绩效考核的目的：企稳与激活

绩效考核的目的：企稳与激活 绩效考核的目的:企稳与激活 绩效考核是一个非常有意思的问:一方面，每一家企业都在做考核，每一个人力资源工作者都在研究考核，有关绩效考核的书籍铺天盖地;另一方面，无数的研究成果告诉我们:绩效导向的文化对于企业的成功至关重要，而我们缺少的，恰恰是成功的实践。其中，考核指标的又是大家所最为关注的问题，究竟应该选择什么样的指标,选择多少,应当以定量还是定性为主,我们在实践中寻找着答案，也在盲目地跟着方法论的流行风跑来跑去――一会儿是360度评价，一会儿是目标管理，一会儿是平衡计分卡，一会儿是KPI……作为顾问，笔者近年来为40多家企业提供过绩效管理方面的咨询和培训，在此也谈谈个人的体会。 一、绩效考核——手段与目标 之所以把本文命名为“企稳与激活”，是针对了两类不同的、处于极端状态的企业，这两类企业在我们身边都不难看到: 一类我称之为“超级明星”。这样的企业，连续3、5年来业绩高速增长(每年递增50,,100,)，快速的发展源于其特定的市场机遇、适宜的战略定位以及对于关键竞争要素的把握，业务的扩张带来人员数量的膨胀，以及管理手段的滞后。这样的企业需要通过绩效考核完成由“草莽英雄”向“正规军”的转变，需要保持发展速度、形成核心能力、稳定胜果。因此，我将这类企业绩效考核的目标定义为“企稳”。 另一类则截然相反，我称之为“不老神童”。这样的企业，曾经是10多年前叱咤风云的行业领袖，其品牌、产品家喻户晓，但是在此后的10多年间，企业主要还是依靠昔日的光芒生存，发展速度有限，后起之秀、外来的强者已经在威胁甚至已经拿走了他们的奶酪。这样的企业需要通过绩效考核刺激组织、改变现状，走出休眠状态，重新走上快速发展的轨道。因此，我将这类企业绩效考核的目标定义为“激活”。 在两类企业之间，当然地存在着不同发展状态的企业，每个企业绩效考核的目标都是截然不同的。 有时我们会发现，有些小企业，没有正式的考核，只有一个《工资奖金管理办法》，但也把考核说得清清楚楚、明明白白、真真切切，还十分有效。 因此，在绩效考核的道与术上，笔者更希望人力资源工作者们能够关注道而不是术，能够“跳出考核看考核”，不要太多地陷入对具体技术和方法的“钻研”甚至“迷恋”。手段永远服从于目标，能准确地甄别绩效考核的目标并据此选择实用、简练的方法使得企业受益，才是真正的专家与高手。 use it as a basis for project acceptance and handover project completion final accounts, if the employer, the design proposed engineering changes, resulting in rework, downtime, material waste, and so on, we give economic visa units out into the field, economic damage check. Signature recognition, Visa records in the hands of the economy and budget staff, as a basis for project completion final accounts of the original information. Engineering change documents are important components of technical documentation management, engineering and technical management and even an important part of the overall project management. Nineth section, and engineering meeting system assigned project head participate in owners and total contracting people recruiting of engineering meeting, understand engineering command on engineering specific progress, and requirements, situation, coordination solution engineering implementation process in the appeared of problem, coordination I company and the construction units Zhijian of construction progress, informed I company in implementation process in the appeared of technology problem, and quality problem and solution and the rectification of method, and means and completed of date. Formation meeting and at each meeting record-keeping system reporting to the company in a timely manner and through the construction of grass-roots teams. Tenth section, and construction technology low-down we by technology chief engineer is responsible for implementation related sector and the personnel, technology low-down work of purpose has two aspects: a is to clear by bear construction task of 二、绩效考核的“三重身份” 讨论一个企业的绩效考核体系，可以从以下三个不同的角度: (一)战略落地手段:从企业战略管理的角度，绩效考核是战略落地的基本保障手段。企业的战略确定之后，必须建立相应的组织，并通过目标分解，将战略目标落实到部门及个人，分兵把口，确保战略的实现。从这种意义上说，绩效考核是战略管理的必要环节，绩效考核应当首先从战略的明晰和分解出发，基于上述思想的绩效指标设计方法以“平衡计分卡”为代表。 这类方法的优点是具有战略高度，能够跟企业的战略契合，缺点是对于企业当前业务程序的关注不足，对于即期效益的关注不足，使用者往往感觉“很虚，跟业务结合不紧密”; (二)人才管理手段:从传统人力资源管理的角度，对于一个员工来说，必须明确其岗位职责，据此对其工作设定考核目标，进行评价，并作为激励的依据，有的学者将其总结为“价值创造,价值评价,价值分配”。这一管理过程的起点是岗位职责，考核体系的设计目标是考察任职者是否良好地履行了职责，基于上述思想的绩效指标设计方法包括工作分析、3P、KPA,KPI等。 这类方法的优点是关注职责，有利于企业明确责任体系并据此落实相应的管理措施，简单实用，对于管理基础薄弱的企业尤其有效，缺点是对于企业战略目标的关注程度不够，视野不够开阔和全面。 (三)流程控制手段:当前，越来越多的企业开始关注流程，并把流程作为企业运营管理的主线，而流程的效率与效益也要通过具体的指标显现和控制。具体来说，就是要评估企业关键流程的风险，在关键流程上设计控制指标，这种指标也叫做KPI(关键过程指标)。