KPI：既要合纵，更要连横
<p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">作为</span><span lang="EN-US" style="FONT-FAMILY: " ";"><a title="zhanlue,战略" href="http://mie168.com/manage/zhanlue.htm" target="_blank"><span lang="ZH-CN" style="FONT-FAMILY: "Arial Unicode MS"; mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">战略</span></a></span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">的语言，</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">首先要回答一个基本的战略问题：</span><span lang="EN-US" style="FONT-FAMILY: " ";"><a title="zuzhi-mubiao,组织,目标" href="http://mie168.com/manage/zuzhi-mubiao.htm" target="_blank"><span lang="ZH-CN" style="FONT-FAMILY: "Arial Unicode MS"; mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">组织</span></a></span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">如何成功？换而言之，就是通过哪些关键成功因素，从而取得哪些关键结果，进而促成组织战略愿景和目标的实现。由此，我们引入了</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">（关键结果领域）的概念，即组织为了达成业务目标，不可或缺、必须取得满意结果的领域，如市场地位、顾客满意、产品</span><span lang="EN-US" style="FONT-FAMILY: " ";"><a title="chuangxin,创新" href="http://mie168.com/zhuanti/chuangxin.htm" target="_blank"><span lang="ZH-CN" style="FONT-FAMILY: "Arial Unicode MS"; mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">创新</span></a></span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">、组织文化等等。而</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">就是取得这些结果的关键驱动因素的衡量指标，直白地说，如果</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">是果，</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">就是因。</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">BSC</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">（平衡记分卡）的四个维度也可以看作是</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">的一种划分方法，即财务、顾客、内部流程、学习与成长是组织的四个</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">。</span><span lang="EN-US" style="FONT-FAMILY: " ";"><p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;"> 从价值创造或价值链的角度看，决定</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">是否取得满意结果的是组织的业务流程，组织结构中的部门是透过流程来创造价值或者说为</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">做出贡献的。所以，部门</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">的识别和设计，一方面要体现各部门为</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">做出什么贡献，集合这些贡献以取得</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">的满意结果，即“合纵”，更需要体现各部门如何为</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">做出贡献，即各部门如何以流程为导向和载体，通过有效的协作来创造价值，即“连横”。</span><span lang="EN-US" style="FONT-FAMILY: " ";"><p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;"> 但是，企业在设计</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">体系时往往忽略了</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">的战略目的，对</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">如何反映和牵引价值创造的过程更是缺乏考虑，过于看重</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">的</span><span lang="EN-US" style="FONT-FAMILY: " ";"><a title="performance-assess,绩效,考核" href="http://mie168.com/human-resource/performance-assess.htm" target="_blank"><span lang="ZH-CN" style="FONT-FAMILY: "Arial Unicode MS"; mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">考核</span></a></span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">功能，一开始就面向部门甚至职位来设计</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">。在这种思路下，要么靠拍脑袋抛出一些</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">，然后强加给各部门和个人，要么生吞活剥地借助一些工具（如</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">BSC</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">），弄出一套四不象的</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">体系。这种</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">体系执行后，问题十分明显，表现为：</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;"><p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;"> </span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">1.</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">战略牵引功能不足，部门</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">与组织的战略及目标脱节，往往出现各部门</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">指标完成得很好，但公司的整体业绩完成情况却不好的现象；</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">
<p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;"> </span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">2.</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">流程导向作用不足，过于部门化的指标导致部门间的边界更加明显，各部门只关注自己局部的指标，本位主义加剧，影响部门的协作，整体运作效率反而下降；</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">
<p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;"> </span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">3.</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">有些指标不能真正反映实现战略的关键成功因素，造成部门及个人努力方向的偏差和资源配置失当；</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">
<p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;"> </span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">4.</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;">有些反映关键成功因素的指标又未找出来，没人管，资源配置不足，直接影响战略及经营目标的达成。</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;">
