1、警惕“表格依赖症”。认为绩效管理等同于绩效考核，用简单的数字表格便可概括人的全部，导致企业管理激励性差，管理改革难以成功。

1. Watch out for "form dependence". The author thinks that performance management is equal to performance appraisal, and a simple figure table can summarize all the people, which leads to poor incentive of enterprise management and difficult success of management reform.

2、实施主体“角色错位”。忽略了绩效管理需要总经理、人力资源部经理、直线部门经理、员工共同参与，否则绩效管理将只见其“形”，不见其“实”。

2. The implementation subject "role dislocation". It ignores that the performance management needs the joint participation of the general manager, the manager of human resources department, the manager of the line department and the employees, otherwise the performance management will only see its "shape" but not its "reality".

3、绩效管理“包罗万象”。试图将公司管理的方方面面纳入绩效管理的范畴中，结果只是增加了绩效管理的难度，冲淡了绩效管理的主题。

3. Performance management is all inclusive. Trying to bring all aspects of company management into the scope of performance management only increases the difficulty of performance management and dilutes the theme of performance management.

4、上级领导忽视沟通。企业内部缺乏有效沟通的习惯、氛围和有效平台，忽视了从设定绩效目标到制定评价标准，再到工作过程中的及时反馈都需要上下级的充分沟通。

4. The superior leaders neglect communication. The lack of effective communication habits, atmosphere and effective platform within the enterprise ignores the need for full communication between the superior and the subordinate from setting performance goals to setting evaluation standards, and then to timely feedback in the process of work.

5、考评结果错误迭出。考评结果存在偏见和错误，主要有：“光环效应”，“近因效应”、“首因效应”、“推理错误”、“趋中效应”等方面，易挫伤员工积极性。

5. There are many mistakes in the evaluation results. There are biases and errors in the evaluation results, such as "halo effect", "proximate effect", "primacy effect", "reasoning error" and "centrism effect", which easily dampen the enthusiasm of employees.