GROW模型在绩效辅导中的运用与创新--以“90后”技术人才为例  

Application and Innovation of GROW Model in Performance Coaching:Taking “Post-90s” Technical Talents as an Example

作　　者：金莹 黄丹 Jin Ying;Huang Dan

机构地区：[1]西南政法大学政治与公共管理学院

出　　处：《中国人事科学》2020年第6期54-63,共10页Chinese Personnel Science

基　　金：重庆市社会科学规划项目“工业机器人应用对重庆市制造业技能人才供求的影响及应对机制研究”(项目编号:2015QNGL36)研究成果之一。

摘　　要：GROW模型也称成长模型,强调"设定目标-绩效诊断-方案选择-实施改进"的四步循环。调研表明,一些机构运用传统GROW模型对"90后"技术人才进行绩效辅导时,存在绩效目标分解不到位、绩效诊断沟通的深广度不足、需求对接与多方案探讨缺乏、辅导跟进欠缺等问题。创新GROW模型,应构建基于认知、能力、制度、氛围四大要素的沟通系统,不断优化绩效辅导方式,明确人才的角色意识,统一管理者与员工对绩效目标的认知,唤醒绩效辅导双方的责任;提升管理者能力,提高绩效沟通与语言表达技巧,并尊重员工的个性;重视组织的顶层设计,优化辅导制度,完善绩效辅导实施细则;促进多主体协同辅导,形成具有共同感知的辅导氛围。GROW model is also called as growth model, which emphasizes the cycle of four steps, i.e.,"goal setting-performance diagnosis-solution selection-implementation improvement". Research results show that, when some organizations use the traditional GROW model to carry out the performance coaching of "post-90s" technical talents, there are some problems such as inadequate decomposition of performance goal, insufficient depth and breadth of performance diagnosis communication, lack of demand docking and multi-solution discussion, and lack of coaching follow-ups. In order to innovate the GROW model, we should build a communication system based on four elements, namely cognition, ability, system and atmosphere, constantly optimize the way of performance coaching, clarify the role consciousness of talents, unify the cognition of managers and employees on performance goal, and wake up the responsibilities of both sides of performance coaching;improve the ability of managers, improve the skills of performance communication and language expression, and respect the personality of employees;pay attention to the top-level design of the organization, optimize the coaching system and improve the implementation rules of performance coaching;promote the multi-agent collaborative coaching, and form a coaching atmosphere with common perception.

关 键 词：GROW模型 “90后”技术人才 绩效辅导 创新 

分 类 号：C93[经济管理—管理学]