Twenty-one：
21：
When annual appraisals first became general practice, we were pretty bad at it. As personnel manager, I called the staff into my office for a ten-minute chat there was some form to fill in, and that was it.
当年度评估刚成为一种普遍做法时，我们做得相当糟糕。作为人事经理，我把员工叫到办公室，和他们聊了十分钟，填一些表格，就这样。
But nowadays a lot of thought goes into the process, and the last round of appraisals was treated very seriously. I used questionnaires constructed to build up a profile of each employee - so I could make informed decisions regarding training, promotion etc.
但现在这个过程加入了很多思考，最后一轮评估也被认真对待。我使用问卷来建立每个员工的档案，这样我就可以在培训、晋升等方面做出明智的决定。
Twenty-two：
22：
Appraisals have to be a positive encounter. And they must be confidential, if the employees are to trust the process enough to be open. I'm a manager when it comes to appraisals, my policy is to keep the initial review part short, and spend longer discussing future projects. I treated my last lot of appraisals as a sort of question and answer session with my staff. Not everything that came out of the interviews was practical, but it was interesting to hear what they thought.
评估必须是一种积极的接触。如果要员工充分信任这个过程，评估就必须保密。在评估方面，我是一名经理，我的政策是将最初的评估部分缩短，并花更长时间讨论未来的项目。我把我最后的许多评估当作是与我的员工的问答环节。并不是所有的面谈结果都是实用的，但是听听他们的想法是很有趣的。
