一汽锻造公司专业技术人员绩效考评方案设计研究 员工绩效考评是绩效管理的核心，如何设计一套科学合理的绩效考评方案 并将其落实，对提升员工业绩水平和企业战略目标的达成至关重要。专业技术 人员在企业中发挥着执行力核心的重要作用，其整体绩效水平直接影响着企业 绩效。 本文以一汽锻造公司专业技术人员绩效考评为背景。一汽锻造公司由于身 处机械制造行业，对专业技术人才要求高。而公司专业技术人才队伍却业绩平 平，活力差，流动性差，主动性也差。为解决上述问题，公司实施了专业技术 人员绩效考评，但由于存在指标设计对公司战略目标支撑差、绩效考评重点不 突出、绩效评价结果无法应用等问题，使实施效果大打折扣。 通过文献研究法、调查研究法，本文运用关键绩效指标、目标管理、平衡 计分卡、方针管理等理论对一汽锻造专业技术人员绩效考评开展深入调查研究 和分析，梳理出“符合一汽锻造公司企业管理要求的、能够解决其现存专业技 术人员绩效考评问题的方案”的设计思路，对 KPI 制定和分解、设定目标、权 重、评价周期、建立评价办法、建立考核结果应用渠道等一系列绩效考评方案 设计中的重点难点问题进行论证探究，探索了一汽锻造公司专业技术人员绩效 考评方案的实施和保障方式，帮助一汽锻造公司做好绩效考评，进而提升企业 绩效。 一汽锻造公司专业技术人员绩效考核的有效开展，在指标设置上要支撑公 司战略，既要通过平衡计分卡的方式将公司战略展开，分解成具有良好承接性 的战略指标和支撑项目，又要吸收方针管理精髓，通过工作分析识别出能通过 改善工作创造价值的工作重点及其衡量指标；在评价流程上要设计好点检和反 馈制度，使流程公平高效；在结果应用上应建设相应通道，使考评作用于薪酬、 晋升、人才培养、业绩改善等各个环节，转变专业技术人才劣势，使之成为业II 绩优秀、活力强、积极主动、流动性好的队伍，促进公司战略目标达成。 关键字： 绩效考评， 关键绩效指标， 平衡计分卡III Abstract A Study on the Design of the Performance Evaluation Scheme of the Professional and Technical Team of FAW FORGE The staff performance appraisal is the core of the framework of the performance management. It includes two parts: goal setting and evaluation, how to design a set of scientific and reasonable performance appraisal plan and implement it is critically important to improve staff performance and to achieve enterprise strategic target. The professional and technical personnel in the enterprise play a key role in the execution capacity of the organization, and the overall level of performance level directly affects the performance of organization. This paper selects the performance evaluation system of the professional and technical personnel of FAW FORGE as a background. FAW FORGE, an organization of machinery manufacturing industry, it has a very high demand for professional and technical personnel, however, the performance of its professional and technical personnel is quite normal, lack of activity, poor mobility, poor initiative. In order to solve issues above, the Company applies performance evaluation towards its professional and technical team, but the effect has a big discount because the indicators set down cannot support company’s strategy, performance focus is not prominent, and evaluation results cannot be utilized and so on. To achieve an effective implementation of performance evaluation, FAW FORGE needs to set up indicators which can support its company strategy, not only to apply balance score card to deploy its strategy that can be decomposed achievable strategic targets and supporting projects, but also to absorb essence of policy management, to identify work focus and its measurable indicators by means ofIV making improvements during the work cause; to make a good design of check and feedback process which can make the process efficient; in regard of application of results, to set up suitable channels to utilize its results on remuneration, promotion, education and performance improvement and all other processes, to turn around its technical and professional team disadvantage and helps the Company become an organization of good performance, good activity , good initiative and mobility then to achieve organization targets. Key words: Performance evaluation, KPI, Balance score cardV 目 录 第 1 章 绪论........................................................................................... 1 1.1 研究背景与意义 ............................................................................ 1 1.2 研究方法与内容 ............................................................................ 4 1.3 文献综述与理论研究 .................................................................... 4 第 2 章 一汽锻造公司概况及专业技术人员绩效考评问题分析............ 9 2.1 一汽锻造公司概况与专业技术人员绩效考评现状.................... 9 2.2 专业技术人员绩效考评存在的问题.......................................... 18 2.3 专业技术人员绩效考评存在的问题的原因分析...................... 21 第 3 章 一汽锻造公司专业技术人员绩效考评方案设计................. 24 3.1 专业技术人员绩效考评方案设计的整体思路与依据.............. 24 3.2 战略梳理与专业技术人员工作分析.......................................... 26 3.3 KPI 的提取与目标、权重、周期设计 ...................................... 29 3.4 专业技术人员绩效评价流程设计及结果应用改进.................. 32 第 4 章 一汽锻造公司专业技术人员绩效考评方案的实施与保障 36 4.1 专业技术人员绩效考评方案实施方法...................................... 36 4.2 专业技术人员绩效考评方案实施计划...................................... 38 4.3 充分的绩效薪酬激励保障 .......................................................... 39 4.4 绩效导向的企业文化保障 .......................................................... 41VI 结 论 ..................................................................................................... 43