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  3. Measuring the performance of people, especially managers and senior executives, presents a perennial conundrum. Without quantifi

Measuring the performance of people, especially managers and senior executives, presents a perennial conundrum. Without quantifi

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问题     Measuring the performance of people, especially managers and senior executives, presents a perennial conundrum. Without quantifiable goals, it’s difficult to measure progress objectively.【F1】At the same time, companies that rely too much on financial or other "hard" performance targets risk putting short-term success ahead of long-term health—for example, by tolerating flawed "stars" who drive top performance but intimidate others, ignore staff development, or fail to collaborate with colleagues. The fact is that when people don’t have real targets and incentives to focus on the long term, they don’t; over time, performance declines because not enough people have the attention, or the capabilities, to sustain and renew it.
    Yet measuring, let alone strengthening, the capabilities that help companies thrive over the long haul is difficult.【F2】These "soft" measures of organizational health—for example, leadership, innovation, quality of execution, employee motivation, or a company’s degree of external orientation—are tricky to convert into annual performance metrics. Moreover, an organization’s health may not change much in a single year, and an employee’s contribution often comes down to judgments and trade-offs. What risks to take and avoid? Which people to develop, and how? Getting a handle on the employee’s personal contribution typically requires in-depth conversations and a more thorough 360-degree style of evaluation than most employees(including senior managers)generally receive. Because of all this, few companies manage people in ways that effectively assess their contributions to corporate health or reward them for improving it.
    When companies do try, they often end up using metrics that are discretionary, weighted less heavily than traditional measures of performance, or applied inconsistently.【F3】One mistake is to become confused about issues that appear related to organizational health but in practice lie at the heart of an individual’s operational, day-to-day job. It’s fine, for example, to judge a senior product manager’s contribution to a company’s external orientation by tracking the number and quality of the new external contacts he or she develops over a year. But it makes little sense to apply the same health test to a media relations specialist for whom meeting new people is an essential part of the role. Managers and others quickly recognize flaws such as these and respond accordingly.【F4】At a global consumer goods company, for example, the head of HR admitted that managers view the organization’s health-related targets as a lever to "top up" their incentive packages. That was hardly the effect the company intended, and a perception that’s proving difficult to change.
    Against this backdrop, we believe it’s useful for CEOs and their senior teams to step back and collectively examine how—and in some cases whether—their people-management systems give sufficient priority to the long-term health of their organizations.【F5】Once companies develop the right handful of health metrics, define the behavior that supports them, and implement assessments of the willingness of employees to practice that behavior, the final step is ensuring that their compensation reflects contributions to health.
【F5】
选项
答案一旦公司制定了某些正确的发展指标、确定了相应的行为规范，并对员工恪守规范的积极性进行评估，那么最后一步就是确保他们得到了与自身对公司的健康发展所做的贡献相应的报酬。
解析 本句是一个包括条件状语从句的复合句，once引导条件状语从句，翻译时可采用顺译法，因为once的含义是“一旦”，表示该条件实现，主句所陈述的情况会必然实现，因此在翻译主句时可以采用增词法，增加“那么”，表示必然性。主句的三个并列的谓语动词：develop…healthmetrics，define the behavior…，and implement assessments…在翻译时要遵循原文的词法，译文的措辞也要选择并列排比的动词。此外，需要注意metrics一词在本句中的准确含义，该词的常用意思是“量度”，这里结合上下文，可以判断其含义是“指标，标准”。
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