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如何做好绩效考核?

发布时间:2020-11-27 13:45:06 作者:手把手 文章来源:https://www.cclsbs.com 浏览量:

  绩效管理由绩效计划、绩效辅导与沟通、绩效考核、绩效结果的应用等四个模块,遵循PDCA闭环原则构成。

  Performance management consists of four modules: performance planning, performance coaching and communication, performance appraisal and application of performance results, which follow the PDCA closed-loop principle.

  绩效管理系统中绩效计划的重要性很可观,而在绩效计划中,绩效指标的制定与选取毫无疑问的成为了很多老板的一块心病。

  In the performance management system, the importance of performance plan is very considerable, and in the performance plan, the formulation and selection of performance indicators undoubtedly become a heart disease of many bosses.

  绩效指标只用三个数字就能概括,三二八。三处来源,二大类型,八个维度。

  Performance indicators can be summarized in only three numbers, 328. There are three sources, two types and eight dimensions.

  三处来源,绩效指标从三个地方来:一,公司战略目标分解。对公司的战略目标通过使用BSC进行分解,找到KPA,进而就可以找到KPI。二,工作分析—工作说明书。一份合格的工作说明书可以直接拿来招聘,可以直接拿来考核,可以直接给员工定级,可以直接给员工培训,可以直接给员工做职业生涯规划。三,流程梳理。工作流程的每个节点就是一个潜在的考核点。

  Three sources, performance indicators from three places: first, decomposition of corporate strategic objectives. Through the use of BSC to decompose the strategic objectives of the company, find the kPa, and then find the KPI. 2、 Job analysis - statement of work. A qualified job description can be directly used for recruitment, assessment, grading, training and career planning. 3、 Process carding. Each node of workflow is a potential assessment point.

  二大类型,绩效指标分为定性指标和定量指标。当下人们对定量指标有一种变态的推崇。量化,不惜一切代价量化。子曾曰过:过犹不及。过于量化反而不好,不是没有办法量化,而是做企业我们必须要考虑企业的运营成本。

  There are two types of performance indicators: qualitative indicators and quantitative indicators. At present, there is a kind of abnormal praise for quantitative indicators. Quantify, quantify at all costs. Zi once said: too much is better than enough. It's not good to quantify too much. It's not that there is no way to quantify, but to be an enterprise. We must consider the operating cost of the enterprise.

如何做好绩效考核?(图1)

  八个维度,绩效指标可以分为八个维度。

  Eight dimensions, performance indicators can be divided into eight dimensions.

  其中定量指标有四个维度,也即是大家常说的QQTC模型。通过从数量、质量、时间、成本等四个维度,对指标进行量化。

  Among them, there are four dimensions of quantitative indicators, namely, the QQTC model, which is often said by most people. Through the four dimensions of quantity, quality, time and cost, the index is quantified.

  定性指标同样也有四个维度,客户接受、主管批准、同事/顾客反馈、专家/委员会认可。定性指标可以很好的完成定量指标以很大的成本完成的考核,也可以很好的对定量指标进行补充。当然,为更精确起见,对于定性指标一般以行为锚定法体现。

  Qualitative indicators also have four dimensions: customer acceptance, supervisor approval, colleague / customer feedback, and expert / committee approval. Qualitative indicators can complete the assessment of quantitative indicators with great cost, and can also supplement the quantitative indicators. Of course, for the sake of more accuracy, the qualitative indicators are generally reflected by the behavior anchor method.

  KPI指标以3—5个为宜,尽量不超过7个,太少无法统筹兼顾,太多突出不了重点。单个指标权重范围在5%—30%之间,太高其它KPI无法突出,太低就不是KPI指标。

  KPI indicators should be 3-5, and try not to exceed 7. If there are too few KPI indicators, we can't make overall plans, and if we have too many, we can't highlight the key points. The weight range of a single indicator is between 5% and 30%. If it is too high, other KPIs cannot be highlighted, and if it is too low, it is not a KPI indicator.

  在操作中,遇到百分比、率、度等有分母的指标,一定要谨慎。原因有二:一,分母收集数据困难,成本大;二,分母数据无法收集。正如上文所言,企业运营,一定要考虑到运营成本。假使该指标确实为KPI在本阶段无法舍弃,那我们该如何考核呢?通常这类指标分子是很容易搜集到的,难的只是分母。那不妨只用分子,计分规则改为每错误1次,扣X分。当然,凡事并不绝对,同样一个指标也许无法在该岗位使用,换一个岗位可能就非常合适。

  In operation, we must be careful when we encounter denominator indicators such as percentage, rate and degree. There are two reasons: first, it is difficult and costly to collect denominator data; second, denominator data cannot be collected. As mentioned above, operating costs must be taken into account in the operation of enterprises. If the indicator is indeed a KPI and cannot be abandoned at this stage, how should we assess it? Usually, this kind of indicator numerator is very easy to collect, but the difficulty is only the denominator. You may as well use the numerator only. The scoring rule should be changed to deduct x points for each mistake. Of course, everything is not absolute. The same indicator may not be used in the post, and it may be very appropriate to change a post.

  绩效管理就是为解决企业在发展中遇到的管理难题而产生的,所以作为老板必须要乐于融入到业务部门的业务中去。在了解业务部门业务开展的内容和流程的基础上,用你的专业去解决他们在发展中遇到的问题。

  Performance management is to solve the management problems encountered in the development of enterprises, so as the boss must be willing to integrate into the business department. On the basis of understanding the content and process of business development of business departments, use your specialty to solve the problems encountered in their development.

  绩效管理体系包含四个子体系:目标体系,过程体系,制度体系,组织保证体系。绩效指标只是过程体系中的一个很小的部分,绩效路漫漫,我们一直在路上。

  Performance management system consists of four subsystems: objective system, process system, system system and organizational guarantee system. Performance indicators are only a small part of the process system. Performance has a long way to go, and we have been on the road.


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