The first way of thinking is divided into business objectives, management promotion and employee development.
The first way of thinking is to divide performance indicators into business objectives, management improvement and employee development according to different purposes. Relatively speaking, this division method is more suitable for the division of employee performance indicators of single business or single product enterprises, and the business objectives focus on measuring the effectiveness of business activities, generally the result indicators; The management improvement category focuses on the measurement of the improvement of the existing management process of the enterprise, which is generally a process indicator; The employee development class focuses on the improvement of employees' ability, including both outcome indicators and process indicators.
1, business target class
Business target indicators focus on measuring the effectiveness of business activities, and are generally set as outcome indicators, such as cost reduction of 2%. For some performance indicators that need to be completed across years, the phased target standards to be achieved during this assessment period are set, such as making the company's inventory management plan.
2. Management improvement category
Management improvement indicators focus on measuring the improvement of weak links in current management activities, which are generally process control indicators, and their evaluation mainly adopts qualitative description. By setting the improvement indicators that are very important for enterprises but still have a lot of room for improvement, employees at all levels can be driven to pay attention to the weak links in current business management, and enterprises can be urged to invest resources and energy to improve the weak links in business management and enhance their competitiveness. For example, for the improvement of the company's logistics management system, the evaluation of logistics optimization scheme can be used as the assessment standard, and of course, the quantitative index of single logistics cost can also be used as the assessment standard. However, for the improvement requirements of the company's R&D management system, it is more appropriate to conduct a comprehensive qualitative evaluation from the perspectives of time, quality and cost.
3. Staff development class
The employee development index focuses on the improvement of the ability of employees at all levels within the organization, and the improvement of employees' own ability can be judged by evaluating their work performance and ability and quality. Therefore, such indicators are generally used to evaluate the behavior of management, and to examine whether they have invested corresponding resources and energy in improving the ability of subordinates. In specific applications, performance indicators such as employee satisfaction and the number of training seminars can be selected for evaluation.
The second way of thinking: strategic development, business objectives and routine management.
The second way of thinking is to divide performance indicators into strategic development, business objectives and routine management according to their purposes and corresponding management methods. Compared with the first way of thinking, the second way of thinking divides strategic development categories and business objectives to a certain extent, so relatively speaking, it is suitable for the division of employee performance indicators in multi-business or multi-product enterprises, although the three categories will be slightly different due to different levels of employees. The higher the position, the more concerned employees are about the company's strategic development and consider the core competitiveness of enterprises in a longer period of time. Compared with middle-level employees, they will pay attention to the realization of the business objectives they are responsible for, and their indicators show more attention to the outcome indicators; Middle and lower-level employees will pay attention to the specific development of their work, and their indicators are also biased towards process control indicators.
1, strategic development category
The strategic development category is generally used to evaluate activities that have an important impact on the strategic development of enterprises. The core of its concern is the enhancement of current business ability or the early preparation of future business. Its indicators can be outcome indicators or process indicators, such as new product research and development, new production line construction and new market development at the company level. Such business activities are very important for the future development of enterprises. However, it needs to invest relatively more resources and energy to grow into the core competitiveness of enterprises. Such indicators are generally borne by middle and high-level employees of enterprises, while middle and grass-roots employees only pay attention to the cooperation in the process of task promotion, and enterprise managers should balance the strategic development indicators with the business target indicators. So in a sense, the balance between the two is the balance between the present and future of the enterprise, and the balance between the present and future interests of the enterprise.
2. Category of business objectives
Generally speaking, the category of business objectives is a measure of the current business management activities of an enterprise, mainly measuring the business quality of the current enterprise or various business sectors. Generally, it is mainly based on achievement indicators, such as annual income and quality qualification rate. Generally, it is not appropriate to set too many such indicators, but should be based on several indicators that can measure the final result. The evaluation of such indicators is relatively easy, and the calculation rules of the results are generally made clear at the beginning of the year to facilitate the later evaluation.
