DG 客服中心是国内知名通信集团下的六大呼叫中心之一，是国内领先的客服中 心。随着移动互联网的发展，通信公司面临来自互联公司的严峻挑战，客服中心需 要及时调整战略助力公司竞争力的提高，完成从服务向营销转型的战略落地，而配 套的薪酬考核体系是实现此战略的重要保障制度。 本重点研究如何结合目前呼叫中心运营的特点和竞争战略，把经典的薪酬 考核理论运用于实践，从而优化 DG 客服中心绩效考核体系，帮助企业提高人力资 源管理水平和实现市场竞争的战略目标。本主要研究三类群体：客服代表、客 服班长和营销代表。通过运用调查问卷、深度访谈等多种研究方法，定性和定量分 析相结合，依据“提出问题--分析问题--解决问题”的思路，层层推进的实证研究方 法，透析 DG 客服中心绩效考核体系中存在的问题和产生的原因。结合三种主要的 考核技术（KPI、目标管理和平衡计分卡）、话务坐席技能价值评估、多方案对比试 验优选等技术，提出一种适用于呼叫中心服务行业的面向计件薪酬的绩效考核方案。 该方案实现月度奖金与员工效能的高度关联，合理协调短期激励与长期激励，个人 与团队考核相结合，并采用了差异化的计件单价，从而使员工的营销与服务工作相 对均衡，提高员工的工作积极性，提高考核的内部公平性，间接提升薪酬的外部竞 争力。 关键词：计件薪酬 绩效考核 客服代表 客服班长 营销代表II 华 中 科 技 大 学 硕 士 学 位 论 文 Abstract DG Customer Service Center (hereinafter as DG CSC for short) is one of the top six leading call centers under the well-known domestic Communications Group in China. As the growth of mobile internet, telecommunications enterprises are facing big challenges from the Internet corporations. DG CSC needs to timely adjust the strategy from service to marketing, so as to improve the company’s competitiveness. And dinstinctly an optimized compensation performance system is crucial to the implementation of this strategy. This thesis focuses on integrating DG CSC’s current operation with its competitive strategy by applying the classical compensation theory into practice, so as to optimize the company’s compensation system & human resources management and reach the strategic target of marketing competition. It mainly studies three groups: Customer Service Representatives (CSR), Customer Service Team Leaders and Marketing Representatives. Based on the idea of Problems, Analysis & Solution,” by variety of research methods such as questionnaire, interview etc., with both qualitative and quantitative analysis, and step-by-step empirical study, this thesis investigates problems and causes of DG CSC’s current performance evaluation system. By using the performance methods of KPI, Target Management, Balanced Scorecard, through evaluating call center sitters’ competence, comparing and testing on multiple projects, it proposes a new program which fits for the Piecework Compensation Performance system of today’s call center business. The new program strongly links workers’ performance to their monthly rewards, integrates short term & long term motivation, personal & team motivation, and applies different unit price per piecework, to balance marketing and service, improve workers’ initiative and create a fairer internal performance evaluation environment, which indirectly, leads to a stronger external compensation competitiveness. Keywords: Piecework compensation Performance Evaluation Customer Service Representative Customer Service Team Leader Marketing RepresentativeIII 华 中 科 技 大 学 硕 士 学 位 论 文 目 录 摘要..... I Abstract . II 图目录....V 表目录...VI 1 绪 论 1.1 研究背景和意义 . (1) 1.2 国内外相关研究述评 (2) 1.3 研究内容及研究方法 (4) 2 绩效考核现状分析 2.1 DG 客服中心概况..... (8) 2.2 DG 客服中心薪酬管理现状 ..... (11) 2.3 三类主要岗位的绩效考核现状诊断分析... (14) 2.4 绩效考核存在的主要问题及原因分析 (24) 3 面向计件薪酬的绩效考核方案设计的目标及关键过程 3.1 绩效考核体系优化设计的目标和原则 (29) 3.2 面向计件薪酬的绩效考核方案设计的基本流程... (31) 3.3 话务和营销工作量的计件标准和计件质量要求... (32) 3.4 普通话务技能座席的等级评估 (34) 3.5 三备选方案对比试验选优及其优化 .... (37) 4 面向计件薪酬的绩效考核方案 4.1 建立薪酬考核改革团队及保障机制 .... (40) 4.2 确定主要的绩效考核指标及优化 .. (40)IV 华 中 科 技 大 学 硕 士 学 位 论 文 4.3 确定绩效考核的技术.... (43) 4.4 确定最终的绩效考核方案.. (44) 5 面向计件薪酬的绩效考核方案实施的保障措施 5.1 绩效考核方案顺利实施的驱动力 .. (51) 5.2 绩效考核方案实施的配套措施 (51) 结束语(53) 致 谢(54)