How to decompose quantitative indicators for subordinates?

As we all know, hard work is not sweet. You can't force your ideas on your subordinates, pass them on in order, and let them finish wha

How to decompose quantitative indicators for subordinates?

As we all know, hard work is not sweet. You can't force your ideas on your subordinates, pass them on in order, and let them finish what you ask, so that you can have a job with your boss-what if you can't finish it? Are you going to scold your subordinates and fire them? Or punish him? But you still can't make an upward distribution and blame your subordinates for not completing it. What is your responsibility as a manager?

Before decomposing and quantifying the indicators of subordinates, you must first eliminate the resistance of subordinates to your indicators. Many managers think that as long as they sit in the leadership position and give orders to their subordinates, they only need to carry them out. But why is the effect of subordinates' execution always unsatisfactory or unsatisfactory? There are several reasons:

1. You just solved the rational brain, but people not only have rational brains, but also perceptual brains.

You just use data, reason and reason to persuade subordinates to do what you want to do, but you can't solve the problem of emotional brain: why should I do this? What is its significance? This includes his own dislike of this indicator, his recognition of the sense of mission and so on. If you only use data and reason to drive subordinates, then they seem to think it is feasible, but will they still think there is a problem? I can't persuade him to enforce it, or even stop him from taking action: I know it looks feasible, but I don't want to do it in my heart.

Solution: So before quantifying the indicators, you should communicate with your subordinates emotionally: Why do you do this? And what does this have to do with the mission of our company? What can this offer our customers? Even what kind of contribution to society? For example, if the company grows, we will pay social security according to high standards. Why? Give back to the society and the country and assume the responsibility that enterprises should do.

2. How did you get the indicators that you proposed and wanted your subordinates to implement? Is it in line with the real situation on the front line?

It is good for managers to have ideas, but they can't be unconstrained, let alone grounded. Because the nature of your job has changed, you can't stay in the front line all day. You can only learn about the first-line situation from the reports of subordinates, and you can't let subordinates report selectively-who would want to leave an useless image in front of the leaders? Many times, they will report good news instead of bad news, and choose the results that managers like to hear and hope to see. Information that seems unimportant to subordinates may be key information to you. After all, everyone looks at information from different angles and has different sensitivity to information, which leads to your incomplete or even biased decision. Therefore, it is difficult for subordinates to carry out your requirements, which is not grounded at all. It's impossible if you don't do it. As far as I can, you can deduct my money. I can't do it anyway. I won't feel "ashamed" if you deduct my performance money-because I have done an equivalent exchange, and what is even more frightening is that my subordinates have lost their continuous motivation for this job, so they choose to resign or quit. At the same time, the problem is thrown back to the manager: how to solve this problem? How can I get a job? Human problem or motivation problem?

Solution: When discussing and letting subordinates report at ordinary meetings, learn patience, listen to what subordinates will say, including good and bad, and let them give full feedback. Don't discuss their right and wrong, and don't criticize their subordinates because they think they are weak, otherwise they will only say yes, not bad. At the same time, we should spend some time and patience to listen to what they gave back, why it happened, and how they are solving it now. What information is important to your decision-making and what is not, but you should touch the emotions of your subordinates. At the same time, if you have time, you should also go to the next line to find out what the business is like now. If you report an abnormality and feel it necessary to go down and have a look in person, then make an appointment with your subordinates to run together and find out the real reason and solution. Does this make you change your original idea, and then comprehensively consider the indicators you set, which assessments need to be changed, which ones need to be supplemented and which ones need to be cancelled? In addition, you set the direction for your subordinates, explain 2-3 key points clearly, and let your subordinates make a performance appraisal that he thinks is reasonable, and you also make one. Let's meet together, exchange views, and then rub them together so that both sides can reach a consensus and recognition.

Both qualitative and quantitative indicators need to be quantified by scores.

1. Quantification of qualitative indicators

The so-called qualitative indicators refer to evaluation indicators that cannot be directly quantified, but need to be quantified by other means. Its disadvantage is that it is easy to bring subjective factors into the evaluator, and the discrimination and reliability of indicators are poor, which will inevitably affect the objectivity of evaluation. This is why the energy is not qualitative, because the subjective factors are particularly large, but it is not completely useless, and some must be qualitative. For example, teamwork, work attitude, values, etc., we can use the method of dividing the interval to score: the appraiser scores with self-evaluation (30%) and the boss scores with performance evaluation (70%). If there is a big gap between the two parties' scores and the subordinates propose to re-evaluate, then the human resources Commissioner will step in, and the three people will inform the scoring basis, then evaluate its rationality and correct the score.

