蓝十字脑科医院客服人员绩效管理方案研究 随着市场对医疗服务需求的扩大，供给缺口也越来越大，健康产业的发展 速度不断加快，对医院的经营管理产生了很大影响。医疗作为“现代服务业” 之一，诊疗服务和“客户服务”是其两项重要组成部分。随着医疗行业技术水 平的逐步增强，医院间的技术差距逐渐缩小，技术和服务水平成为占据行业优 势的关键。蓝十字脑科医院一直将临床诊疗服务作为核心，相对于“客户服务” 缺乏足够的重视，导致医院的服务体系出现诸多问题，直接影响了医院的整体 服务质量。医院要提高客服人员的服务质量和水平，必须做好客服人员的绩效 管理，只有科学有效的绩效管理才能更好的激发客服人员的工作热情，提高客 服人员的工作质量，为患者提供更好的服务，进而促进医院更好的发展。 在此研究背景下，本文采用文献研究法和访谈研究法，对蓝十字脑科医院 客服人员目前的绩效管理方案进行分析和研究。首先，通过对具有代表性的客 服人员进行访谈，分析出客服人员绩效管理过程中存在的问题，并进一步探究 出问题的成因。其次，本研究对医院的总体战略目标进行逐层分解，将总体目 标分解为各个部门目标，为各部门制定绩效指标与绩效权重，其中着重设计了 客服人员的绩效考核指标与权重，分为直接指标、相关指标、行为指标以及额 外的激励指标，各指标根据绩效考核的相关度有不同的占比，并为绩效计划明 确了实施流程。在此基础上对客服人员的绩效考核做详细说明，并建议把绩效 反馈和绩效考核结果应用到绩效工资调整、奖金分配、岗位调整、绩效改进以 及员工的职业生涯规划当中，使绩效管理更好的发挥其作用。最后，为蓝十字 脑科医院提供了企业文化保障、制度保障和人员保障等方面的针对性建议，以 确保绩效管理方案能够得到有效的实施，为医院的长远发展提供有力的支持。 本文研究根据蓝十字脑科医院的实际情况并结合未来的发展趋势，为医院II 的客服人员设计出一套完整的绩效管理方案，希望可以客观、全面、公平、公 正的考核和评价客服人员的工作绩效，进而提高客服人员的工作积极性，以提 高个人工作绩效。与此同时，也为其它部门员工的绩效管理工作提供合理参考， 促进全院的绩效管理得到改善，提升医院服务的“软实力”，进而在激烈的市场 竞争中获得持续的竞争优势。此外，本文通过对绩效管理理论在实际中的应用， 同样可以为行业内与蓝十字脑科医院相类似的医疗机构，在开展客服人员绩效 管理工作时提供有价值的、恰当的参考。 关键词： 绩效管理；客服人员；医院客服；绩效考核III Abstract Research on Performance Management Plan for Customer Service of Blue cross Brain Hospital As the demand for medical service market gradually expanded, the supply gap is becoming bigger and bigger, health industry with the accelerating pace of development and operating conditions of the hospital has a great influence. Medical industry as one of modern service industry, medical services and customer service are two important works, Blue cross brain hospital regard medical service as the core, for the customer service is relatively lack of a certain value, With the gradual strengthening of the technical level of medicine, the technical differences between hospitals have gradually narrowed, and the level of service technology and service has become the key to occupying the advantages of the industry. Due to the serious lack of attention to customer service, the service of Blue Cross Brain Hospital has become increasingly important. The more problems that have seriously affected the hospital's reputation. To improve the service quality and service level of customer service personnel, hospitals must do a good job in performance management of customer service personnel, because scientific and effective performance management programs can stimulate the enthusiasm of customer service staff, improve the efficiency of customer service staff, and provide better services for patients., and thus promote the advancement and development of the hospital. In this research background, this paper uses literature research method and interview research method to analyze and study the current performance management plan of Shanghai Blue Cross Brain Hospital customer service staff. First, analyze the problems existing in the process of customer service performance management and explore the causes of the problems. Secondly, this study decomposes the overall strategic objectives of the hospital, develops performance indicators and performance weights for each department, and clarifies the implementation process of the performance plan for all employees. On this basis, the performance appraisal ofIV customer service personnel is explained in detail. It is also recommended to apply performance feedback and performance appraisal results to performance salary adjustment, bonus distribution, job adjustment, performance improvement and employee career planning, so that performance management can play its role better. Finally, the Blue Cross Brain Hospital provided targeted recommendations on organizational security, institutional security and corporate culture protection to ensure that the performance management program can be effectively implemented smoothly and provide strong support for the long-term development of the hospital. Based on the actual situation of Shanghai Blue Cross Brain Hospital and the future development trend, this study designed a complete performance management plan for its customer service staff, hoping to evaluate and evaluate the work of customer service staff objectively, comprehensively and fairly, thereby improving the enthusiasm of customer service staff and improving individual performance, At the same time, it also provides a reasonable reference for the performance management of other employees in other departments, promotes the improvement of performance management of the entire hospital, and thus obtains a sustainable competitive advantage in the fierce market competition. In addition, through the application of performance management theory in practice, this paper can also provide valuable and appropriate reference for the performance management of customer service personnel in the industry and similar enterprises in the Blue Cross Brain Hospital. Keywords: performance management, customer service staff, hospital customer service， performance appraisalV 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 ............................................................................ 2 1.3 理论基础与文献综述 .................................................................... 3 第 2 章 蓝十字脑科医院客服人员绩效管理现状及存在问题 .......... 8 2.1 企业概况 ........................................................................................ 8 2.2 客服人员绩效管理现状 ................................................................ 9 2.3 客服人员绩效管理存在的问题.................................................. 10 2.4 客服人员绩效管理问题的成因分析.......................................... 12 第 3 章 蓝十字脑科医院客服人员绩效管理方案设计..................... 16 3.1 客服人员绩效计划制定 .............................................................. 16 3.2 客服人员绩效实施 ...................................................................... 21 3.3 客服人员绩效考评 ...................................................................... 25 3.4 客服人员绩效反馈及结果应用.................................................. 28 第 4 章 蓝十字脑科医院客服人员绩效管理方案的实施保障 ........ 32 4.1 企业文化保障 .............................................................................. 32 4.2 制度保障 ...................................................................................... 33VI 4.3 人员保障 ...................................................................................... 34 结 论 ..................................................................................................... 36