我團隊中，我希望大家都是開放地就事論事，腳踏實地地做事，那麼我會解釋這樣的幾個行爲是我倡導的：","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"開放：","attrs":{}}]}],"attrs":{}}],"attrs":{}},{"type":"paragraph","attrs":{"indent":2,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有事說事，不要遮遮掩掩；","attrs":{}}]},{"type":"paragraph","attrs":{"indent":2,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有遇到問題、疑慮，及時提出來，大家快速討論解決；","attrs":{}}]},{"type":"paragraph","attrs":{"indent":2,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有事不敢說最後延誤了，是自己的責任；","attrs":{}}]},{"type":"paragraph","attrs":{"indent":2,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"當別人給你提出改進建議時，要虛心接受，有什麼不一樣的觀點咱們當面討論清楚","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"腳踏實地：","attrs":{}}]}],"attrs":{}}],"attrs":{}},{"type":"paragraph","attrs":{"indent":2,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不能幫團隊真正解決問題的方案，不要做；","attrs":{}}]},{"type":"paragraph","attrs":{"indent":2,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不要拎一堆虛的指標卻發現不了什麼問題，深入到團隊去設置真正需要的指標；","attrs":{}}]},{"type":"paragraph","attrs":{"indent":2,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不要只是讓團隊執行流程，深入團隊掌握應用場景，看流程能幫他解決什麼問題；","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/ff/ff76d051bc740f3c0650dfa4d0a4c867.png","alt":null,"title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"績效內容定下來之後，我們還要明確評價標準，這個也不要隨意。每個人要達到的難度是不一樣的，根據事情、崗級能力要求來制定評價標準。同樣一件事情，給初級、中級、高級的人員，完成的合格標準差別是很大的。初級的開發者，能夠完成簡單的需求開發，應該是合格，如果他很好地完成了複雜需求的開發，就可能是良好，他如果還能統籌需求的整個交付過程，應該就是優秀。但對於高級開發者來說，他做到了複雜需求的整個交付過程，可能只是合格。這塊說起來容易，但是","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"剛上任的管理者往往容易忽略。經常會拿着同一個標準去衡量同一個結果，比如感覺這個人做的比較快，推進也不錯，就覺得他很好，給他的評價也很高，往往忽略了也許他崗級和薪資也比別人高很多，這個是他應該達到的“合格”要求","attrs":{}},{"type":"text","text":"，不然新手在團隊中就會處於劣勢，不利於團隊的健康發展。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"numberedlist","attrs":{"start":"2","normalizeStart":"2"},"content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":2,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"績效制定過程","attrs":{}}]}],"attrs":{}}]},{"type":"paragraph","a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績效制定的靈活度比較高，本身沒有一個統一的方式，以下是一些經驗的分享，不是統一的模板，大家需根據自己實際的情況做調整。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"numberedlist","attrs":{"start":null,"normalizeStart":1},"content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":1,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"分散在各個研發團隊的員工","attrs":{}}]}],"attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" 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資歷老、能力一般、態度好：","attrs":{}},{"type":"text","text":"讓他看到自己的能力水平，安排做基礎的工作，適時的肯定和讚揚；","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"numberedlist","attrs":{"start":"3","normalizeStart":"3"},"content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":3,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"工作愛拖沓，不主動的員工","attrs":{}}]}],"attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" 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先找根本原因，當前的職級跟他的工作成果是否匹配？","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"是工作安排不合理嗎？","attrs":{}},{"type":"text","text":"（管理者自己的問題，沒有給他合適的挑戰工作）","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"他的能力是可以承擔更高/更多的工作嗎？是的話，則嘗試培養，給他預期。比如在這兩個Q，如果工作成果達到怎麼樣的水平，先做出成績，在kpi中可以有較高的比例傾斜。","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"他的能力不能承擔更高的工作，則溝通安排基礎工作，讓其把基礎工作做紮實，工資水平跟着每年普調即可。","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"是他自己態度/能力的問題嗎？","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"平常工作不積極主動，不願意更高的挑戰，只挑一些基礎性的工作等：溝通併發掘他的訴求（內驅力），從訴求方面去定挑戰績效；如果是態度問題，則從價值觀方面去定績效，讓績效的重點根據問題來傾斜。","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"工作積極主動，但是能力本身就比較一般：溝通安排基礎性的工作，績效制定的關鍵是定好評價標準，讓他把基礎工作做到位。","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":1,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"工作不主動、能力也很一般：這類是能力不好、價值觀也不好的，績效先傾斜改價值觀（提高主動性），同時應該考慮納入淘汰計劃，選擇更合適的人選","attrs":{}}]}],"attrs":{}}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" 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績效制定原則，需包含業務目標、成長目標、價值觀等。","attrs":{}}]}],"attrs":{}},{"type":"listitem","content":[{"type":"paragraph","attrs":{"indent":0,"number":3,"align":null,"origin":null},"content":[{"type":"text","text":" 不同的員工有不一同類的制定策略，萬不能一刀切。","attrs":{}}]}],"attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" ","attrs":{}}]}]}