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（KPI绩效考核）关于KPI的部分知识关于KPI (Key Performance Indicator)的知识第一部分：KPI（Wikipedia, the free encyclopedia）；Key Performance Indicator (KPI) is an industry jargon term for a type of Measure of Performance.KPIs are commonly used by an organization to evaluate its success or the success of a particular activity in which it is engaged. Sometimes success is defined in terms of making progress toward strategic goals, but often, success is simply the repeatedachievement of some level of operational goal (zero defects, 10/10customer satisfaction etc.). Accordingly, choosing the right KPIs is reliant upon having a good understanding of what is important to theorganization. 'What is important' often depends on the departmentmeasuring the performance - the KPIs useful to a Finance Team will be quite different to the KPIs assigned to the sales force, for example.Because of the need to develop a good understanding of what isimportant, performance indicator selection is often closely associated with the use of various techniques to assess the present state of thebusiness, and its key activities. These assessments often lead to theidentification of potential improvements; and as a consequence,performance indicators are routinely associated with 'performanceimprovement' initiatives. A very common method for choosing KPIs is to apply a management framework such as the Balanced Scorecard.Categorization of indicatorsKey Performance Indicators define a set of values used to measure against. These raw sets of values, which are fed to systems in charge of summarizing the information, are called indicators. Indicators identifiable as possible candidates for KPIs can be summarized into the following sub-categories:•Quantitative indicators which can be presented as a number.•Practical indicators that interface with existing company processes.•Directional indicators specifying whether an organization is getting better or not.•Actionable indicators are sufficiently in an organization's control to effect change.•Financial indicators used in performance measurement and when looking at an operating indexKey Performance Indicators, in practical terms and for strategic development, are objectives to be targeted that will add the most value to the business.These are also referred to as Key Success Indicators. Some Important AspectsKey performance indicators (KPIs) are ways to periodically assess the performances of organizations, business units, and their division, departments and employees. Accordingly, KPIs are most commonly defined in a way that is understandable, meaningful, and measurable. They are rarely defined in such a way such that their fulfillment would be hampered by factors seen as non-controllable by the organizations or individuals responsible. Such KPIs are usually ignored by organizations. In order to be evaluated, KPIs are linked to target values, so that the value of the measure can be assessed as meeting expectations or not. Identifying Indicators of Organization Performance indicators differ from business drivers & aims (or goals). A school might consider the failure rate of its students as a Key Performance Indicator which might help the school understand its position in the educational community, whereas a business might consider the percentage of income from returning customers as a potential KPI.The key stages in identifying KPIs are:•Having a pre-defined business process (BP).•Having requirements for the BPs.•Having a quantitative/qualitative measurement of the results and comparison with set goals.•Investigating variances and tweaking processes or resources to achieve short-term goals.A KPI can follow the SMART criteria. This means the measure has aS pecific purpose for the business, it is M easurable to really get a value of the KPI, the defined norms have to be A chievable, the improvement of a KPI has to be R elevant to the success of the organization, and finally it must be T ime phased, which means the value or outcomes are shown for a predefined and relevant period.KPI ExamplesMarketingSome examples are:1.New customers acquired2.Demographic analysis of individuals (potential customers)applying to become customers, and the levels of approval,rejections, and pending numbers.3.Status of existing customers4.Customer attrition5.Turnover (ie, Revenue) generated by segments of the customerpopulation.6.Outstanding balances held by segments of customers and termsof payment.7.Collection of bad debts within customer relationships.8.Profitability of customers by demographic segments andsegmentation of customers by profitability.Many of these customer KPIs are developed and managed with customer relationship management (CRM) software.Faster availability of data is a competitive issue for most organizations. For example, businesses which have higher operational/credit risk (involving for example credit cards or wealth management) may want weekly or even daily availability of KPI analysis, facilitated by appropriate IT systems and tools.ProblemsIn practice, overseeing Key Performance Indicators can prove expensive or difficult for organizations. Indicators such as staff morale may be impossible to quantify.Another serious issue in practice is that once a measure is created, it becomes difficult to adjust to changing needs as historical comparisonswill be lost. Conversely, measures are often of dubious relevance, because history does exist.Furthermore, since businesses with similar backgrounds are often used as a benchmark for such measures, measures based only on in-house practices make it difficult for an organization to compare with these outside benchmarks.Measures are also used as a rough guide rather than a precise benchmark.