For example:

Everyone's cognition is different, and his self-cognition feels good, but he has his own work habits, which makes him feel very comfortable. However, the boss's observation of it is quite clear, and the parties may not know much about it. The boss's job is also to give feedback to subordinates, let them pay attention to their work behavior, make improvements or corrections, and let the two sides find a satisfactory way of cooperation.

2. Quantification of quantitative indicators.

The most difficult point here is, how do you set this value reasonably?

When you are on the scene, you will find that running an enterprise has carrying capacity, and what kind of carrying capacity is reasonable and acceptable. Under the premise of ensuring quality, you can also complete efficiency efficiently. This can be set as the basic value, and it is acceptable for the company to achieve this goal. This value can be obtained through the real business operation test-randomly select 5- 10 employees, give them the same workload, and gradually increase their work in a certain increment (for example, 1 time, twice). The more work is done, the greater the reward will naturally be. When you find that the increment can't go up and the quality declines, then this value is a peak.

Evaluate the current order volume and what scale to achieve in the future. Now, if you want to expand sales channels and staff, plan to double it, and adopt feasible strategies such as talking about cooperation channels, recruiting city managers and sales staff, which will surely achieve the goal and make it a milestone goal, then you should start recruiting staff, upgrading the system and improving working methods and processes based on the fixed value in the future.

In addition, after we set the standard for this position, we have to consider another issue-we are considering this issue in the next three months, which is only our expectation. Is the fact really what we think?

Which key factor is indispensable to ensure such a large quantity? What strategies and actions will they take?

If you are a front-line department, such as sales, then you should ask them how many customers they want to visit, get the feedback they need, send it back to the back end, let the people at the back end do the service well, and then sign the bill for sales; If you are a back-end supply chain department, you should have a meeting with the sales director to ensure that so much quantity can be given to you, adjust the manpower of your department in time, and improve the quality and efficiency of service. -performance appraisal is always linked, not isolated, and needs the assistance and support of multiple departments to achieve expectations.

At the same time, you should also reserve an exit-when you can't reach this amount due to external factors, how can you score your performance?

For example, it is estimated that there are 2000 bills/month, but now it is reduced to 1000 bills or 800 bills/month for business reasons. What should I do?

At this time, you should take this situation into account when doing performance appraisal, and add an item "If the business volume decreases due to external factors, score the original business standard after 20% or 60% discount according to the actual situation", and the change is eternal!

After the index is decomposed, make a unified version and share it with all subordinates, and explain where the main points of the assessment are, what is the purpose of the assessment and why. It is best to provide suggestions on working methods that can reach the set values. After everyone confirms OK, let's start. Remember to regularly follow up whether their work progress is within the expected range!

As a manager, decomposing quantitative indicators for subordinates is the focus of management. However, many managers can easily decompose quantitative indicators for their subordinates, but the result is difficult or easy to complete. Difficult to complete is the most common. Then, how to reasonably decompose quantitative targets for subordinates can be analyzed from the following angles:

0 1

Whether the overall goal is reasonable is the key.

When we quantify the goals of our subordinates, we sometimes ignore a key issue, that is, whether the overall goals are reasonable. If the overall goal is unreasonable, it is difficult to make progress in decomposing and quantifying subordinates. However, the formulation of the general goal is often the task assigned by the company.

Whether the overall goal is reasonable mainly depends on the following aspects:

1. the problem of growth rate

Generally speaking, the managers of a company will have an agreement when making general goals, that is, according to a certain growth rate. Some of them are increasing year by year. It is difficult to determine whether the goal is reasonable. Because it will be affected by factors such as market changes.

The growth rate of the general target is the main reason why many formulations are unreasonable, mostly because of too fast growth.

2. Time period problem

Whether the overall goal is reasonable or not is also an important factor, that is, the time period. That is, how long it takes to complete the overall goal. The general cycle is based on the fiscal year. But many managers, haste makes waste. I hope to finish my goal faster.

02

The principle of full communication with subordinates

Our manager breaks down goals for subordinates, sometimes in the form of tasks. Most managers set their own goals and do not communicate with their subordinates. After the target decomposition results come out, it will be considered by subordinates to be behind closed doors.