use it as a basis for project acceptance and handover project completion final accounts, if the employer, the design proposed engineering changes, resulting in rework, downtime, material waste, and so on, we give economic visa units out into the field, economic damage check. Signature recognition, Visa records in the hands of the economy and budget staff, as a basis for project completion final accounts of the original information. Engineering change documents are important components of technical documentation management, engineering and technical management and even an important part of the overall project management. Nineth section, and engineering meeting system assigned project head participate in owners and total contracting people recruiting of engineering meeting, understand engineering command on engineering specific progress, and requirements, situation, coordination solution engineering implementation process in the appeared of problem, coordination I company and the construction units Zhijian of construction progress, informed I company in implementation process in the appeared of technology problem, and quality problem and solution and the rectification of method, and means and completed of date. Formation meeting and at each meeting record-keeping system reporting to the company in a timely manner and through the construction of grass-roots teams. Tenth section, and construction technology low-down we by technology chief engineer is responsible for implementation related sector and the personnel, technology low-down work of purpose has two aspects: a is to clear by bear construction task of 可以想象，对于一项跨部门的工作流程，我们在其中设计几个控制点，控制其中间成果传递的时间、数量和质量，就可以有效地保证这一流程的实现，如果企业的绝大部分关键流程都得到了有效控制，企业的运行效率和效果自然可以大大提高，这就是流程考核的思想。基于上述思想的绩效指标设计方法包括流程分析、基于价值链的考核等。 这类方法的优点是与业务联系紧密，实施效果明显，对于企业改善流程质量、强化部门配合、提高运作效率具有很大的帮助，其缺点是技术相对复杂，对于管理数据的要求较高，对于企业战略的关照程度略显不足。 事实上，我们需要的绩效考核体系既要关注企业战略，又要关注企业的运营现实，它应当是有效连接战略与现实的“中间齿轮”，跟任何一个齿轮的脱节都不是一个成功的考核体系。 具体到一个企业而言，对于绩效考核的看法往往也不是一维的，而是多维的，只是各个维度在其中占有的比重有所不同。上述比重的差异决定了我们在设计绩效考核指标时所采用的技术和方法也有所不同，通常是几种方法的组合应用。 那么，如何根据企业的实际灵活地选用绩效指标设计方法呢,以下就以“超级明星”和“不老神童”为例，具体说明。 三、企稳“超级明星” 某新兴房地产企业，成立时间6年，在最近的3年内，业绩连续增长100,，人员年递增40,左右，成为业内的明星。但企业的、流程尚不完善，管理中“人治”的成份明显偏大。在此前提下，企业需要解决的问题包括: 通过建立客观、公正、全面的考核机制，在企业内部建立公平的组织氛围，能者上、庸者下; 带动企业管理的正规化、效率的提高、管理水平的提升; 帮助管理经验不足的、年轻的管理者们迅速成长起来，肩负起管理者的使命与责任，满足企业跨区域发展的需要; 在此考核体系的设计中，考虑到企业的需求和问题，我们将工作分为四大步骤: (1)根据战略目标，应用平衡计分卡方法，形成部门考核指标库A; (2)结合流程，对各部门、各岗位的职责进行梳理和完善，提取关键业绩指标，对上述指标库A进行完善; use it as a basis for project acceptance and handover project completion final accounts, if the employer, the design proposed engineering changes, resulting in rework, downtime, material waste, and so on, we give economic visa units out into the field, economic damage check. Signature recognition, Visa records in the hands of the economy and budget staff, as a basis for project completion final accounts of the original information. Engineering change documents are important components of technical documentation management, engineering and technical management and even an important part of the overall project management. Nineth section, and engineering meeting system assigned project head participate in owners and total contracting people recruiting of engineering meeting, understand engineering command on engineering specific progress, and requirements, situation, coordination solution engineering implementation process in the appeared of problem, coordination I company and the construction units Zhijian of construction progress, informed I company in implementation process in the appeared of technology problem, and quality problem and solution and the