英文的工作總結

　　關注雙方的情緒經歷，通過發展一些關鍵的心理技能來提高年終總結的回報率。以下是PINCAI小編收集的英文的工作總結，僅供大家閱讀參考!

　　英文的工作總結

　　Year-end is a good time to review your programs to get them ready for the next year. Typically, this time of year things slow down due to the holidays you might have some time to focus on the recommendations below.

　　Year-end Recap

　　It is critical that you develop a year-end recap and send it out to as many people as possible.

　　This will let then know your successes as well as challenges in the past year. You can use this to brag about the successes, which can lead to more support as well as budget.

　　In addition, by outlining the challenges you may be able to motivate others to help and or make appropriate changes within their teams that will help you prevent these problems.

　　Annual Traffic & Sales Review

　　Reviewing your inbound traffic and conversions across the year to look for trends or new phrases is a great opportunity to identify new markets, keywords or countries that may have been overlooked in the monthly reviews.

　　When you look at the trends over an entire year you can often find months that are higher or lower than normal and can adjust your annual or quarterly plans to maximize these spikes.

　　Keyword Glossaries

　　Often overlooked are company’s localization glossaries. These are master lists of word pairs that are used in machine translation and translation management tools. Throughout the year,you may have done a lot of

　　keyword research and modeling that may need to be added to the glossary as well as words replaced with those which have more demand or better match searcher’s intent.

　　If any new products were added this year, they should be added to the glossary as well to make sure that the most relevant versions are integrated.

　　Site-Wide Diagnostics

　　Due the holidays at the end of the year, your workload may decrease giving time to review and clean up many of the common errors that accumulate in Google and Bing Webmaster tools.

　　New Year/New Tactics Lunch & Learn

　　Schedule a variety of lunch and learns with your various teams to them on any new techniques and updates like avoiding Panda penalties. It is often good to any new employees that were added in the past few moths on the best practices they may not be aware of.

　　End Of Life Products

　　Especially if you managing search for a large company you should meet with the product teams to identify products that are no longer sold. It is common in larger companies and especially in consumer electronics that as product reach their “end of life” for marketing they are removed from the site.

　　While they are no longer sold, they are still being used by consumers that will need replacement parts, services and hopefully upgrades. You can create a hybrid page that represents these options for consumers and replace the previous product page to allow you to continue to capture those still interested in your products.

　　Any of these can help find nuggets of opportunities that will help you look good in the first quarter. It will also help you to make budget justifications and support additional headcount or agency budgets for specific roles.

　　Most importantly, you should have a good idea of the overall progress and what opportunities you have for improvement in the new year.

　　英文的工作總結

　　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 Ts are crossed and the Is 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，領導布置下屬完成的年終工作表現總結好像帶來的都是恐懼和怨恨情緒，很少人有會很開心做年終總結。雖然領導和下屬都會在年終總結上花費很多的時間，但他們大多認為這樣的工作其實是徒勞無功。在經過了很多這樣事無巨細一絲不茍的程序化工作后，人們在這個重要而又是勞動密集的過程中的工作投入需要得到真正的回報，而這也需要技巧。領導們需要樹立榜樣，將這種例行公事有效的利用起來。

　　This column addresses giving a review. In a subsequent article Ill 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注重心：關注雙方的情緒經歷，通過發展一些關鍵的心理技能來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 organizations 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 organizations culture discourages open and honest feedback ("we dont 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。總結和薪酬之間的緊密聯系，使得我們無法敞開心扉坦誠相對。各級管理人員在評估年終總結時，除了會考慮個人的工作表現，還會關注他們對整個團隊的貢獻。比如說，考慮到薪酬獎金，部門間的競爭可能會使得同部門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誠布公的意見反饋的話（“我們不走模糊溫馨那一套路線”），你會感到束縛壓抑，可能只會關注數據，而別的`內容會讓你覺得自己是個局外人，會讓你的直接匯報顯得特立獨行，讓你焦慮擔憂。