3. General management class
Conventional management is mainly used to measure daily management activities. For middle-level employees in enterprises, their work process is relatively limited, and it is not easy to produce measurable work results. Therefore, such employees generally adopt conventional management indicators, mainly process control indicators, and more importantly, examine and evaluate the implementation of various processes, systems and norms by the assessed, such as system implementation and error rate. The purpose of setting this index is for the appraisee himself, his superiors or himself.
The third department concept: strategy, improvement, maintenance and tracking.
The third way of thinking is to synthesize the main ideas of the above two ways of thinking, and divide the final indicators of employees into strategic category, improvement category, maintenance category and tracking category from three dimensions: the purpose of indicator setting, application field and management mode. Relatively speaking, this classification method can be widely used, and the classification of enterprise indicators itself will evolve along the general steps of strategy, improvement, maintenance and tracking in a long period of time.
1, strategic indicator
Strategic indicators are similar to the "strategic development" indicators in the second way of thinking, which are mainly used to evaluate related business activities that are highly related to the company's strategic development and the company expects to make breakthroughs. Generally, this kind of index needs more time, resources and energy from the middle and high level of the enterprise to complete, and the realization of this kind of index generally needs the enterprise to have greater influence on the outside world, which may be coordination with external resources, such as integrating the supply chain. It may also be a direct impact on the external environment, such as creating unprecedented new products. From the enterprise level, the realization of such indicators is very important to maintain the long-term competitiveness of enterprises, so enterprises need to consider it from the strategic level. For the specific employees directly related to it, you can have greater weight settings in the assessment of such indicators.
2. Maintenance indicator
Maintenance index is a relatively important measure of enterprise management activities related to the realization of enterprise goals. These indicators generally evaluate a large number of activities within the enterprise, which ensure the daily operation of the enterprise. These indicators are generally the leading indicators of enterprises in the industry. Enterprises should ensure that these indicators are not backward. The realization of such indicators generally does not require enterprises to actively invest too much time, resources and energy, and make full use of existing resources and experience. General follow-up control can be carried out, and the realization of such indicators mainly depends on the overall operating system of the enterprise. Specifically, at the employee level, employees are mainly required to work according to the requirements of the process system, and the weight of such indicators is generally small.
3. Improve class indicators
The improvement index is similar to the "management improvement index" in the first idea, which is mainly used for major deficiencies in the realization of enterprise strategy. Enterprises need to improve and upgrade because of competition, and this indicator also requires enterprises to invest more time, resources and energy. In the current competitive environment, enterprises can gain greater competitive advantage only if they do well in one or two aspects and reach the average level in other aspects. Such indicators may be the improvement of enterprise processes, methods, systems, equipment and facilities, or the improvement of employees' skills. The presentation form of performance indicators may be outcome indicators, such as the improvement of inventory turnover rate and customer satisfaction by several points, or it may be process indicators, such as the optimization of company performance management system.
4. Tracking indicator
Tracking generally does not directly affect the realization of the company's strategic objectives, and it is mostly the assessment of unconventional work or security work. Generally, keeping track is enough. For such indicators, the general follow-up is only to punish and not to award.
The above three classification methods of employee performance indicators only divide the employee performance indicators from the aspects of their setting purposes, application fields and management methods. The purpose of this classification is to simplify the selection of employee performance indicators in units of year (quarter/month) and degree. As far as employee performance index system is concerned, it is relatively easy to get a relatively complete employee performance index system by combining company strategy and employee responsibilities, but it is more difficult to choose appropriate performance indicators in a specific period of time to effectively motivate and guide employees' specific work behavior. Several classification methods introduced in this paper can provide a reference framework for enterprise managers and reduce the trouble of selecting specific indicators. And give full play to the guiding role of employee performance indicators in the company's strategic objectives and the incentive role for employees' own behavior. However, it must be noted that any management framework is a conceptual summary based on experience and basic principles, and its purpose is to facilitate the explanation of the actual situation and the guidance of specific work. In practice, enterprise managers need to make some adjustments to adapt to the company's own situation, increase the scientific design of employee performance indicators and give full play to the incentive role of employee performance indicators on the premise of ensuring the realization of the company's goals.