古往今来，医药在人类健康事业中发挥着重要的作用，它是人民生命健康的保障。随 着社会科技的日渐进步，基因工程、生物制药等高科技手段越来越多地出现在人们的视野 中，帮助人类解决了许多之前难以解决的疾病问题，制药行业也取得了快速的发展。目前 我国的基药制度已经建立健全，全面参保制度的建立已经惠及全民，以前被忽视的基层医 疗卫生服务体系也在逐步建立和完善，药品市场需求持续扩大，国内医药行业保持着快速 的增长，但同时市场竞争也更加激烈。 H 公司是一家专门从事药品生产及销售的公司，属于医药流通领域，公司目前经营十 数个品种，全部自主研发，质量层次高，市场竞争能力强，但同类产品也非常多，面对巨 大的市场机会，和激烈的竞争，公司要保持健康持续的增长，对内部人员尤其是销售人员 的激励机制显得至关重要。目前 H 公司内部激励机制还存在一定问题，销售人员流失率较 高，一定程度影响公司销售业绩和未来发展。在此基础上，本文针对 H 公司销售人员的绩 效考核制度进行了研究并提出优化方案。 H 公司在全国设有五个销售大区，31 个办事处，销售网络遍布全国。销售人员定岗 526 人，占员工总数一半以上。从现有的销售人员组成情况来看，30 岁以下占比 82%，本科学 历占比 81%，工作 1-5 年员工占比 72%，团队人员年轻且以本科学历为主，说明潜力很大。 公司要求员工流动率在 10%以内，但从新员工比例 20%来看，员工流动率并不低。 笔者通过对 H 公司销售人员绩效考核现状进行分析，并参考年终问卷调查结果，发现 当前公司存在着，考核方式单一、缺乏完善绩效考核标准、绩效考核内容不合理、重视绩 效考核而轻视绩效培养、考核结果比例固化、考核结果利用不充分等方面问题； 针对以上问题，笔者认为产生的根本原因在于，公司高层管理者的观念问题和绩效考 核负责人对行业特殊性缺乏深入了解，导致指标设计缺乏针对性、考核结果流于形式。 笔者联系自身所学知识，在老师指导下，参考大量文献，提出了 H 公司销售人员绩效 考核优化的具体方案。首先是优化的目标、原则，绩效考核的目标应包括公司发展的战略 目标、公司运营的管理目标以及员工个人的发展目标。然后提出具体优化方案，包括对绩 效考核对象、考核主体、考核方式和对考核内容的优化。考核的对象方面，从对个人的考 核优化为对个人和团队进行考核；考核主体方面，将原来以直线经理为单一主体进行的考 核方式优化为多主体考核，包括销售人员自评、部门同事评价、跨部门同事评价、上级领 导评价和外部客户评价等。考核方式上，除原 KPI 考核外，还引入了 MBO 管理法和 360 考II 核等，采取多种方式相结合。在考核内容上，对考核的指标和考核标准进行了优化，这样 有利于引导员工全方位完善和提升自我。 针对 H 公司当前销售人员绩效考核制度具体实施措施的优化方案建议，在实施绩效考 核的准备层面，要提升考核负责人和管理者的绩效考核管理意识，鼓励销售人员参与到绩 效考核管理中来，建立并维护良好的公司氛围，实施公司绩效考核培训；在一线销售代表 对绩效考核结果的反馈层面，应成立专门绩效监察部门监督绩效考核的实施，并建立通畅 的绩效考核结果反馈流程，形成闭环；在对绩效考核结果的应用层面，绩效考核的结果应 该在公司战略管理目标制定、代表薪酬调整、职位调整和员工培训课程设置等方面得到充 分的利用。 本文的创新点，充分考虑到医药销售的特殊性，尝试设计可衡量的考核标准，引导员 工提高合规性和专业性；在指标设计上的创新突破，可以有效转变员工追逐短期利益、考 核方式主观性强等方面的问题，引导员工关注并形成可持续的长期职业发展目标；销售部 门在同一个时间维度内，通过分类建立各种不同的评价指标体系，运用客观科学的绩效指 标，充分调动员工的工作积极性，为公司谋取长远的发展的利益。 文章最后总结了全文的研究内容，指出研究中的不足之处，并提出了相应的展望。 关键词，销售人员；绩效考核；考核方案III Abstract Throughout the ages, medicine has played an important role in the cause of human health. It is the guarantee of people's life and health. With the advancement of social science and technology, high-tech means such as genetic engineering and bio-pharmaceuticals have appeared in people's field of vision, helping humans solve many difficult diseases that were difficult to solve before, and the pharmaceutical industry has also achieved rapid development. At present, China's basic medicine system has been established and improved. The establishment of a comprehensive insurance system has benefited the whole people. The previously neglected primary health care service system is gradually established and improved. The demand for the pharmaceutical market continues to expand, and the domestic pharmaceutical industry maintains rapid growth. But at the same time the market competition is more intense. H Company is a company specializing in the production and sales of pharmaceuticals. It belongs to the field of pharmaceutical circulation. The company currently operates more than ten varieties, all of which are independently researched and developed, with high quality level and strong market competitiveness, but there are also many similar products in the face of huge Market opportunities, and fierce competition, the company must maintain healthy and sustained growth, and it is crucial for the incentive mechanism of internal personnel, especially sales personnel. At present, there are still some problems in the internal incentive mechanism of H Company, and the turnover rate of sales personnel is relatively high, which affects the sales performance and future development of the company to a certain extent. On this basis, this paper studies the performance appraisal system of sales personnel of H company and proposes an optimization plan. H company has five sales regions and 31 offices across the country, and its sales network covers the whole country. Sales staff set a post of 526 people, accounting for more than half of the total number of employees. From the existing sales staff composition, accounting for 82% of the under 30 years old, 81% of the undergraduate degree, 72% of employees working 1-5 years, the team is young and mainly undergraduate, indicating that the potential is very Big. The company requires employee turnover to be within 10%, but from the perspective of 20% of new employees, employee turnover is not low. The author analyzes the status quo of performance appraisal of H company sales personnel, and refers to the year-end questionnaire survey results, and finds that the current company exists: single assessment mode, lack of perfect performance appraisal standards, unreasonable performance appraisal content, emphasis on performance appraisal and despise performance training, The results of the assessment results are solidified, and the results of the assessment areIV not fully utilized; In view of the above problems, the author believes that the root cause is that the concept of the top management of the company and the person in charge of performance appraisal lack of in-depth understanding of the specificity of the industry, resulting in the lack of specificity in the design of indicators and the results of the assessment. The author contacted his own knowledge, under the guidance of the teacher, with reference to a large number of documents, tried to put forward a specific plan for the performance evaluation of