我该怎幺办?深圳某电子制造厂人力资源经理袁晓玲看着摆在办公桌上的几份绩效考核结果发愣。事情的原委是这样的:市场部的一名主管在过去五个月来,绩效考核的结果都是优秀的,被视为是市场部的明星员工,公司已经将其私下列入市场部经理的接班人培养之列。但在上个月原市场部经理离职后,新任的市场部经理主持的绩效考核中,却给出了一个仅略高于合格的评价。而这位市场主管也在员工意见栏中签字认同了上司的考核结果。这与他过去半年未的绩效评估结果极不符合,“我不知道作为HR是否应该质疑这样的考核结果。”袁晓玲非常为难地说,“按理,过去一个月没有请过假的这位员工没有理由出现如此大起伏的绩效表现。如果我质疑并介入,肯定会引起新任市场经理的不满;如果不介入,万一这中间有一些误会或特别的原因,如市场部经理有意打压等,公司的损失就大了。”袁晓玲该怎么办? What should I do? Yuan Xiaoling, a human resources manager at an electronics factory in Shenzhen, looks at the results of several performance tests on her desk. The whole story is this: A supervisor in the marketing department for the past five months, the results of the performance appraisal are excellent, is considered a star employee in the marketing department, the company has privately included in its marketing manager Successors training of the column. But after the former marketing manager left last month, the new marketing manager chaired the performance test, but gave a rating that was only slightly above the eligibility. And the marketing executive also signed in the staff comments column approved the boss's assessment results. This is very inconsistent with his unperformed performance evaluation results in the past six months. “I do not know whether HR should question such assessment results as HR.” Yuan Xiaoling said with great difficulty, “Logically, the employee who did not ask for leave in the past month did not Reason for such a big ups and downs performance .If I question and intervene, it will certainly lead to dissatisfaction with the new marketing manager; if not involved, in case there are some misunderstanding or special reasons, such as the marketing manager deliberately suppress the company's Damages. ”Yuan Xiaoling how to do?