关于如何提高团队绩效，绩效薪酬咨询辅导可以从如下七个方面来着手开展工作。

On how to improve team performance, performance compensation counseling can be carried out from the following seven aspects.

1．明确团队使命，制定清晰的团队目标

1. Define the mission of the team and set clear team goals

在组建团队前，首先要明确团队的使命，即团队存在的理由和价值，以清晰阐述团队存在的意义。然后，根据团队使命来制定团队的目标，团队目标的制定应该遵循SMART原则：

Before forming a team, we should first clarify the mission of the team, that is, the reason and value of the team's existence, so as to clearly explain the significance of the team's existence. Then, according to the mission of the team, the goal of the team should follow the principle of smart

（1）明确性（Specific）：即用具体的量化语言说明要实现的各项目标，如“增强客户意识”是非常不明确的描述，而“将客户满意度由目前的80％提高到90％”则是明确性的表达。

(1) Specific: that is to use specific quantitative language to explain the objectives to be achieved. For example, "enhance customer awareness" is a very ambiguous description, while "improve customer satisfaction from 80% to 90% at present" is a clear expression.

（2）可衡量性（Measurable）：目标必须有标准可以测量。如“将客户忠诚度由目前的80％提高到90％”是很难衡量的，忠诚度不像满意度易于判断。

(2) Measurable: goals must have standards to measure. For example, "increasing customer loyalty from 80% to 90% at present" is difficult to measure, and loyalty is not as easy to judge as satisfaction.

（3）可接受性（Acceptable）：所制定的团队目标必须是与团队成员充分沟通的结果，团队成员对目标作出承诺。

(3) Acceptability: the team goal must be the result of full communication with team members, and the team members should make commitment to the goal.

（4）可实现性（Realistic）：目标必须是在现有资源条件下可以实现的，为团队成员制定过高的目标，只会给团队工作带来负面影响，团队成员因对实现目标没有信心而灰心丧气。

(4) Realizability: the goal must be achievable with the existing resources. Setting too high a goal for the team members will only have a negative impact on the team work, and the team members will be frustrated because they have no confidence in achieving the goal.

（5）时限性（Timed）：实现目标要有具体的时限要求，并且尽量设置阶段性的时间要求，不断鼓舞团队成员的士气。

(5) Timed: there should be a specific time limit to achieve the goal, and try to set periodic time requirements to constantly boost the morale of team members.

可以说，目标是团队工作高的行为纲领，组织应根据目标制定具体的执行策略，为团队工作提供各项资源支持，从而确保团队目标的实现。

It can be said that the goal is the behavior program of team work. The organization should formulate specific implementation strategies according to the goal, and provide various resources support for team work, so as to ensure the realization of team goals.

2．仔细甄选团队人员，实现团队的技能互补

2. Carefully select the team members to realize the complementary skills of the team

联想的创始人柳传志曾提出“搭班子、定战略、带队伍”的战略，在这个战略中，将搭班子置于首要位置，正说明团队成员选择的关键作用。团队成员的选择一般应遵循如下原则：

Liu Chuanzhi, the founder of Lenovo, once put forward the strategy of "building a team, setting a strategy, and leading a team". In this strategy, putting building a team in the first place shows the key role of team member selection. Generally, the selection of team members should follow the following principles:

（1）要选适合的人，而不是选学历高或工作经验丰富的人。

(1) Choose the right person, not the one with high education or rich working experience.

（2）要选有团队精神的人，不要选喜欢单打独斗的明星。

(2) Choose a team player, not a single star.

（3）要选诚信务实的人，而不是选夸夸其谈的人。

(3) We should choose people who are honest and pragmatic, not those who boast.

（4）尽可能选择价值趋同、性格和能力互补的成员。

(4) Try to choose the members with the same value and complementary character and ability.

3．界定成员职责，实行主副分工

3. Define the responsibilities of members and implement the division of main and Deputy responsibilities

目标与策略明确后，细分每项职责，分别确定一名主要负责人，全权负责相应工作的计划与组织实施，对团队集体负责。同时，团队中应确定一名“代理人”，当主要负责人因故暂不能履行职责时，由代理人履行。这一策略应遵循如下两个原则：

After the objectives and strategies are clear, each responsibility is subdivided, and a main person in charge is determined respectively, who is fully responsible for the planning and implementation of the corresponding work, and is responsible for the team collectively. At the same time, an "agent" should be determined in the team. When the main person in charge is temporarily unable to perform his duties for some reason, the agent should perform his duties. This strategy should follow the following two principles:

（1）成员需要并且必须了解他们真正的工作职责。

(1) Members need and must understand their real job responsibilities.

