今天分享的職場英文，主題是：如何處理懶散的員工，英文作者是 Dan McCarthy，中文為本公號創建人浦亮元翻譯，正文2223字，歡迎閱讀與分享！
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Even if just one employee isn't pulling their weight, it can impact productivity, customer service, and, ultimately, sales. Today’s lean organizations can no longer tolerate anything less than 100 percent effort from each and every employee.
即使有一個員工未能夠做好自己的份內之事，也會影響到生產效率與客戶服務，最後，會影響到銷售。當今精益的企業，已不會再忍受某一個員工或者全體員工沒有盡到全力的行為。
Lazy Employees Create a Domino Effect
懶散員工引發多米諾效應
The most significant impact of a 「slacker」 is not necessarily felt in the organization-at-large but on the employee’s co-workers who have to work harder to cover for the "slacker." When a manager is either not aware of the situation, or, chooses not to address it, morale suffers, and ultimately, good employees lower their standards or quit.
「混混」員工在組織中的最大影響，未必會讓人感覺到有多大，但「混混」員工的同事們需要賣力為他「擦屁股」。一旦管理者沒有意識到這種情況，或者選擇不去解決，那麼，團隊的士氣就會受到影響，優秀的員工最終也會去降低自己的標準，或選擇辭職走人。
Defining a Lazy Employee
「懶散」員工的定義
What exactly is a 「lazy」 employee? The term lazy is certainly a judgmental and subjective term, so managers need to be careful when applying labels like 「lazy,」 「slacker,」 or 「deadbeat,」 to poor performers. They need to first determine the cause of the poor performance, and then take the appropriate action to address it.
那麼，什麼是「懶散」員工呢？「懶散」，顧名思義是個判斷詞彙，也是一個主觀詞彙，因此，管理者在使用「懶散」、「混混」，或者「遊手好閒」這類標籤進行評價時，需要特別的小心。首先，他們需要確定這些員工績效不好的原因，然後，採取合適的行動予以解決。
When it comes to analyzing employee performance programs, you might want to turn to the classic Robert F. Mager book Analyzing Performance Problems: Or, You Really Oughta Wanna--How to Figure out Why People Aren't Doing What They Should Be, and What to do About It.
提到分析員工的績效，你可能需要去拜讀一下羅伯特 F.馬傑的經典著作《績效問題分析》，或者，你真的需要-怎麼樣去指出人們在做的，其實是不應該做的，以及應對的措施。
Help for Identifying "Can't do" From "Won't Do"
幫助識別「不能做」與「不想做」
Mager presents a model that helps a manager determine if an employee can’t do something (skill), versus the employee not wanting to do something (will). He developed a flowchart with a series of 「yes-no」 questions that managers can use to determine the problem.
馬傑提出了一個模型，該模型用於幫助管理者確定某個員工是否是因為能力問題而不能做某些事情，與之相對的是，某個員工是否因為意願問題而不想做某些事情。馬傑利用一系列的「是-否」問題開發了一個流程，管理者可以運用這一流程對問題進行確認。
The easiest way to tell the difference is to ask the question, 「If you put a gun to the employee’s head, could they do it?」 If the answer is no, then it’s a skill issue. The solution could be additional training or practice. If the answer is yes, then it’s a will issue or a lack of proper motivation.
其實，辨認區別的最簡單方法就是詢問問題，「如果你用一把槍指著員工的頭，他們能做到嗎？」如果答案是「他們做不到」，那麼這就屬於技能問題。那麼，解決方案可能是需要為他們提供額外的培訓與實踐。而如果答案是「他們能做到」，那麼這就是屬於意願問題，或者是缺乏恰當的激勵。
Mager’s book provides a series of questions (with detailed explanations in each chapter) a manager can ask to determine why an employee is not motivated to perform at the expected level. Depending on the answer, the manager can then take appropriate action–which doesn’t always mean disciplining or firing the employee.