rectification of method, and means and completed of date. Formation meeting and at each meeting record-keeping system reporting to the company in a timely manner and through the construction of grass-roots teams. Tenth section, and construction technology low-down we by technology chief engineer is responsible for implementation related sector and the personnel, technology low-down work of purpose has two aspects: a is to clear by bear construction task of (3)形成部门级考核指标，签订目标责任书，指标包括三类: (4)以岗位职责、流程控制点为基础，将部门考核指标分解为岗位考核指标。 在上述案例中，考虑到企业连续几年的快速发展，管理手段的滞后，以及对于业绩的过分关注，我们提出:通过平衡计分卡的操作，使得企业全面关注可持续发展的四个构面(财务、顾客、运营、发展);同时，通过职责的梳理，使得各部门明确各自的职责;最后，将平衡的战略目标与职责结合，形成部门级考核指标，并进行分解和落地。在这一过程中，我们强调了各级管理者的参与，使得那些业务经验丰富、管理经验欠缺的年轻的管理者们理解了职责、考核的意义与方法，对于其成长为综合管理者、业务单元经营者具有积极的作用。 随后，在上述方案取得成效的基础上，我们又帮助企业建立了各职位族的能力素质模型，引入了能力考核机制，逐步实现了“职位与能力并行的双线人才管理模式”。 四、激活“不老神童” 广东某电器制造企业，成立12年，在开始的2,3年迅速形成了品牌和业务规模，在此后的数年里业绩徘徊在5,10,的增长率，去除GDP的增长因素，业绩实际上是处于原地踏步的局面。企业的管理氛围松散，效率不高，在多个产品的不同层面，遭遇跨国企业、国内后起之秀、国内家电巨头、本地杂牌企业的夹击，优势逐渐减少，竞争压力巨大，而企业内部的压力不足，缺乏绩效导向的组织氛围，一团和气。 在此前提下，企业需要解决的问题包括: 建立绩效导向的组织氛围，实现对于企业的整体激活，实现业绩的有效突破。 通过组织优化，保证责任与激励的到位，提高激励强度; 改善绩效考核制度，使得战略目标可以落实到每个个体; 提高绩效考核的科学性，避免流于形式，或者主观臆断; 为此，配合业绩考核，企业在我方的建议下进行了组织变革，成立了产品事业部;同时，启动“管理整风”运动，全面整肃劳动纪律和企业作风。 use it as a basis for project acceptance and handover project completion final accounts, if the employer, the design proposed engineering changes, resulting in rework, downtime, material waste, and so on, we give economic visa units out into the field, economic damage check. Signature recognition, Visa records in the hands of the economy and budget staff, as a basis for project completion final accounts of the original information. Engineering change documents are important components of technical documentation management, engineering and technical management and even an important part of the overall project management. Nineth section, and engineering meeting system assigned project head participate in owners and total contracting people recruiting of engineering meeting, understand engineering command on engineering specific progress, and requirements, situation, coordination solution engineering implementation process in the appeared of problem, coordination I company and the construction units Zhijian of construction progress, informed I company in implementation process in the appeared of technology problem, and quality problem and solution and the rectification of method, and means and completed of date. Formation meeting and at each meeting record-keeping system reporting to the company in a timely manner and through the construction of grass-roots teams. Tenth section, and construction technology low-down we by technology chief engineer is responsible for implementation related sector and the personnel, technology low-down work of purpose has two aspects: a is to clear by bear construction task of 在此考核体系的设计中，考虑到企业的需求和问题，我们将工作分为四大步骤: (1)应用关键成功因素分解法，形成部门、事业部考核指标库B; (2)结合流程，对各部门、各事业部的职责进行梳理和完善，提取关键业绩指标，对上述指标库B进行完善; (3)形成部门级考核指标，签订目标责任书，指标包括三类: (4)以部门考核指标、岗位职责、流程控制点为基础，推行目标管理，将目标考核与部门日常管理相结合。 在上述案例中，考虑到企业的“假休克状态”，我们在考核中运用了“关键成功因素分解法”，突出“成功所需要的关键要素”，强调结果导向而不是平衡，所选取的指标较少，而且其中80-90,的权重直指结果，这意味着每一项要素的得分对于个人激励的影响大大增加，促使被考核者关注有限的领域，集中资源在有限的领域取得突破。 对于基层，由于该企业成立时间较长，具有一定的管理基础，因此，我们采用目标管理的方式，强调部门长在业绩考核中的责任，强调双方的协商与员工的主动参与。 在结果的处理上，为了打破平衡，我们采用了强制分布的方法。 通过上述绩效考核方案的推进，配合企业其他方面的改善与革新，企业当年业绩实现增长35,，在多个产品领域取得了良好的业绩。 