（2）帮助每一位成员明确界定他们在实现目标过程中的增值角色。

(2) Help each member clearly define their value-added role in achieving their goals.

这里应关注两个关键词——灵活、界定。灵活，是因为随着环境的变化，每一个成员的职责也必须相应调整以适应变化的需要；界定，是因为每一个人都必须清楚地知道自己的职责、目标和工作权限。

Here we should pay attention to two key words: flexibility and definition. Flexibility is due to the fact that with the change of the environment, the responsibilities of each member must be adjusted to meet the changing needs; definition is due to the fact that everyone must clearly know their responsibilities, objectives and work authority.

4．在工作过程中强调阶段管理，不间断进行团队内部沟通

4. Emphasize the stage management in the process of work and carry out the internal communication within the team continuously

团队应建立定期和不定期的团队沟通机制。团队中的每一位成员不仅有责任将自己的工作进展随时反馈给团队其他成员，还有义务尽可能地去了解其他成员的工作进展。过程沟通是实施阶段管理的重要手段，也为绩效考核提供了重要的依据。

The team should establish regular and irregular team communication mechanism. Each member of the team not only has the responsibility to feed back their work progress to other members of the team at any time, but also has the obligation to know the work progress of other members as much as possible. Process communication is an important means of implementing stage management, and also provides an important basis for performance appraisal.

团队沟通一般有两种形式：会议沟通和书面沟通。在进行会议沟通时，有如下几个注意点：

Team communication generally has two forms: meeting communication and written communication. There are several points to pay attention to when communicating in the meeting

（1）沟通周期时长7天，每次沟通时间时长45分钟。

(1) The communication cycle lasts for 7 days and each communication lasts for 45 minutes.

（2）明确沟通主题，尽量不超过3个。

(2) Clear communication theme, try not to more than 3.

（3）指定主持人，主持人应该是主题的负责人，必须做好沟通前准备、过程控制、事后追踪落实等工作。

(3) The designated host, who should be the person in charge of the theme, must make preparations before communication, process control, tracking and implementation after the event.

（4）明确决策机制，也就是当出现争议时采用什么方式裁决。一般采用主持人裁定和少数服从多数原则。

(4) Make clear the decision-making mechanism, that is, when there is a dispute, what way to decide. Generally, the principle of the moderator's ruling and the minority's subordination to the majority are adopted.

（5）沟通明确对事，成员必须拿着建议提问题。

(5) Communication is clear, and members must ask questions with suggestions.

书面沟通以信息反馈为主要目的，团队成员定期将所负责工作的具体进展以书面形式反馈给相关人员，可以起到如下几个作用：

The main purpose of written communication is information feedback. Team members regularly feed back the specific progress of their work to relevant personnel in written form, which can play the following roles:

（1）有助于团队成员及时了解其他人员的工作情况，便于给予配合和帮助；

(1) It is helpful for team members to understand the work situation of other personnel in time, so as to provide cooperation and help;

（2）督促成员定期反思自己的工作成效。

(2) Urge members to reflect on their work achievements on a regular basis.

5．重视人际协调，避免出现人际关系冲突

5. Pay attention to interpersonal coordination and avoid interpersonal conflicts

团队冲突一般体现在三个方面：与工作内容和目标有关的目标冲突，与如何完成工作有关的过程冲突，集中在成员之间的关系冲突。研究表明，比较少的过程冲突和比较适度的目标冲突总能对团队绩效有积极的作用，因为这些冲突会刺激团队内的一些讨论，从而使团队做得更好。而关系冲突几乎对工作没有任何好处。因此，培养和谐的人际关系是团队通往成功的桥梁。

Team conflict is generally reflected in three aspects: the goal conflict related to the work content and goal, the process conflict related to how to complete the work, and the relationship conflict between members. Research shows that less process conflict and moderate goal conflict can always have a positive effect on team performance, because these conflicts will stimulate some discussions in the team, so that the team can do better. Relationship conflict is almost no good for work. Therefore, the cultivation of harmonious interpersonal relationship is the bridge to success.

建立有效人际关系的四种关键方法：

There are four key ways to build effective interpersonal relationships

（1）形成有效的360度人际关系。除了在工作中的沟通与接触外，管理者还应该创造更多的机会让大家彼此沟通，如周末郊游、聚餐、开小Party等。

(1) Form an effective 360 degree interpersonal relationship. In addition to communication and contact at work, managers should also create more opportunities for everyone to communicate with each other, such as weekend outings, dinner parties, etc.