the sales staff of H company. The first is the goal and principle of optimization. The objectives of performance appraisal should include the strategic objectives of the company's development, the management objectives of the company's operations, and the individual development goals of the employees. Then propose a specific optimization plan, including the performance appraisal object, the appraisal subject, the appraisal method and the optimization of the appraisal content. In terms of the object of assessment, the evaluation of individuals is optimized to assess individuals and teams; in the aspect of assessment, the assessment method that was originally conducted by the line manager as a single subject is optimized for multi-subject assessment, including self-evaluation by sales staff and evaluation by colleagues in departments. Inter-departmental peer evaluation, superior leadership evaluation and external customer evaluation. In addition to the original KPI assessment, the assessment method also introduces the MBO management method and the 360 assessment, which are combined in various ways. In the assessment content, the assessment indicators and assessment criteria are optimized, which is beneficial to guide employees to improve and enhance themselves. Suggestions for the optimization of the specific implementation measures of the current sales personnel performance appraisal system of H Company: In the preparation level of performance appraisal, it is necessary to improve the performance appraisal management awareness of the responsible persons and managers, and encourage sales personnel to participate in performance appraisal management. Establish and maintain a good corporate atmosphere, implement the company's performance appraisal training; the feedback level of the performance appraisal results of the first-line sales representatives should set up a special performance supervision department to supervise the performance appraisal implementation, and establish a smooth feedback process of performance appraisal results to form a closed loop. In the application level of performance appraisal results, the results of performance appraisal should be fully utilized in the formulation of corporate strategic management objectives, representative salary adjustment, position adjustment and staff training curriculum. The innovation of this paper: full consideration of the particularity of pharmaceutical sales, try to design measurable assessment criteria, guide employees to improve compliance andV professionalism; innovative breakthroughs in indicator design can effectively change employees' pursuit of short-term benefits and assessment methods The subjective and other aspects of the problem, guide employees to focus on and form a sustainable long-term career development goals; the sales department in the same time dimension, through the classification to establish a variety of evaluation indicators system, the use of objective scientific performance indicators, fully mobilized The enthusiasm of employees for the work of the company for long-term development benefits. The article concludes with a summary of the research content of the full text, points out the shortcomings in the research, and proposes a corresponding outlook. Keyword，Sales staff; performance appraisal; assessment schemeVI 目录 摘要........................................................................................................................................I Abstract ................................................................................................................................. III 一、绪论.................................................................................................................................1 （一）研究背景及意义.................................................................................................1 （二）国内外研究现状.................................................................................................3 1.国外研究现状..................................................................................................... 3 2.国内研究现状..................................................................................................... 4 3.研究现状评述..................................................................................................... 5 （三）研究的内容及方法.............................................................................................6 1.研究内容............................................................................................................. 6 2.研究方法............................................................................................................. 6 （四）研究的创新点.....................................................................................................6 1.可衡量的考核标准............................................................................................. 6 2.指标设计创新..................................................................................................... 6 3.分类建立不同的评价指标体系......................................................................... 