面对竞争激烈且快速变化的经营环境,人力资源管理在企业战略目标实现的过程

中发挥着愈来愈重要的作用。而绩效管理作为人力资源体系的核心模块,更是成为激

励、甄别和发展核心人才的关键所在。但是,往往因缺乏管理工具和管理经验,使得

企业在实施绩效管理的过程,出现了种种问题而影响了绩效管理的推进效果。

本文以N家纺企业为研究对象,深入分析了该企业销售部门主要职能、销售岗位

主要工作职责以及销售岗位绩效考核指标的运用现状。接着,从遵循绩效指标设计原

则的角度,提出了销售岗位绩效考核指标设计中存在的问题,并从现行绩效指标体系

中存在的障碍和可克服性两个方面来提出改进建议。随之,以解决存在问题为导向,

理清了 N家纺企业销售岗位绩效指标的设计思路。

首先,基于平衡计分卡(BSC)的方法,对N家纺企业的愿景、战略目标进行了厘

清,并据此绘制战略地图以获得公司级关键绩效指标。其次,根据战略目标和公司级

指标,分解出与部门使命紧密相联的部门级关键绩效指标。再次,对部门级指标进行

分解和细化后获得销售岗位KPI指标。并且,结合销售岗位工作特征,借用胜任力模

型设计出绩效指标,即釆用结果型、品质型与行为型指标相结合的方式,对销售人员

的绩效进行全面、科学的评估。最后,针对新设计指标的具体内容进行改进方案的列

举和解析。

关键词:家纺企业,销售岗位,关键绩效指标

Abstract

Facing with the fierce competition and the rapidly changed marketing environment,

the management of human resource is playing a decisive role in the realizing of the

enterprises' strategic goals. The management of performance, as the core part in the human

resource management is essential for inspiring, evaluating and cultivating the core talents.

However, due to the lack of management tool or management experiences, the enterprises

may encounter with various problems while conducting the performance management. It

will inevitably affect the progress of performance management.

This paper takes N Home Textiles Company as the object of study in order to analyze

the major functions of the marketing department of the enterprise, the main responsibility

of the sales position and the application of performance assessment index. From the

perspective of the design principles of the performance assessment index, the problems

that lie in the design of assessment index for the sales personnel are figured out. Advices

are offered to the current performance assessment index system in terms of the barriers and

the solutions. Then oriented by the solution of the problem, the designing ideas for the N

Home Textiles Company's performance assessment are clarified.

First of all, based 011 the balanced scorecard (BSC) approach, vision and strategic

objectives of N home textile enterprises, clarify the map strategy for corporate level

according to the key performance indicators. Secondly, according to the strategic goals and

corporate level indicators, decompose the departmental connected with the department、

mission is the key performance indicators. Again, the departmental index decomposition

and refinement after sales jobs KPI target. And, in combination with characteristics of sales

jobs, borrow the competency model design of performance indicators, namely the result

type, quality, type and behavior type index combination of, the performance of sales staff

to conduct a comprehensive and scientific evaluation. Finally, in view of the specific

content of the new design indexes improvement program list and parsing.

Key words: Home textiles enterprise, Position of the sales personnel, Key performance

index