<p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;"> </span></font></font><span lang="EN-US" style="mso-fareast-language: ZH-CN;"><font size="3"><font face=""> <p></p></font></font></span></p> <p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">作为</span><span lang="EN-US" style="FONT-FAMILY: ' ';"><a title="zhanlue,战略" href="http://mie168.com/manage/zhanlue.htm" target="_blank"><span lang="ZH-CN" style="FONT-FAMILY: 'Arial Unicode MS'; mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">战略</span></a></span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">的语言，</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">首先要回答一个基本的战略问题：</span><span lang="EN-US" style="FONT-FAMILY: ' ';"><a title="zuzhi-mubiao,组织,目标" href="http://mie168.com/manage/zuzhi-mubiao.htm" target="_blank"><span lang="ZH-CN" style="FONT-FAMILY: 'Arial Unicode MS'; mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">组织</span></a></span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">如何成功？换而言之，就是通过哪些关键成功因素，从而取得哪些关键结果，进而促成组织战略愿景和目标的实现。由此，我们引入了</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">（关键结果领域）的概念，即组织为了达成业务目标，不可或缺、必须取得满意结果的领域，如市场地位、顾客满意、产品</span><span lang="EN-US" style="FONT-FAMILY: ' ';"><a title="chuangxin,创新" href="http://mie168.com/zhuanti/chuangxin.htm" target="_blank"><span lang="ZH-CN" style="FONT-FAMILY: 'Arial Unicode MS'; mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">创新</span></a></span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">、组织文化等等。而</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">就是取得这些结果的关键驱动因素的衡量指标，直白地说，如果</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">是果，</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">就是因。</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">BSC</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">（平衡记分卡）的四个维度也可以看作是</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">的一种划分方法，即财务、顾客、内部流程、学习与成长是组织的四个</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">。</span><span lang="EN-US" style="FONT-FAMILY: ' ';"><p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';"> 从价值创造或价值链的角度看，决定</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">是否取得满意结果的是组织的业务流程，组织结构中的部门是透过流程来创造价值或者说为</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">做出贡献的。所以，部门</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">的识别和设计，一方面要体现各部门为</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">做出什么贡献，集合这些贡献以取得</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">的满意结果，即“合纵”，更需要体现各部门如何为</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KRA</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">做出贡献，即各部门如何以流程为导向和载体，通过有效的协作来创造价值，即“连横”。</span><span lang="EN-US" style="FONT-FAMILY: ' ';"><p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';"> 但是，企业在设计</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">体系时往往忽略了</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">的战略目的，对</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">如何反映和牵引价值创造的过程更是缺乏考虑，过于看重</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">的</span><span lang="EN-US" style="FONT-FAMILY: ' ';"><a title="performance-assess,绩效,考核" href="http://mie168.com/human-resource/performance-assess.htm" target="_blank"><span lang="ZH-CN" style="FONT-FAMILY: 'Arial Unicode MS'; mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">考核</span></a></span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">功能，一开始就面向部门甚至职位来设计</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">。在这种思路下，要么靠拍脑袋抛出一些</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">，然后强加给各部门和个人，要么生吞活剥地借助一些工具（如</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">BSC</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">），弄出一套四不象的</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">体系。这种</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">体系执行后，问题十分明显，表现为：</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">
<p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';"> </span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">1.</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">战略牵引功能不足，部门</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">与组织的战略及目标脱节，往往出现各部门</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">指标完成得很好，但公司的整体业绩完成情况却不好的现象；</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">
<p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';"> </span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">2.</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">流程导向作用不足，过于部门化的指标导致部门间的边界更加明显，各部门只关注自己局部的指标，本位主义加剧，影响部门的协作，整体运作效率反而下降；</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">
<p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';"> </span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">3.</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">有些指标不能真正反映实现战略的关键成功因素，造成部门及个人努力方向的偏差和资源配置失当；</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">
<p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';"> </span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">4.</span><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';">有些反映关键成功因素的指标又未找出来，没人管，资源配置不足，直接影响战略及经营目标的达成。</span><span lang="EN-US" style="FONT-FAMILY: ' '; mso-fareast-language: ZH-CN;">
<p></p></span></font></font></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><font face="Arial Unicode MS"><font size="3"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-fareast-language: ZH-CN; mso-hansi-font-family: ' ';"> </span></font></font><span lang="EN-US" style="mso-fareast-language: ZH-CN;"><font size="3"><font face=""> <p></p></font></font></span></p> <p>人力資源管理的難點是績效考評,建議組織一次關於這方面的討論!</p> 支持!
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