：随着国民经济的迅速增长，为中国的医药企业带来了新的机 遇和挑战。国内医药企业主要工作都围绕销售业务展开，销售工作业 绩的好坏将会直接决定了企业的正常经营活动及企业的发展成长。加 之近年来，国家对医疗行业的改革力度加大，以及外国知名药企的虎 视眈眈，直接冲击着国内医药公司的生存空间，销售人员作为医药企 业业务收入来源的冲锋兵，面临巨大的市场竞争压力及公司业务压 力，这导致销售人员频频流失或频繁跳槽。怎样在有效吸引并留住优 秀的销售人员同时让其为企业创造更大的价值，是眼下QD集团的急 需解决的问题，也是本文研究的核心问题。 绩效考核作为绩效管理的一部分和企业人事管理的重要环节，直 接影响着企业员工的行为规范。随着现代化企业管理实践的发展以及 管理理论的完善，企业如何根据自身战略发展需求，制定合理科学的 绩效考核体系，以实现销售人员创造价值最大化，是QD集团管理者 需要重点思考的问题。销售部门作为企业的命脉，是企业保证持续经 营的前提，销售人员在企业的地位和意义越来越重要，在当前的经济 发展形势下，我国中医医药类企业更面临着较为严峻的改革和发展形 势，销售人员的管理作为医药企业日常管理工作中的重点工作之一， 其管理质量会直接作用于企业的整体经营效益，绩效考核作为人力资 源管理的核心部分，能很好的帮助管理者了解企业销售人员的工作状 态，实时的了解其工作动态，对于管理层提出销售方案和管理办法都 具有一定的指导意义，但是绩效考核同时也是一把双刃剑，使用得当 II 能为企业建设增砖添瓦，提升管理效率，如使用不当只会为企业增加 管理成本，浪费人力资源。本文以绩效考核相关理论为基础，结合 QD集团先行销售人员的绩效考核中存在的问题，对存在问题进行深 入剖析，运用分析结果对QD集团销售人员的绩效考核体系进行改 进，并通过考核实施提出相关建议。本文希望通过本次绩效体系优化 达到解决上述问题的目的，激励员工能配合公司实现战略目标，与公 司共同成长。为其他类似企业进行薪酬体系的具体实施提供案例借 鉴。 关键词：绩效考核；关键绩效指标法；层次分析法；销售人员 III DESIGNOFPERFORNANCEAPPRAISAL SYSTEMFORQDGROUPSALESMEN HouYujie(BusinessAdministrationMajor) DirectedbyChengNanyue Abstract:Withtherapidgrowthofthenationaleconomy,ithasbrought newopportunitiesandchallengestoChinesepharmaceuticalcompanies. Themainworkofdomesticpharmaceuticalcompaniesiscenteredonthe salesbusiness.Thequalityofsalesperformancewilldirectlydetermine thenormalbusinessactivitiesofthecompanyandthegrowthand developmentofthecompany.Inaddition,inrecentyears,thestate's reformofthemedicalindustryhasincreased,andthewell-knownforeign pharmaceuticalcompanieshavebeeneyeingthelivingspaceofdomestic pharmaceuticalcompanies.Thesalespersonnel,asthesourceofincome forpharmaceuticalcompanies,arefacingtremendousmarketcompetition. Andthecompany'sbusinesspressure,whichledtofrequentlossofsales stafforfrequentjobhopping.Howtoeffectivelyattractandretain excellentsalespersonnelandcreategreatervaluefortheenterpriseisan urgentproblemfortheQDGroup.Itisalsothecoreissueofthispaper. Performanceassessmentisthemostpartofperformance managementandanimportantpartofenterprisepersonnelmanagement, whichdirectlyaffectsthebehavioralnormsofemployees.Withthe IV developmentofmodernenterprisemanagementpracticeandthe improvementofmanagementtheory,howtodevelopareasonableand scientificperformanceappraisalsystemaccordingtoitsownstrategic developmentneedstomaximizethevaluecreatedbysalespersonnelisa keyissueforQDGroupmanagers.Asthelifebloodoftheenterprise,the salesdepartmentisthepremisefortheenterprisetoensuresustainable operation.Thestatusandsignificanceofthesalespersonnelinthe enterpriseisbecomingmoreandmoreimportant.Underthecurrent economicdevelopmentsituation,Chinesetraditionalmedicineenterprises arefacingmoreseverereformanddevelopmentsituation.Asoneofthe keyworkinthedailymanagementofthepharmaceuticalenterprise,the managementqualityofthesalespersonnelwillbeAsthecorepartof humanresourcemanagement,performanceappraisalcanhelpmanagers tounderstandtheworkingstateandreal-timeworkingstateofthe salesmen.Ithascertainguidingsignificanceforthemanagementtoput forwardthesalesplanandmanagementmethod,butperformance appraisalisalsoadouble-edgedsword,whichcanbeusedproperlyIfnot usedproperly,itwillonlyincreasemanagementcostandwastehuman resources.Basedontherelevanttheoriesofperformanceappraisal,this papercombinestheproblemsexistingintheperformanceappraisalofQD Group'sleadingsalespersonnel,deeplyanalyzestheexistingproblems, andusestheanalysisresultstooptimizeandimprovetheperformance V appraisalsystemofQDGroupsalespersonnel.Makerelevant recommendations.Thispaperhopestoachievethegoalofsolvingthe aboveproblemsthroughtheoptimizationofthisperformancesystem,and encourageemployeestocooperatewiththecompanytoachievestrategic goalsandgrowtogetherwiththecompany.Providecasestudiesforthe specificimplementationofthecompensationsystemforothersimilar enterprises. Keywords:performanceappraisal;KPI;analytichierarchy ； processsales staff VII 目录 摘要：..........................................................................................................I Abstract:..............................................................................................III 第1章绪论................................................................................................1 1.1选题背景及意义............................................................................1 1.1.1选题背景..............................................................................1 1.1.2研究意义..............................................................................2 1.2研究思路与内容与研究方法........................................................4 1.2.1研究思路..............................................................................4 1.2.2研究内容..............................................................................4 1.2.3研究方法..............................................................................5 1.3文献综述........................................................................................6 1.3.1国外文献综述......................................................................6 1.3.2国内文献综述......................................................................7 第2章相关理论基础与研究方法...........................................................9 2.1绩效考核.......................................................................................9 2.1.1绩效......................................................................................9 2.1.2绩效考核..............................................................................9 2.1.3绩效考核体系......................................................................9 2.2重要的绩效考核方法.................................................................10 2.2.1目标管理法........................................................................10 2.2.2KPI绩效考核法................................................................11 VIII 2.2.3平衡记分卡........................................................................12 2.2.4360度考核法....................................................................13 第3章QD集团概况及绩效考核现状分析............................................15 3.1QD集团概况................................................................................15 3.1.1QD集团基本情况..............................................................15 3.1.2QD集团销售人员情况......................................................15 3.1.3QD集团销售业务状况......................................................16 3.2销售人员绩效考核基本情况.....................................................20 3.2.1QD集团销售人员考核周期..............................................20 3.2.2QD集团销售人员考核主体..............................................20 3.2.3QD集团销售人员考核流程..............................................21 第4章QD集团销售人员绩效考核存在的问题分析............................25 4.1QD集团销售人员对绩效考核认知情况问卷............................25 4.1.1销售人员对绩效考核的认知度.......................................25 4.1.2销售人员对绩效考核的理解度.......................................27 4.1.3销售人员对绩效考核的反馈程度...................................29 4.2绩效考核存在的问题...........................................................