如何提取关键业绩指标（KPI）
<pre style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;"> <p style="LAYOUT-GRID-MODE: char; TEXT-INDENT: 24pt; mso-char-indent-count: 2.0; mso-char-indent-size: 12.0pt;"><font size="3"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">关键业绩指标（</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">）是定期衡量各岗位员工重要工作完成情况的</span><span lang="EN-US" style="FONT-FAMILY: 新細明體;"><a title="performance-assess,绩效,考核" href="http://mie168.com/human-resource/performance-assess.htm" target="_blank"><span lang="ZH-CN" style="mso-fareast-language: ZH-CN;">考核</span></a></span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">指标，它不仅是考核指标当中的一个最重要的组成部分，而且也对</span><span lang="EN-US" style="FONT-FAMILY: 新細明體;"><a title="performance-assess,绩效,考核" href="http://mie168.com/human-resource/performance-assess.htm" target="_blank"><span lang="ZH-CN" style="mso-fareast-language: ZH-CN;">绩效</span></a></span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">考核起着一个重要的导向性作用。因此，如何制定科学的</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">指标，是绩效考核有效性的一个重要前提和保证。</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></font></p><p></p><p></p><p style="LAYOUT-GRID-MODE: char;"><font size="3"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 一般而言，制定关键业绩指标（</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">）应当遵守以下几个原则：</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></font></p><p></p><p></p><p style="LAYOUT-GRID-MODE: char;"><font size="3"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> </span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">1</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">、少而精原则：</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">的制定应体现</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">20/80</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">原则，即：</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">总和应能反映被考核者</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">80%</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">以上的工作成果；被考核者的</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">最好不超过</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">10</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">个；</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></font></p><p></p><p></p><p style="LAYOUT-GRID-MODE: char;"><font size="3"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> </span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">2</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">、结果导向原则：</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">主要侧重于对被考核者工作成果的考核；</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></font></p><p></p><p></p><p style="LAYOUT-GRID-MODE: char;"><font size="3"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> </span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">3</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">、可衡量性原则：</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">应具备可衡量性，应当有明确可行的考核方法和考核标准；</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></font></p><p></p><p></p><p style="LAYOUT-GRID-MODE: char;"><font size="3"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> </span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">4</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">、可控性原则：</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">均应是被考核者可控制的或能够产生重大影响的指标；</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></font></p><p></p><p></p><p style="LAYOUT-GRID-MODE: char;"><font size="3"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> </span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">5</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">、一致性原则：</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">与公司</span><span lang="EN-US" style="FONT-FAMILY: 新細明體;"><a title="zhanlue,战略" href="http://mie168.com/manage/zhanlue.htm" target="_blank"><span lang="ZH-CN" style="mso-fareast-language: ZH-CN;">战略</span></a><a title="zuzhi-mubiao,组织,目标" href="http://mie168.com/manage/zuzhi-mubiao.htm" target="_blank"><span lang="ZH-CN" style="mso-fareast-language: ZH-CN;">目标</span></a></span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">保持一致，其实现有助于公司的战略目标实现。</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></font></p><p></p><p></p><p style="LAYOUT-GRID-MODE: char;"><font size="3"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> </span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">指标的制定过程是一个上下级不断反复</span><span lang="EN-US" style="FONT-FAMILY: 新細明體;"><a title="prompting,沟通,激励" href="http://mie168.com/human-resource/prompting.htm" target="_blank"><span lang="ZH-CN" style="mso-fareast-language: ZH-CN;">沟通</span></a></span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">的过程，在</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">制定完成之后，应对其进行检验，并对不符合以上原则的</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">重新进行修正。