摘要 绩效考核被称为成绩或成果测评,是企业为了实现生产经营目标,运用特 定的标准和指标,采取科学的方法,对承担生产经营过程及结果的各级管理人 员完成指定任务的工作实绩和由此带来的诸多效果做出价值判断的过程。本文 QJ汽车销售公司优化销售员工绩效考核的结果主要用于工作反馈、报酬管理和 工作改进,其最终目的是为了改善员工的工作表现,提高员工的满意程度和未 来的成就感,以达到企业的经营目标。 根据QJ汽车销售公司当前的发展需要,再对其员工的考核机制进行分析的 基础之上。指出了 QJ公司销售员工绩效考核中存在的问题,并提出了相应的绩 效考核体系的优化方案。具体内容为:首先,通过比较全面的调査研究,对QJ 公司销售员工绩效考核现状进行分析。指出了 QJ公司绩效考核体系中存在的问 题。如目前公司的绩效考核体系来说还不能通用于各个部门,公司只注重个人 绩效考核而忽视了团队绩效考核,公司对部门员工的考核指标过于单一,不能 够体现岗位职能,绩效考核结果只与绩效薪酬直接挂钩,不考虑员工职业发展, 甚少考虑客户方面的指标,指标的考核标准并非清晰,绩效考核的方式并非能 提高营销员工的综合素质等;其次,借鉴平衡记分卡的思想,对QJ公司绩效考 核体系的关注点进行优化重新设计,从四个维度对考核指标进行确定,确定了 指标的权重及标准;第三,建立了 QJ公司销售员工优化后的绩效考核体系,并 提出了相应的实施建议。 总之,根据QJ汽车公司员工绩效考核的实际情况,针对目前员工绩效 考核中存在的问题,采用人力资源管理和绩效考核的相关理论,结合汽车公司 的业务和服务对象的特殊性,在公司原有绩效考核的基础上,对于考核的体系 进行合理的改进及完善,以此调动公司员工的积极性,以便更好地促进该公司 更加快速的发展。 关键词:绩效考核KPI体系平衡积分卡 I Abstract Abstract Performance assessment is called scores or achievements assessment, is the enterprise in order to achieve production management goal, with certain standards and indicators, adopt scientific methods, to bear the production and business operation process and the results of all levels of management personnel to complete the task given work performance and thus bring many effect make value judgment of the process.This paper QJ car sales company mainly uses the result of the optimization of the sales staffs' performance assessment for feedback, remuneration management work and work improvement, the ultimate goal is to improve employee's performance, improve employees' satisfaction and the sense of accomplishment in the future, in order to achieve the business objectives. According to the current development need of the car sales company QJ, and the analysis of its employees to the assessment mechanism.Pointing out the problems in QJ sales staffs performance, and put forward the corresponding optimized scheme of performance evaluation system. Specific content is: first, by comparing the comprehensive investigation and research, the company sales staffs performance is examined QJ situation analysis. Points out the problems in QJ company performance evaluation system. For example ,the company performance evaluation system can't be used in various departments in general, the company only pay attention to individual performance evaluation and ignore the team performance assessment,the index to measures the company staff in the department of the evaluation is too onefold, not to be able to reflect the post function.The result of performance evaluation and performance compensation tied directlyregardless of career development, rarely consider the client index, index of evaluation standard is not clear, performance appraisal way can not improve marketing staffs comprehensive quality, etc.; Secondly, draw lessons from the thought of the balanced scorecard, the performance evaluation system of the QJ concerns to optimize design, from four dimensions on evaluation indexes sure, determines the index weight and the standard; Third, Abstract established the company sales staff after optimization QJ performance evaluation system, and put forward the corresponding implementing Suggestions. In conclusion, the paper bases on actual situation of the QJ car company staffs performance and the problems in QJ company performance evaluation system, making use of the human resources management and performance evaluation related theory, combined with the car company business and the particularity of the service object, based on the company's original performance appraisal, the assessment system for reasonable improve and perfect to arouse the enthusiasm of the employee of the company, so as to better promote the company more rapid development. Keywords: Performance assessment KPI system Balance score card III 目录 目录 1弓1言 1 1.1研究背景和意义 1 1.2研究的方法、思路和框架 2 1.2.1研究方法 2 1.2.2研究思路 2 1.2.3框架 3 1.3研究的理论基础 4 1.3.1绩效考核的相关概念 4 1.3.2绩效考核的相关方法 5 2 QJ公司销售类员工绩效考核现状 10 2.1 QJ汽车销售公司概况 10 2.1.1公^]介绍 10 2.1.2行业发展现状 11 2.1.3公司的组织结构 13 2.1.4公司的人力资源状况 15 2.2 QJ公司销售类员工绩效考核现状 19 2.2.1 QJ公司销售员工绩效考核重点 19 2.2.2 QJ公司销售员工绩效考核指标现状 20 2.2.3绩效考核结果在公司的应用现状 22 2.3 QJ公司销售类员工绩效考核存在的问题 25 2.3.1 QJ公司绩效考核存在的问题 25 2.3.2现存问题对公司人力资源管理的影响 27 3 QJ公司销售人员绩效考核体系优化设计 28 3.1销售人员绩效考核体系优化设计的基础 28 3.1.1设计原贝!] 28 3.1.2设计目的 29 3.1.3设计重点 29 I 目录 3.2设计思路 30 3.3销售人员绩效考核体系的优化设计措施 31 3.3.1平衡计分卡的引入 ' 31 3.3.2绩效考核指标的确定 32 3.3.3绩效考核指标体系的确定 33 3.3.4绩效考核指标权重的确定 34 3.3.5绩效考核标准的确定 36 4 QJ公司销售员工绩效考核体系的实施保障 39 4.1绩效考核实施的准备 39 4.2绩效考核实施的培训 39 4.3绩效面谈 40 4.4绩效结果的评价 42 4.5绩效结果的运用 42 5结论 44