第二部分：KPI (From IBIS)BackgroundThe term KPI has become one of the most over-used and little understood terms in business development and management. In theory it provides a series of measures against which internal managers and external investors can judge the business and how it is likely to perform over the medium and long term. Regrettably it has become confused with metrics – if we can measure it, it is a KPI. Against the growing background of noise created by a welter of such KPI concepts, the true value of the core KPI becomes lost.The KPI when properly developed should be provide all staff with clear goals and objectives, coupled with an understanding of how they relate to the overall success of the organisation. Published internally and continually referred to, they will also strengthen shared values and create common goals.What are the key components of a KPI?The KPI should be seen as:Only Key when it is of fundamental importance in gaining competitive advantage and is a make or break component in the success or failure of the enterprise. For example, the level of labour turnover is an important operating ratio, but rarely one that is a make or break element in the success and failure of the organisation. Many are able to operate on well below benchmark levels and still return satisfactory or above satisfactory results.Only relating to Performance when it can be clearly measured, quantified and easily influenced by the organisation. For example, weather influences many tourist related operations – but theorganisation cannot influence the weather. Sales growth may be an important performance criteria – but targets must be set that can be measured.Only an Indicator if it provides leading information on future performance. A considerable amount of data within the organisation only has value for historical purposes – for example debtor and creditor length. By contrast rates of new product development provide excellent leading edge information.Obviously KPI's cannot operate in a vacuum. One cannot establish a KPI without a clear understanding of what is possible – so we have to be able to set upper and lower limits of the KPI in reference to the market and how the competition is performing (or in the absence of competition, a comparable measurement from a number of similar organisations). This means that an understanding of benchmarks is essential to make KPI's useful (and specific to the organisation), as they put the level of current performance in context – both for start ups and established enterprises –though they are more important for the latter. Benchmarks also help in checking what other successful organisations see as crucial in building and maintaining competitive advantage, as they are central to any type of competitive analysis.Start with what you need to measure and monitorDifferent organisations need to monitor different aspects of their environment. For example, the airline industry has a complex set of issues many of which (but not all) are different from the dairy farmer. Ibis has created a number of separate business monitoring modules for medium sized companies which we believe cover the majority of requirements for the development and maintenance of their organisation, that are part of a bottom up planning system based around knowledge centres.第三部分：500强名企的KPI绩效管理案例500强名企的KPI绩效管理操作手册部分内容四、绩效指标的主要形式和内容（一）关键绩效指标（KPI）即用来衡量某一职位工作人员工作绩效表现的具体量化指标，是对工作完成效果的最直接衡量方式。
绩效考核与薪酬激励培训方案在现代企业管理中，绩效考核与薪酬激励是一种重要的管理方式，可以有效激励员工的工作积极性和创造力，提高企业的绩效与效益。
然而，如何设计和实施绩效考核与薪酬激励方案却是一个需要深入研究和探讨的问题。
本文将重点探讨如何制定一个科学合理的绩效考核与薪酬激励培训方案，并探索其实施过程中的一些关键问题。
一、绩效考核与薪酬激励的意义和目的1. 绩效考核的意义绩效考核是对员工工作表现进行科学评价的过程，通过对员工的绩效进行客观评估，有利于发现问题、改进工作、提高效益。
同时，绩效考核还有助于优化组织结构，提高人员素质和核心竞争力。
2. 薪酬激励的目的薪酬激励是通过给予良好的薪酬回报来激励员工的工作积极性和创造力，实现员工与企业的双赢。
合理的薪酬激励机制可以吸引和留住优秀人才，提高员工的工作动力和满意度。
二、绩效考核与薪酬激励培训方案的设计原则1. 公正公平原则绩效考核与薪酬激励方案应该建立在公正公平的基础上，遵循科学的评价标准和程序，避免人为主观干扰和偏见，确保员工的权益得到保障。
2. 目标导向原则绩效考核应该明确企业和个人的绩效目标，并将个人的绩效与企业的发展目标紧密结合起来，以激励员工为实现组织目标而努力工作。
3. 多元化激励原则绩效考核与薪酬激励方案应该采用多种奖励方式，包括基本薪酬、绩效奖金、岗位晋升、培训发展等，灵活运用以满足不同员工的需求和激励效果。
4. 持续改进原则绩效考核与薪酬激励方案应该不断进行评估和反馈，及时发现问题并采取措施加以改进和优化，以适应企业环境变化和个人发展需求。
三、绩效考核与薪酬激励培训方案的实施步骤1. 制定考核标准根据企业的目标和职位要求，制定相应的绩效考核标准，明确各项指标的权重和评价方法。
同时，应该将考核标准与薪酬激励机制相结合，形成一个完整的绩效管理体系。
2. 建立评估体系建立科学的评估体系，包括绩效评估工具、评估时间和频率等，确保评估的公正和准确。