7 二、研究的相关理论概述......................................................................................................8 （一）绩效考核概述.....................................................................................................8 1.绩效考核的基本概念......................................................................................... 8 2.绩效考核的内容................................................................................................. 8 3.绩效考核的作用............................................................................................... 10 （二）绩效考核方法...................................................................................................11 1.目标管理法（MBO）......................................................................................... 11 2.360 度考核法.................................................................................................... 11 3.平衡计分卡法（BSC）..................................................................................... 12 4.关键绩效指标法（KPI）................................................................................. 12 三、H 公司销售人员绩效考核现状分析............................................................................14 （一）H 公司概况........................................................................................................14 1.公司简介........................................................................................................... 14 2.公司结构........................................................................................................... 15 3.公司销售部门现状........................................................................................... 15 （二）H 公司销售人员绩效考核现状........................................................................17 1.H 公司销售人员绩效考核现状........................................................................ 17VII 2.员工绩效考核满意度调查结果分析............................................................... 22 （三）H 公司销售人员绩效考核问题分析................................................................23 1.考核方式单一................................................................................................... 23 2.绩效考核内容不合理，缺乏完善的绩效考核标准....................................... 23 3.重视绩效考核，轻视绩效培养....................................................................... 24 4.考核结果比例固化........................................................................................... 25 5.考核结果应用不充分....................................................................................... 25 （四）原因分析...........................................................................................................25 1.高层管理者观念问题 ... ............................................................... 25 2.考核负责人对行业缺乏深度了解 ................................................... 25 四、H 公司销售人员绩效考核的优化方案........................................................................27 （一）优化目标与原则...............................................................................................27 1.优化目标........................................................................................................... 27 2.优化原则........................................................................................................... 27 （二）绩效考核目标优化...........................................................................................28 1.公司发展的战略目标....................................................................................... 28 2.公司运营的管理目标....................................................................................... 29 3.员工个人的发展目标....................................................................................... 29 （三）绩效考核优化方案...........................................................................................29 1.提升考核负责人的绩效考核管理意识........................................................... 29 2.绩效考核对象优化........................................................................................... 30 3.绩效考核主体优化........................................................................................... 31 4.绩效考核方式优化........................................................................................... 32 5.绩效考核内容的优化....................................................................................... 32 （四）其它优化实施建议...........................................................................................35 1.实施公司绩效考核培训................................................................................... 35 2.鼓励绩效考核过程中的员工参与................................................................... 36 3.营造并维护良好的公司氛围........................................................................... 36 （五）建立绩效考核结果反馈机制...........................................................................37 1.绩效考核结果的应用....................................................................................... 37 2.建立绩效考核结果反馈机制........................................................................... 38 五、研究结论与展望...........................................................................................................40 （一）研究结论............................................................................................................40 （二）未来研究展望...................................................................................................40VIII