　　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. 不過就算是在這樣一個不利的組織環境中，還是有些事在你的掌控中，而在總結的過程中你也能獲得更多。從深層情緒角度出發會讓你對總結有好的理解，注意培養一些主要的心理能力，你就能創造一個更有效的總結經歷，成為總結過程中更好的領導者。

　　Ideally, the year-end review is all about the employees development. As a leader committed to optimal performance, you understand the importance of the fit between an employees 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 individuals 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于該員工的個人發展。作為一個強調最佳表現的領導，你應該明白員工能力天賦與職業目標及組織角色間匹配度的重要性。當你懂得如何將個人發展與團隊方向最佳的結合在一起時，你就與員工的成長形成了一種伙伴關系。這種伙伴關系依賴于對個人工作表現的坦誠反饋，你對阻礙個人和組織更好表現的絆腳石的認知，以及你持續不斷移開絆腳石的行動力。

　　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，管理人員通常會因為個人的心理挑戰而繞過理想的個人發展重心。表現在下面幾個方面：

　　--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：擔心沖突，會使得你想要避免與下屬進行個人工作表現的討論，這比較難以啟齒但卻很有意義。這種沖突憂慮情緒源自根深蒂固的個人問題，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，即使是無意識的情況，你也可能是在犧牲長期的發展和表現來換取短期的安慰和接受。同時，因為你無法做到將自己的需要置之不理，你就很難贏得下屬的信任和尊重。

　　--Mistrust: Your overall mistrust of people and their motives may make you think that employees dont want to hear corrective feedback, cant take it in and wont use it constructively. 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：你對別人和他們動機的完全不信任，會使得你認為員工不愿意聽到改善性的意見反饋，會認為他們無法真正接受，也不會建設性地利用起來。如果你對別人有這么強烈的不信任，你可能會認為一般人都無法改變，只有恐懼才能成為動力，只有懲罰他們才能學會。 --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 thats 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：無法承認你自己年終總結的動力和目的，也就意味著你的下屬的總結中信息混雜，這樣會妨礙整個總結的進程。比如說，你不承認內心對某位下屬的負面情緒，可能會使總結變成發展框架，而這位下屬真正需要的卻是團隊之外的個人管理，這樣只會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。

　　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 anothers 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 persons 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，意味著準確理解別人的情感經歷。要想實現與員工的感同身受，首先你要總結自己的經歷并收到反饋。換位思考，替別人著想，這都是值得的。你的指導思想是人們通常會高估自己的表現。人類的一種本能是維持正面的個人形象，我們拒絕讓人難受的批評。當你特意去找尋和理解，他們的動力，他們最重要的職業目標，他們為自己定的標準，以及在標準沒實現時他們的反應，這些都會讓你越發感同身受。感同身受會讓你吸收每一份總結里的信息，并能以此來促進每個人的成長。

　　--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：沒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機。增加自己的可信賴度，對所有人而言，年終總結過程都會更有效率。你有沒有把員工的最佳利益放在心上？你有沒有遵守承諾實現他們的發展？你會不會做出超出自身利益的行為？認真反思，想想在別人的眼里，你是不是值得信賴的一個人。

　　--Self-knowledge: It isnt easy to keep your own personal likes and dislikes out of your objective assessment of someone elses work, achievements or failures. You need to be scrupulously 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：想要屏蔽個人喜好的影響，客觀評估別人的工作、成就和失敗其實很難。不管什么時候和員工打交道，你都要對自己特別誠實，直面自己的個人需求、動機和偏見。花點時間來反思一下自己做年終總結的經歷，這樣可以指導你對自己的優勢和弱點有更好的理解。如果你對某個員工有強烈的個人情緒，那就可能需要跟其他信得過的同事商討一下，這樣你會得到不同視角。

　　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 employees core barriers to achieving his or her performance goals and providing ongoing

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