1. Communication before decomposition and quantification

When the overall goal planning is reasonable, it is also necessary to fully communicate with subordinates before decomposition. Some managers will decompose themselves before communicating with their subordinates. This is the way to manage the next task. The purpose of goal decomposition is to be implemented effectively. In this way, it is necessary to communicate with subordinates in advance and let subordinates participate in the decomposition and formulation of goals.

2. Communication during implementation

In addition to communicating with subordinates before the goal decomposition, it is also necessary to communicate with subordinates during the implementation process. This can adjust the decomposition target in time. Therefore, from this perspective, object decomposition is sometimes flexible, not fixed.

In the process of communication implementation, although most of them are adjustment schemes, they also need to modify the objectives. There are difficulties in the process, but we can't completely deny the goal, and the most appropriate correction is the decomposition of the goal. In other words, in order to decompose goals, we must maintain appropriate flexibility principles.

03

Not according to the principle of average decomposition

It is a misunderstanding that managers tend to be egalitarian in goal decomposition. Because every time node, there will be certain market changes, such as off-season factors.

1. Resolve misunderstandings every month.

Breaking down goals by month is the most common misunderstanding for some managers. Such a simple goal disassembly will lead to invalid situations, mainly in the process of implementation, difficulties, failure to achieve the goal, and finally give up.

The general enterprise sets the overall goal of a financial cycle, and then breaks it down to 12 months. This is a normal cycle to achieve the goal, and it is impossible to divide it equally every month.

2. Decompose misunderstandings according to the average number of people

According to the number of subordinates, it is also a misunderstanding that is easier to walk into. This egalitarianism is also the essence of "big pot rice". We must consider the goal decomposition according to the different abilities, responsibilities and reward and punishment standards of subordinates.

For managers, it is a tricky job to decompose goals into specific subordinates. Because everyone wants the principle of egalitarianism. However, as a manager, it is necessary to divide the responsibility of the target according to the different situations of subordinates.

04

According to the principle of weekly target decomposition and quarterly summary.

1. weekly target decomposition principle

In the actual management work, we find that it is difficult to bend the target, which is actually a problem of process control. Many are based on monthly goals as the main decomposition method. If you want to control the process better, it is a reasonable method to decompose the target into Zhou Mu. This can also really achieve target segmentation.

2. The principle of quarterly summary

Although goal decomposition is based on the principle of weekly goal subdivision. But when summing up, it is best to take the quarter as the time node. Mainly under the condition of controlling the process, we must objectively reflect the rationality of target decomposition within a certain period of time. At the same time, we can also find a reasonable adjustment plan.

Summary:

How to break down quantitative goals for subordinates, we think we should pay attention to the following four aspects: whether the overall goal is reasonable is the key. The principle of full communication with subordinates. Not according to the principle of average decomposition. According to the principle of weekly target decomposition and quarterly summary.

How to decompose quantitative indicators for subordinates, the conventional distribution can be roughly divided into: all-round average distribution; 8/3 distribution in peak season and off season; 8/1115 progressive incentive system.

But no matter what kind of mechanism, the allocation of indicators and the subsequent output in the later period, the long-term enterprise ownership of customers, and how to prevent mobile services or sales from taking away or discarding the original or potential customers of enterprises have always been the most troublesome management links after quantifying indicators. How to make salesmen and enterprise platforms grow in a planned way, so that everyone can coexist harmoniously and efficiently, and how to minimize the influence of employees on customers' cooperation even if they get along unharmoniously. Now we can use a mature management software system to help enterprises better manage and avoid losses.

Yingtai SFA system:

For the business department: grasp the field status and business progress in real time, make the sales process finely managed, and improve the execution and management efficiency.

For the physical store operation: inspect the terminal products during the shop tour, control the product flow in real time, and jointly complete the product shelf analysis.

For market expansion: a picture of the terminal branch is displayed, the terminal branch area is detected in real time, and the national market situation and development progress are bird's-eye.

For document management: sales order inventory display, open up the product supply chain among enterprises, distributors and terminals, and make the operation of enterprises form an organic closure. Effectively improve sales performance and operational efficiency.

The positioning of job responsibilities and project tasks, and then the determination of direct and indirect quantitative indicators, the key is how to assess. Direct quantification can be seen intuitively through indicators, and indirect quantification is more difficult, so it is necessary to make a comparative design that can be directly quantified according to this task.

Can be used for system management, system data analysis and system components.