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为深入推进量化考核工作的实施,某国有大型供电企业(以下简称T公司)在绩效管理工作中创新实践,总结了“承接战略、量化考核、逐级支撑、全员覆盖”的量化指标体系构建方法,摸索了管理人员和一线班组员工分类实施量化考核的方法,创建了“集中管控、全局共享、分级应用”的指标体系管理模式,有效解决了绩效管理模式不统一、指标量化程度不够、信息和资源缺乏沟通和共享的不足,建立了相对统一的绩效管理模式,量化考核水平得到极大提高,绩效管理体系得到了优化和提升。
In order to further promote the implementation of quantitative assessment work, a state-owned large-scale power supply enterprise (hereinafter referred to as T Company) innovated and practiced in performance management and summed up the quantitative indicators of “undertaking strategy, quantitative assessment, step by step support and full coverage” System construction method, explored the management personnel and front-line team members to implement the quantitative assessment of classification methods to create a “centralized management and control, global sharing, hierarchical application ” index system management mode, an effective solution to the performance management model is not uniform, indicators of quantitative The degree is not enough, the lack of communication and sharing of information and resources, the establishment of a relatively uniform performance management model, the level of quantitative assessment has been greatly improved, performance management system has been optimized and improved.