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Thank you very much for inviting me to talk to you about the introduction of Performance Management at Best Value.
非常感谢您邀请我为您介绍Best Value的绩效管理。
Best Value operates nearly five thousand convenience stores and seven distribution centres in the United States. When I took over as Chief Executive, three years ago, I found poor industrial relations, and little or no sense of loyalty. A consultation process existed, but wasn't taken very seriously by management. Internal communications varied enormously, with a few staff missing out on key information.
Best Value在美国经营着近5000家便利店和7个配送中心。三年前，当我接任首席执行官时，我发现劳资关系不佳，忠诚感很少或根本没有。咨询过程是存在的，但管理层并没有把它当回事。内部沟通差异很大，一些员工错过了关键信息。
We realised we had to do something to bring out the best in people, and we decided to adopt Performance Management to emphasise to the whole of our large workforce that there were many positive aspects to being one of our employees. If staff could develop a sense of fulfilment in their working days, we believed, it would both benefit them and be fundamental to the success of the rapid expansion we planned. We were convinced that in comparison, the effect of raising wages or reducing working hours would be minimal.
我们意识到，我们必须做点什么来激发员工的最佳潜能，于是决定采用绩效管理，向全体员工强调，成为我们的一名员工有许多积极的方面。我们认为，如果工作人员能够在他们的工作日内培养一种成就感，这将使他们受益，并对我们计划的迅速扩张的成功具有根本意义。我们相信，相比之下，提高工资或减少工时的影响将是微乎其微的。
