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关键绩效指标(KPI)作为一款优秀绩效管理工具,被我国很多企业采纳并尝试。令人遗憾的是,只有个别企业能够很好地开发应用关键绩效指标,大部分企业缺乏设计科学完善的KPI体系的能力,在操作层面自然也很容易流于形式。这其中固然有对团队绩效考核比较困难的原因,但缺乏一套行之有效的KPI开发、应用流程,无疑也是一个重要原因。本文尝试在深刻理解KPI内涵的基础上,寻找能够恰当选择与运用KPI的流程。
As a good performance management tool, Key Performance Indicators (KPIs) are adopted and tried by many Chinese enterprises. Unfortunately, only individual companies can well develop and apply KPIs. Most enterprises lack the ability to design a scientific and complete KPI system, which is naturally easy to formalize at the operational level. Of course, there are some reasons for the difficulty of team performance assessment, but the lack of a set of effective KPI development and application process is undoubtedly an important reason. This article attempts to understand the KPI connotation based on the search for the right to choose and use KPI process.