在馬傑的《績效問題分析》一書中，提供了一系列的問題（每一章節都有詳細的注釋），管理者可以用這些問題去詢問員工為何沒有在被期望的層面得以發揮積極性。基於對問題的回答，管理者可以採取恰當的行動-這並不意味著需要去處罰，或者要去開除員工。
Questions to Ask Employees
詢問員工的問題
1.Is desired performance punishing or is it rewarding? The classic example of 「rewarding bad behavior」 is when a child misbehaves to get their parent’s attention. In a workplace, an employee might get rewarded with overtime pay for not getting their work done on. You can drill down to the details with these probing questions:
期望的表現是得到懲罰，還是獎勵？「獎勵壞的行為」的一個典型的例子，就是孩子調皮搗蛋，卻得到父母的關心。在工作中，員工很可能會因為沒有把工作做完而加班，進而得到加班工資。你可以用這些試探性的問題來探究細節：
-What is the consequence of performing as desired?
按照期望去執行的結果是什麼？
-Is it punishing to perform as expected?
按照期望去執行是不是很難？
-Do employees perceive desired performance as being geared to penalties?
員工是否把期望的績效當作是為了懲罰？
-Would the employees』 world become a little dimmer if the desired performance were attained?
如果達到預期的績效，員工的圈子是否會變得有點暗淡？
-What is the result of doing it the present way instead of my way?
用目前的方法代替我的方法，結果是什麼？
-What do employees get out of the present performance in the way of reward, prestige, status, jollies?
基於目前的績效，員工在聲望，職位，以及慶祝活動上能夠得到什麼？
-Do employees get more attention for misbehaving than for behaving?
比起遵守規矩，員工更多關注的是不遵守規矩嗎？
-What event in the world supports (rewards) the present way of doing things? Am I inadvertently rewarding irrelevant behavior while overlooking the crucial behaviors?
哪些事情支持（獎勵）當前的做事方式？我是否在忽略關鍵行為時，無意中獎勵了不相關的行為？
-Are employees physically inadequate or doing less because it is less tiring?
員工是身體上吃不消，還是因為工作不太累而減少了工作量？
2.Does performing really matter to them?
執行真的對他們很重要嗎？
-Does performing as desired by management matter to the performer?
對執行者而言，如管理層所期望的那樣去執行真的很重要嗎？
-Is there a favorable outcome for performing?
執行會有良好的結果嗎？
-Is there an undesirable outcome for not performing?
不去執行有什麼不良的後果嗎？
-Is there a source of satisfaction for performing?
在執行上，是否有令人滿意的信息？
-Can employees take pride in this performance as individuals or as members of a group?
作為個人或者團隊成員，員工是否對績效引以為傲？
-Is there personal needs satisfaction from the job?
工作中，員工是否需要滿足感？
3. Are there obstacles to performing?
執行中的障礙有哪些？
-What prevents employees from performing?
是什麼阻撓了員工的執行？
-Do employees know what is expected?
員工知道期望值是什麼嗎？
-Do employees know when to do what is expected?
員工知道何時去做期望的事情嗎？
-Are there conflicting demands on employees』 time?
在員工的時間上，是否有相互衝突的需求？
-Do employees lack the authority? the time? the tools?
員工的權力有限？時間缺乏？還是工具缺少？
-Are there restrictive policies, or a 「right way of doing it,」 or a 「way we』ve always done it」 that ought to be changed?
是否有限制性的政策，或者所謂「正確的做法」，或者「我們一直都是這樣做的」，而這些都應該要被改變的？
-Can I reduce 「competition from the job」 – phone calls, 「brush fires,」 demands of less important but more immediate problems?
我是否可以減少「工作中的比賽」-電話、「火災」，以及不那麼重要但卻很緊迫的問題？
At the end of the day, a manager may just have to coach the employee out of the job or take progressive disciplinary action. In doing so, they can be confident that they have given the employee every benefit of the doubt and are taking the right action to correct the right problem.
在一天結束的時候，管理者可能必須解僱員工，或者採取漸進的處罰行動。如此，在員工存疑的層面，他們就可以確信自己已經給了員工幫助，並在採取正確行動對真正的問題進行糾正。
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