而研发团队的稳定高效又依赖企业本身的各种因素：企业文化、绩效管理、激
励措施、职业规划、培训、薪酬待遇等等。其中大部分的因素可以看作研发人
员可以获得的资源，但是如何把这些资源科学的应用在研发人员身上，大部分
企业没有一个合适的标准。企业对于研发人员的绩效管理存在较多不合理的地
方和问题，很难准确把握研发人员的真正绩效数据，而且还忽视了研发人员自
身素质与能力的提高。如何建立一个科学的绩效管理方法,可以据此对研发人员
进行合理的考核并依据考核结果适当的分配资源来保持研发团队的稳定、活力、
高效。把企业战略目标与个人职业规划发展有机结合，从而提高绩效考核效果，
提升绩效管理水平是每个高科技企业亟待解决的问题。

首先，本文全面论述了绩效管理和素质模型以及任职资格的理论依据，剖
析了素质模型和任职资格的优缺点和区别。

其次，对 M 公司的历史做了一个简单描述，着重分析了 M 公司的战略方针
和愿景，以及介绍了 M 公司组织架构情况。

再次，本文通过对 M 公司结构中心所碰到绩效难于提升的问题，剖析绩效
管理所忽视个人职业规划和能力提升所带来的严重问题和原因。

然后，利用平衡记分卡和 KPI 相关理论知识重建结构中心部门绩效考核体
系。采用任职资格管理体系解决员工职业规划缺失的问题。阐述了结构中心绩
效提升的实施方法和步骤。

最后，总结了绩效管理和任职资格在技术管理上的作用，并对绩效提升方
法效果进行评估和展望。

关键词： 平衡记分卡；KPI；任职资格；绩效管理；

ABSTRACT
R & D staff is the mainstay of technological innovation, and is also the source
of enterprise technological innovation.It is very important way of most high-tech
enterprises to keep their core competitiveness by building a high efficient and high
quality R & D team. But the various factors to building a stable and efficient R &
D team also rely on the enterprise: corporate culture, performance management,
incentive, occupation planning, training, salary and so on.Most of these factors can
be seen as the resources available for R & D staff. But how to use these resources in
an intelligent way for the R & D staff, most enterprises do not have a proper
standard. Performance management for R & D staff has many problems in some
Enterprises, it is difficult to accurately get the real performance data of R & D
staff, and also ignored the improvement of the ability of R & D staff. How to
establish a scientific methods of performance management for R & D staff, Which
carring on the reasonable appraisal for R & D staff. According to the assessment
results we can distribute some resources to keep the R & D team high
efficient,stable and dynamic. The strategic goal of the enterprise and
individual occupation plan development can be hang together, that improve the
performance appraisal results, enhance the level of performance management.It is
the urgent problem need to solve for each high-tech enterprise.
Firstly, this paper discusses the performance management and the competency
and qualification management.Through theoretical analysis, this paper explain
the advantages and disadvantages between the competency model and the
qualifications management.
Secondly, Paper made a simple description on the history of the M company.
And also analyzes the M company's strategy and vision, introduces the organization
structure of M company.
Again, this paper brings forward difficult problems for performance
management in M company mechanical design center. By analyzing the reason of
the problems of performance management, it finds out the reason.The reason is that
ignores improvement of ability and personal career planning.
Then, by using performance appraisal system such as Balanced Score card and
KPI, it reconstructs the performance management system of the mechanical
design center. At the same time through the qualification management system to
solve the problem of career planning. It describes the implementation of mechanical
design center performance improvement methods and procedures.
Finally, the paper summarizes the role of the performance management and
qualifications in the technology management, and gives the assessment and prospect
of performance improvement method.
Key words: Balanced Score card；KPI；qualifications；performance
management