1. C 对下属考核存在什么问题？
    完全个人喜爱和不公平的评分！！

2. 如何避免 C 的考核做法？
     必须以工作表现和成绩，公平的 加上人品行为 全面的做为考核

3. 考核工作还有哪些常见问题，举例并讨论解决办法。

对评分不满，不公平的员工，可能会不爽，暗里向其他的人哭诉 引发你对人不公平的评语 - 应以上的考核做法

   

外行来学习，围观大神科普。精支，顶下。

觉得各种考核都离不开人治的怪圈，以人的意志好恶为转移，缺乏科学依据。换句话说不靠谱

1. C 对下属考核存在什么问题？
Performance appraisal should (must or have to) have solid evidence which is called performance (throughput, revenue, ROI or EVA etc ).
Here we see nothing.
All based on C's narrow, short-term and unprofessional judgement.

W contributed less, but got highest score (excellent);
Z did a great job, however flagged with (below average);
J was not capable of getting job done, but luckily won above average comment;
H narrowly missing the target, but also got excellent remark.
L did wonderful job, but not reflected on his/her appraisal report.

Director C is not a capable senior manager.
He/she violates the basic concept of performance appraisal (SMART), not to mention compliance with performance management.

If no correction is to be taken, team morale will be jeopardized heavily.
L and Z may file a complain or even leave the company.
What's more, the motivation of doing best will drain gradually.
Every teammate knows Director C won't take performance seriously.
It is a toy.
The department performance will plumb.   

2. 如何避免 C 的考核做法？
The entity should grant a set of rules for performance management.
Such as: evaluation dimensions,
            evaluation standards,
There should be a committee to take care of employee complains.
There should also be a performance interview between employee and his/her supervisor.
Any disagreement should be recorded, explained, monitored and followed up.
Above all, C should also be evaluated for his/her conduct totally later.

3. 考核工作还有哪些常见问题，举例并讨论解决办法。
A. unrealistic goal.
Normally, boss wants to beat an unrealistic goal (esp. growth rate).
Not disagreement was heard.
So every salesman has to accept a sub-goal which is impossible to accomplish.
Solution: talk to the boss, be realistic and be rational.



B. complex process.
HR professionals are so professional.
They invented a lot of terminology which employees never heard before,
not to mention to know its meaning.
Everyone takes it for granted, because no one care it.
Solution: let your HR know: the simpler the better.

C. no follow up
Performance management should guide and push process for a better result.
Not simply a tool for compensation calculation.
However, few entities follow up continuously, not to mention to keep one eye on it for a long term period.
That's why the total effectiveness jeopardized.
Solution: find capable HR

It's my understanding about performance management.
I hope it helps.  

C的评价存在主观的个人情感在里面，虽然中国是个人情社会。但是工作还是要和人情分开，比如说W因为家庭原因请假，这个可以理解，但不应该给优秀。可以在其他地方帮助她。（这涉及到企业文化了，好的企业都会给困难的同事一些帮助）。
如何避免C的做法，以平时表现和成绩为主，建立完整的绩效考核制度。在相同条件下可以有点主观倾向。比如说老H，就要退休了，你在其工作评价上写优也无可厚非。