乐虎国际官网平台

如何让考核快速有效落地,做到这3步就对

乐虎国际唯一登录

前言:绩效考核有多难?为什么许多公司不成功,不满意,而且达不到预期?还有很多公司想要这样做并且害怕没有效果,所以他们不敢这样做?我总结了一下。事实上,绩效考核只需要做最重要的三个步骤。如果你做好这三个步骤,员工就会愿意这样做,士气会得到提升,性能也会提高!

有工厂,老板认为管理不够努力,管理上存在很多问题,如质量差,退货和客户投诉数量多,内部损失严重,浪费严重,团队合作不力等等,所以我聘请了一位人力资源工作背景的副总裁,他进行了绩效考核。

de675a7e-dcb3-441b-bd62-7b1dc80343b2

这位副总裁在使用KPI方面有经验,因此他非常精通公司以推动KPI评估:

首先,工资的一部分从管理层的工资中扣除,并命名为“绩效工资”。关键绩效指标评估与薪水的这一部分相关联。

2.每个管理职位都有6-8个关键绩效指标,但大多数指标都是“负面指标”。那么什么是“负面指标”,例如:客户投诉率为0,产品合格率为100%,内部损失率小于1%(以及过去5%)等,因为这些指标是完美的结果。这种结果的可能性几乎为零。

3.为了获得指标数量,提取了许多可操作性极差和数据供应极难的指标,如:数据准确率100%,培训计划完成率95%,内部员工投诉,工作能力和态度。

4,实力不足,罚款较少。假设一位经理,原来的固定工资是10000元,现在是8000(基本工资)+2000(绩效工资)。通过KPI绩效考核,他基本上每月扣除100-300元。可能会有1-2个月的奖励,不超过200元。

在副总宣导的时候,公司刚刚做了年度调薪,虽然老板在绩效考核中提出了很多高要求,但是大多数管理者还是被动接受了。

在公司刚开始运行KPI时,还是有一些效果的,大家开始关注各个指标和标准,做了不少改善和优化。

b1ed7022-89db-46f7-9075-fe8cc0dc92c2

一是自己再怎么努力也达不到目标;

二是过去不怎么努力都能拿到约定的工资,现在很努力了还要被扣工资;

三是由于指标订的不好,存在很多不公平,不合理的情况,引发被考核者诸多质疑。

虽然管理者向老板和副总提出了很多疑问,但老板总总觉得这不是KPI的问题,是管理者自己不适应及心态出现了问题,时间长了就会接受的,所以老板以坚持的态度不予睬会

在实施KPI大半年之后,开始陆续有管理者提出了离职,还有一些管理者打算拿完年终奖再走人

9ca54448-86d8-4635-9dbf-b95230b3bafc

如图1所示,虽然推行KPI之后,一些老问题有改善的迹象,品质,损耗,协作有了一定的优化,但很快管理者开始钻空子,找理由调整指标,相互推卸责任,最后达成某种所谓的妥协

2,为推行KPI,公司增加了HR人员,有的部门也增设了助理岗位统计数据,做了大量的表单和流程,可是效果并不太理想,而增加人员带来的人力费用并不低。

3,最重要的是,KPI没有得到管理层的认可,不仅想办法搞过场走形式,更引发人才流失,认同度下降。

最终,老板自己也扛不住了,辞退了副总,废除了KPI,回归到原先的管理方式,绩效工资基本上都是固定的!

XX

769cfd7e-c8b1-4b11-a802-feed684cb062

1. Reassess light incentives. The assessment is what the boss wants, the incentive is what the employees want, and the tasks and requirements are increased during the assessment, but the employees are not given enough motivation. Of course, employees are reluctant to work hard to meet the high demands of their bosses.

2. Reevaluate light data. No data support, not performance appraisal but subjective evaluation. Data can truly and objectively reflect work results and business results.

3, heavy requirements for light results. The company has developed various rules and regulations. The management likes to use the instructional work style and requires employees to follow the rules and step by step. In fact, the management team not only wants employees to do things, but also requires him to make things higher and do things. To the result.

15317334814060b5ea33fd9

SMEs should not do too complicated performance appraisals because of limited staff, limited operational capacity, and limited data support. However, the limited resources are not equal to letting the rough management, but when it comes to performance appraisal, we must consider a simpler and more effective way.

1531733735707dff80591b5

Operating a business is to operate three things: one is people, the other is the market or products, and the third is business data.

No data, no lean operation.

No data, not performance appraisal.

No data, no effective incentives.

15317340678258b232bd1d2

Do things, do value, and make results. The result is king!

All action plans serve the results. These are processes that serve the results.

In the face of the results, the results can be improved. Let managers dare to face the results.

1531734079403decf08644a

It is more important to be effective than to make sense.

The effect is the result of the customer and the company.

The employee is responsible for the effect and the company pays for the effect.

xx

1531734092021ae1cfaed93

附件:生产经理的KSF薪酬绩效计划[仅供参考]

53ef000228c986adf5b6

第一步:选择与生产经理利益密切相关的6-8指标。

每个过程的毛利润/生产过程的总产值/公司的总废品率/部门费用率/及时交货率/生产过程每小时产量/员工流失/培训数量

第2步:根据每个指标的重要性设置权重

步骤3:根据公司历史数据计算每个指标的平衡点

这种平衡点更容易让员工联系到,因此员工不会承受压力。

对于公司而言,他们唯一做的事情并不比去年差,所以在平衡点提高工资不会增加成本。

步骤4:将员工薪酬分为固定工资(20%)+宽带薪酬(80%),并将宽带薪酬分配到6-8个指标

步骤5:根据余额点和工资分配设置相应的奖励等级

每增加1万元毛利,奖励为31元,每减少1万元,减少25元;总产值3000元,5.3元,3000元少,4元少;废品率,每奖励0.05%,奖励2.5,每增加0.05%,不到2元;及时交货率,每次增加0.05%,奖励2元,每次减少0.05%,不到2元;员工流失率,无亏损,奖励50元,每人亏1人,不到250人;

1,能力不等于价值,出勤不是评估。

2,让员工比以往更加努力工作,不是为了汇款,而是为了了解分数。

3,固定工资养懒人,搞死人,埋没无人。

b179712281df40ae9a8dcf2f5d1ac95e

If you want to see if a person will succeed, look at what kind of talents he has gathered around him. Good leaders are often able to know how to use people and maximize the power of talent.

Leaders can also use this concept when managing a team, or actively learn more management skills to improve their abilities. In this way, we recommend a personal growth course: equity, share points; partners, performance, compensation, marketing, management, SFK', etc. are practical working methods and excellent experience cases.

Private letter Xiaobian "performance" word, free 60-minute salary performance management internal training video.

xx