编后语 有的同行问我:绩效考核指标设计应当选用哪种方法, 有的同行把厚厚的考核表拿给我看，请我提出意见, 有的同行请我评价KPI与平衡计分卡的优劣, 有的同行问我:请哪位讲师讲授《目标管理》最为有效, …… use it as a basis for project acceptance and handover project completion final accounts, if the employer, the design proposed engineering changes, resulting in rework, downtime, material waste, and so on, we give economic visa units out into the field, economic damage check. Signature recognition, Visa records in the hands of the economy and budget staff, as a basis for project completion final accounts of the original information. Engineering change documents are important components of technical documentation management, engineering and technical management and even an important part of the overall project management. Nineth section, and engineering meeting system assigned project head participate in owners and total contracting people recruiting of engineering meeting, understand engineering command on engineering specific progress, and requirements, situation, coordination solution engineering implementation process in the appeared of problem, coordination I company and the construction units Zhijian of construction progress, informed I company in implementation process in the appeared of technology problem, and quality problem and solution and the rectification of method, and means and completed of date. Formation meeting and at each meeting record-keeping system reporting to the company in a timely manner and through the construction of grass-roots teams. Tenth section, and construction technology low-down we by technology chief engineer is responsible for implementation related sector and the personnel, technology low-down work of purpose has two aspects: a is to clear by bear construction task of 我在回答大家上述问题的时候，总会谈到武侠小说:小说中真正的高手是“手中无剑、 心中有剑”的武士，达到了这样的境界，即便手中是一叶柳枝，也可一招制敌。 我们的绩效考核也是一样，在手段与目标之间，我们永远应当关注目标，关注企业当前 对于绩效考核的现实需求(战略落地、人才管理、流程控制)，关注以何种手段能够有效地 满足上述需求，在此基础上才是掌握方法、理解方法、灵活地组合和应用方法的问题。 use it as a basis for project acceptance and handover project completion final accounts, if the employer, the design proposed engineering changes, resulting in rework, downtime, material waste, and so on, we give economic visa units out into the field, economic damage check. Signature recognition, Visa records in the hands of the economy and budget staff, as a basis for project completion final accounts of the original information. Engineering change documents are important components of technical documentation management, engineering and technical management and even an important part of the overall project management. Nineth section, and engineering meeting system assigned project head participate in owners and total contracting people recruiting of engineering meeting, understand engineering command on engineering specific progress, and requirements, situation, coordination solution engineering implementation process in the appeared of problem, coordination I company and the construction units Zhijian of construction progress, informed I company in implementation process in the appeared of technology problem, and quality problem and solution and the rectification of method, and means and completed of date. Formation meeting and at each meeting record-keeping system reporting to the company in a timely manner and through the construction of grass-roots teams. Tenth section, and construction technology low-down we by technology chief engineer is responsible for implementation related sector and the personnel, technology low-down work of purpose has two aspects: a is to clear by bear construction task of