对于少而精原则、结果导向原则、可衡量性原则和可控性原则，检验的操作性较强，而对于一致性原则，相对而言，其操作性较弱，但它却是最重要的原则之一，因为</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">考核的精髓就是它提出了企业绩效指标的设置必须与企业战略挂钩，其“关键”两字的含义即是指在某一阶段一个企业战略上要解决的主要问题。这就要求在制定</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">的过程中，应当从企业的战略目标出发，运用科学的方法，将企业的战略目标进行分解，激励所有员工力往一处使，真正地发挥绩效考核的作用，从而克服检验起来操作性差的缺点。</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></font></p><p></p><p></p><p style="LAYOUT-GRID-MODE: char;"><font size="3"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 因此在这里，笔者建议运用平衡积分卡对企业的战略目标进行分解，并从中提取相关的</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">，以真正的实现企业的战略落地。</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></font></p><p></p><p></p><p style="LAYOUT-GRID-MODE: char;"><font size="3"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 平衡积分卡是一个战略工具，它从财务、客户、内部运营及学习与成长四个维度对企业的战略目标进行分解，并在分解的过程中，将“平衡”系统性的贯穿于整个过程当中，注重于财务与非财务、长期与短期、前置与滞后以及内部与外部的平衡。同时平衡积分卡的各个指标间实际上是一个因果关系，它们之间相互支持、相互依赖，从而克服了传统</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">制定方法中没有为公司的绩效考核提供一个去关注各个相关利益方的平台。</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></font></p><p></p><p></p><p style="LAYOUT-GRID-MODE: char;"><font size="3"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 下面以如何为某企业制定部门经理年度</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">为例，简单的阐述一下提取</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">的过程：</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></font></p><p></p><p></p><span lang="ZH-CN" style="FONT-SIZE: 12pt; FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN; mso-font-kerning: 1.0pt; mso-bidi-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-bidi-language: AR-SA;"> 首先，应用平衡积分卡，对企业的战略目标进行初步分解，找出驱动战略实现的关键驱动因素；</span></span></pre>[此贴子已经被作者于2007-11-2 12:36:39编辑过] <font size="3"><font face="Arial Unicode MS"><span lang="ZH-CN" style="mso-ascii-font-family: ' '; mso-hansi-font-family: ' '; mso-fareast-language: ZH-CN;"><p style="LAYOUT-GRID-MODE: char;"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">其次，在战略目标分解的基础上，应用战略分解矩阵，将各关键驱动因素落实到各个部门头上，其目的是明确各部门的年度工作重点。</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></p><p style="LAYOUT-GRID-MODE: char;"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 第三、根据年度工作重点，结合各部门经理职责，填写各部门经理的年度工作计划表，在年度工作计划表中，应当列示出工作任务、工作的时间进度和具体措施、预计成果描述、所需资源支持等各相关内容。</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></p><p style="LAYOUT-GRID-MODE: char;"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 最后，在年度工作计划表中，关注其预期成果，并从中提取各部门经理的年度</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI.<p></p></span></p><p style="LAYOUT-GRID-MODE: char;"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 通过这样的一个过程，将企业的战略目标分解到各部门经理的头上，从而实现企业的战略目标往下传递。</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></p><p style="LAYOUT-GRID-MODE: char;"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 在提取</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">的过程当中，还应当注意以下几个问题：</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></p><p style="LAYOUT-GRID-MODE: char;"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 第一、部门经理</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">的制定过程虽然主要是来自基于平衡积分卡的分解，但它不可能覆盖被考核者所有的工作业绩，因此，在制定</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">的过程中，也要结合被考核者的工作职责进行提取；</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></p><p style="LAYOUT-GRID-MODE: char;"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 第二、对于考核周期较长如年度的</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">，其基于平衡积分卡的分解会多一些，而来自于个人的工作职责相对而言会少一些；对于考核周期较短如月度的</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">，则相反；</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></p><p style="LAYOUT-GRID-MODE: char;"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 第三、</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">按其性质可分为定性</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">和定量</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">两种情况。对于定量指标，可以分别设定努力值、基准值和底限值三个不同的指标，并通过设计相应的公式将实际的工作成果转化为考核得分；对于定性指标，可以采用关键事件法、行为锚定法等方法制定评分标准。</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"><p></p></span></p><p style="LAYOUT-GRID-MODE: char;"><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;"> 第四、 绩效管理是一个完整并且不断进行的循环，包括绩效计划、绩效实施、绩效考核、绩效反馈四个环节，而沟通贯穿于这整个过程当中，</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">的制定过程也不例外，只有考核者与被考核者都认同的</span><span lang="EN-US" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">KPI</span><span lang="ZH-CN" style="FONT-FAMILY: 新細明體; mso-fareast-language: ZH-CN;">才能有效的起到绩效考核的作用。</span><span lang="EN-US" style="FONT-FAMILY: " "; mso-fareast-language: ZH-CN;"><p></p></span></p><p class="MsoNormal" style="MARGIN: 0cm 0cm 0pt;"><span lang="EN-US" style="mso-fareast-language: ZH-CN;"><font face="Times New Roman"> <p></p></font></span></p><p style="MARGIN: 0cm 0cm 0pt; LAYOUT-GRID-MODE: char;"></p></span></font></font>
[此贴子已经被作者于2007-11-2 12:37:15编辑过] “企业管理＝人力资源管理”， 恩，有道理 有过实际操作的人啊
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