技術者、とりわけITエンジニアは、成果主義で評価される。プロジェクトを成功に導いたかどうかで評価される。だが、それでは、運が良くて「たまたま」成功した場合でも評価されてしまうだろう。

どのような打ち手を実施したか、どのように創意工夫したか、プロセスも評価するべきであろう。また、失敗した場合でも、失敗したからと最低評価にするのではなく、反省して次に活かす施策を考えている場合は情状酌量するべきだ。そうでないと、反省しなかったり、「どうせこの会社では評価されない」と、外部へ流出（転職）されてしまうかもしれない。

理数系技術者も、IT技術者も、「学習、新しい技術習得」も評価するべきだ。それがないと、我流でのプロジェクト運営に走ったり、今までの技術だけで戦おうとする技術者ばかりになる。そして、イノベーションが阻害される。

成果主義の概念を拡張し、成長の観点を取り入れるべきだ。とりわけ、若手社員はそうだろう。20代の社員まで結果だけで評価していたら、貴重な若手人材は育たないし、若手社員は「この会社は運ゲーだ」と見切りをつけるであろう。

Title: Embracing a Growth Mindset: Rethinking Performance Evaluation for Technical Professionals

In the dynamic realm of technology, where innovation and adaptability reign supreme, the evaluation of technical professionals, particularly IT engineers, has traditionally hinged on the notion of results-oriented performance. While the successful completion of projects undoubtedly warrants recognition, solely basing performance assessments on outcomes overlooks the intricacies of the process, the ingenuity employed, and the potential for growth inherent in both successes and setbacks.

A rigid adherence to results-driven evaluation methods can inadvertently reward individuals for serendipitous project triumphs, while simultaneously penalizing those who encounter unforeseen challenges. This binary approach fails to capture the essence of a growth mindset, which emphasizes the value of continuous learning, experimentation, and improvement.

To foster a truly growth-oriented performance evaluation system, a paradigm shift is necessary. The evaluation process should encompass not only the tangible outcomes but also the intangible processes that underpin them. This entails assessing the methodologies employed to solve problems, the creativity demonstrated in overcoming obstacles, and the willingness to embrace new technologies and approaches.

By incorporating these elements into performance evaluations, organizations can cultivate a culture of continuous learning and innovation. Employees are encouraged to step outside their comfort zones, experiment with novel ideas, and learn from both successes and failures. This fosters a mindset that prioritizes growth over stagnation, driving individual and organizational advancement.

Furthermore, a growth-oriented evaluation system should recognize the importance of failure as a learning opportunity. Instead of penalizing setbacks, evaluations should encourage employees to reflect on their experiences, identify areas for improvement, and develop strategies to prevent similar occurrences in the future. This approach fosters resilience, promotes a culture of psychological safety, and encourages individuals to learn from their mistakes rather than fearing them.

In particular, the evaluation of early-career technical professionals necessitates a departure from solely outcome-based assessments. The inexperience inherent in this stage of a career often leads to an overemphasis on results, potentially stifling creativity, risk-taking, and the exploration of uncharted territories.

By incorporating growth-oriented evaluation criteria, organizations can empower young talent to embrace challenges, learn from their experiences, and develop their skills. This approach not only nurtures the growth of individuals but also cultivates a future-ready workforce equipped to navigate the ever-evolving technological landscape.

In conclusion, embracing a growth mindset in performance evaluations is paramount for organizations seeking to thrive in the competitive and dynamic world of technology. By moving beyond a narrow focus on outcomes and embracing the value of processes, creativity, and continuous learning, organizations can foster a culture of innovation, resilience, and individual growth. This, in turn, drives organizational success and propels companies towards a future of limitless possibilities.