绩效管理是企业人力资源管理的一项重要工作,是保证企业战略实现的重要环

节,H公司在导购员岗位绩效管理上还是有一定的缺陷,特别是绩效指标的设计和绩

效指标的量化等方面都有一定的问题,这些问题制约了H公司的进一步发展。文章以

H公司导购员岗位绩效指标为题进行研究。

文章首先综述了国内有关营销人员绩效指标研究的文献,确定了釆用理论研究与

企业实际情况相结合的方法进行实证分析比较,接着界定了绩效、营销岗位、绩效指

标、绩效管理的概念,介绍了相关理论,并重点介绍了平衡计分卡(BSC)的相关理

论。

其次,对H公司的概况、发展简史和业务现状做了介绍,并对H公司的机构设置

和人员构成做了分析,对H公司的导购员岗位绩效指标现状从岗位职责和现行指标进

行了详细的分析,指出了现行指标的优点,也指出了现行指标的不足之处和存在的问

题。

再次,文章用平衡计分卡的思想分析了 H公司导购员岗位绩效指标改进的迫切

性,用平衡计分卡的思想确定了改进思路,先绘制H公司的战略地图,从战略地图中

提取H公司的绩效指标,然后用三级指标法设汁出部门绩效指标和导购员岗位的绩效

指标,再综合考虑导购员自身的职责情况和其他因素,得出H公司导购员岗位绩效指

标并做了改进后方案诠释和实施要点介绍。

最后,结论分析了绩效指标设计的特点和待解决的问题,并希望H公司能够对导

购员岗位的绩效指标进行持续不断的改进和优化,能够给同行和其他企业以启发和借

鉴。

关键词:绩效导购员岗位绩效指标平衡计分卡

Abstract

Performance management is one of the most important process of human resource

management of a company. It is the key process to ensure implementation of corporation

strategy. This paper discusses a few drawbacks in performance management of marketing

positions of H company,especially in designing and quantifying of Key Performance

Indicators (KPI). These problems are now restricting further development of H company.

The purpose of the paper is to study KPI of Marketing positions in H company.

Firstly, this paper has given a summary of relevant research on KPI of marketing

positions in the nation, establishes an analysis method of comparing theoretical research

and the actual situation of H company, and also explains the definitions of performance,

marketing positions, performance management and key performance indicators. The

relevant theories especially the balanced score cards (BSC) is also discussed in the paper.

In addition, this paper introduces and analyses the organisation chart, development

and current situation of H company, and detailed elaborates the application of KPI from 2

aspects: the position's job scope and cuirent settings of the KPI. Both advantages and

disadvantages are discussed.

This paper also points out the importance and urgency of improvement on KPI of

marketing positions by applying the theory of BSC, and proposes the possible improving

method accordingly: plotting the strategic map of H company, extracts the KPI from

strategic map, and designing the KPI of department and marketing positions using 3 level

index. Furthermore, the explanation and implementation of the improved scheme is

elaborated here in this paper as well.

Last but not least, the conclusion analyses the features of improved KPI and brings

out the expectation on the implementation effect. Hopes H company could continuously

following up and improving the KPI system, gives references and enlightenments to other

companies and whole industry.

Key word: Performance Shopping guide positions

Key performance indicators Balanced ScoreCard