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By William Xu

新经理培训 绩效管理

September 2019

绩效管理是一个持续的交流过程,对企业、经理、员工都具有重要意义。

各个公司基本都有自己的绩效管理流程。总体框架大致都是

绩效目标是从公司战略层层分解得来的。

绩效管理不但要有目标,还要明确衡量标准(KPI,Key Performance Index)
衡量标准: 我怎么知道这件事做得是好是坏?
例如: 以招聘专员为例

- 一年完成 100 个职位到岗

- 招聘周期平均 50 天

- 试用期内离职率‹10%

- 用人部门经理满意度›90%

- 上级经理对日常表现的综合评定

接下来,还需对于每个 KPI,分别定出达标,不达标,及卓越的衡量标准。

- 一年完成 100 个职位到岗

* 不达标:‹80,

* 达标:81-100

* 卓越:›101

如果做到上面这些,恭喜你,应该在绩效考评方面可以有 70 分的功力了。 如果要在绩效管理方面更进一步,以下两点供大家思考。


第一,不但要管理目标,还要管理过程

经验告诉我们,如果仅仅考核目标(结果),有时会导致员工过于看重短期利益而牺牲长期利益。例如,

- 销售人员跨区域进行抢单,进而导致不同区域销售经理之间的对立等。

- 经理把重要项目都自己干了,这样团队的能力始终起不来

出现这种情况,即便一个团队当年的目标完成了,甚至超越目标,但是对企业来说未必是好事。

因此,一些公司对于绩效管理开始用更平衡的方式,例如,70%考核目标(结果),30%考核领导力 (过程),包括团队协作,团队培养,客户导向,积极主动等。即不但要达成目标,还要用正确的 方式去做。



第二,设定目标时,既要有量化指标,也要有评价指标

绩效管理需要体现“高绩效文化”。

举例来说,100 米,能跑进 10.5 秒的都算是精英中的精英了。如果你对大家说,你们所有人的绩效 表现都是“卓越”,你猜大家还会去拼搏,在现有最好成绩上再提升 0.1 秒吗?应该不会了。但是, 奥运会把这些顶级高手再同场竞技,再分成第一道第十名,于是大家都有竞争的压力,第一名想保 住自己的头衔,其他名次想争夺第一,于是推动大家不断“再创佳绩”。

对于经理来说,无论团队如何优秀,还是要努力区分出相对较好、一般和较差。这样才能体现“高 绩效文化”。本质上这要求经理在设立目标时,应具备较大的挑战性。但是,目标设定是基于对未 来的预期,这是一个探索的过程,为避免全部使用量化指标,最后整个团队都是“不达标”或是全 部是“卓越”,可以在目标设定时,既包含量化指标,也包含一定评价指标(经理的反馈,客户的 反馈,或是其他部门的反馈等),以便适时进行结果微调。