（2）形成具有归属感的团队氛围。人总是难以脱离群体而存在的，一个让个人有归属感的工作团队，可以让团队人员对团队使命作出高度承诺，每位人员会自觉地先团队之忧而忧，后团队之乐而乐。

(2) Form a team atmosphere with a sense of belonging. It is always difficult for people to exist apart from the group. A work team that makes individuals have a sense of belonging can make the team members make a high commitment to the mission of the team. Everyone will consciously worry about the team first, and then enjoy the team.

（3）建立开放、即时和有针对性的双向沟通机制。

(3) Establish an open, immediate and targeted two-way communication mechanism.

（4）培养团队协作精神。团队协作能力培养有四个关键点：尊重他人，能站在对方角度看待问题；和不同的人建立并保持积极的协作关系；在保证完成本职工作的前提下，能主动、积极帮助他人；鼓励、支持他人，让每个人感觉到自己在团队中的价值。

(4) Cultivate teamwork spirit. There are four key points in the cultivation of team cooperation ability: respect others and be able to look at problems from each other's point of view; establish and maintain a positive cooperative relationship with different people; take the initiative to help others on the premise of ensuring the completion of their own work; encourage and support others and let everyone feel their value in the team.

6．实施团队考核，坚持赏罚分明

6. Implement team assessment and insist on clear rewards and punishments

任何一个团队，在明确使命、愿景的同时，必须对团队业绩的考核有严格的赏罚制度。考核必须兼顾团队和个人，设立考核个人的指标，让团队成员之间形成竞争，设立考核团队的指标，又让成员之间形成协作。在通常情况下，竞争与协作的成分是三七开，因为团队不宜过多鼓励内部竞争。

Any team, while clarifying its mission and vision, must have a strict reward and punishment system for team performance evaluation. Assessment must take into account both the team and the individual, set up indicators to assess the individual, let the team members form competition, set up indicators to assess the team, and let the members form cooperation. Under normal circumstances, competition and cooperation are three to seven, because the team should not encourage internal competition too much.

团队绩效考核可采用“过程控制点，结果控制面”的方式进行。所谓过程控制点，是指平时以直接奖励或扣罚金额的形式，奖励团队或成员在过程中的优异表现或处罚其犯下的错误。过程控制具有高度的不确定性，同时也能收到强有力的警示效果。所谓结果控制面，则是指从前述的五个方面，即目标的达成率、时效性、质量、难易程度和对组织的影响程度，来进行系统考核。团队的考核结果直接影响团队总体的奖金，然后结合团队业绩和个人业绩的考核结果，将奖金分配到个人。团队绩效考核的注意事项如下：

Team performance appraisal can be carried out in the way of "process control point, result control surface". The so-called process control point refers to rewarding the team or members for their excellent performance or punishing their mistakes in the form of direct reward or deduction. Process control has a high degree of uncertainty, but also can receive a strong warning effect. The so-called result control surface refers to the systematic assessment from the above-mentioned five aspects, namely, the achievement rate, timeliness, quality, difficulty and influence on the organization. The team's assessment results directly affect the team's overall bonus, and then combined with the team performance and individual performance assessment results, the bonus is distributed to individuals. The points for attention in team performance appraisal are as follows:

（1）赏罚制度必须事前约定，奖惩标准必须前后一致。

(1) The reward and punishment system must be agreed in advance, and the reward and punishment standards must be consistent.

（2）绩效标准必须得到80％及以上的成员认同。

(2) Performance standards must be approved by 80% or more members.

（3）不要相信绝对标准，任何考核结果都是相对的，关键是让成员感觉到公平、公正。

(3) Don't believe in absolute standards. Any assessment results are relative. The key is to make members feel fair and just.

（4）对团队和成员的考核结果必须直接或间接地反馈到每个成员，让大家明白做什么会获得奖励，做什么会受到处罚，以明确团队的价值导向，有助于成员制定有效的绩效改善计划。

(4) The assessment results of the team and members must be fed back to each member directly or indirectly, so that everyone can understand what they do will be rewarded and what they do will be punished, so as to clarify the value orientation of the team and help members to make effective performance improvement plans.

以上是如何提高团队绩效的7个方面介绍，相信大家都有所了解了，如想了解更多精彩资讯请点击我们的网站：绩效薪酬咨询辅导https://www.cclsbs.com

The above is how to improve team performance in 7 aspects, I believe you all know, if you want to know more wonderful information, please click our website: performance pay counseling https://www.cclsbs.com