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特格尔采用平衡计分卡(BSC)作为绩效管理工具已有半年,据其人力资源部部长郭丹表示,无论是从联盟内部包括连锁体系内反映,还是其联盟众多会员单位的反馈,BSC的运用令其绩效管理产生了“不可思议的变化和进步”。本土化+公司化作为郭丹来讲,最明显的体会是绩效管理由一项复杂工作变为简单。“原来我们设计了很多考核指标,对产品的,对人员的,反而让员工无所适从。我们有店长反映,他们自己都记不住要考核哪些方面,常常要拿着表格去对。”郭丹说,“现在我
Tegel has used Balanced Scorecard (BSC) as a performance management tool for six months. According to Guo Dan, director of human resources department, Tektronix said that whether it is feedback from within the alliance including the chain system or feedback from many member units of its alliance, The use of its performance management has produced ”incredible changes and progress “. Localization + corporatization As Guo Dan, the most obvious realization is that performance management has changed from a complicated work to a simple one. ”Originally, we designed a lot of assessment indicators, the product, the staff, but let the confused.We have the manager to reflect, they themselves can not remember what to assess, often have to take the form to the right. “ Guo Dan said, ”Now I am