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Performance Management "KPI+BSC" Training Camp Trainer: An Xinqiang Course Time: 1-2 days According to customer requirements Course objective: Strategic performance management is performance management based on company strategy. Its activities mainly include two aspects: first, according to the enterprise strategy, establish a scientific and standardized performance management system, and promote the various business activities of the enterprise with strategy as the center; Second, according to the relevant performance management system, review each performance management cycle, evaluate the performance of the management team or person in charge, and allocate its value according to the evaluation results. 1, turn strategy into operational action; 2. Make the organization coordinate around the strategy; 3. Let strategy become everyone's daily work; 4. Make the strategy a continuous process; 5. Senior leaders drive change. Through this course, students can master the design method of KPI system and two levels of performance management: organizational performance management and post performance management. By building a performance management system, we can build a platform for the rapid development of enterprises and achieve a win-win situation for enterprises and employees.

1, master the method of decomposing and refining KPI key performance indicators;

2. Master the seven-step method of KPI system design;

3. Master the method of KPI+GS design performance appraisal table;

4. Master KPI+GS scoring method and weight design method;

5. Master the design of performance appraisal forms for personnel at all levels;

6. Design of performance management system for field practice and its basic operation process;

7. Correctly understand performance management and avoid operational misunderstandings. Course features: actual combat training: before class, the difficulties and doubts of the performance management of the students' company are thoroughly investigated, and the positions of 1-2 that the students are concerned about are selected in the course, and the whole process is carried out in a sand table manner, and the KPI analysis of this position is learned and analyzed. By analogy, the KPI analysis of other positions is solved. Participants: middle and high-level enterprises, etc. Teaching methods: lectures, practice, group discussion, story sharing, role-playing, case analysis, heuristic, interactive teaching course content: Lecture 1: Linkage between strategy and performance management 1. Eight problems in the implementation of enterprise strategy in China.

Second, the linkage relationship between strategy and performance management Lecture 2: Definition and setting principles of KPI I. Definition of KPI

Second, the principle of setting KPI indicators

Three, the ten elements of KPI indicators

Four, five methods of KPI assessment and scoring Lecture 3: How to establish a company-level key performance indicator KPI system 1. Balanced scorecard: 1. What is a balanced scorecard? 2. What is the relationship between strategy and balanced scorecard? -Strategies and strategic maps; 3. Three methods to realize the balanced calculation card: 2. Five steps to establish the company-level KPI by using the balanced scorecard: Step 1: define the company-level strategy; Step 2: draw a strategic map; The third step: determine the strategic theme-formulate the indicators of balanced scorecard; Step 4: determine the company-level KPI by using the KPI screening table; Step 5: Make an action plan; Thirdly, other methods of establishing company-level KPI index system; (1) value tree method; (2) fishbone diagram and brainstorming method (3) key result field method; (4) Key success factor method; (V) Bidding strategy and method (VI) On-site drill Lecture 4: How to establish a departmental KPI index system 1. The first indicator source: decompose the company's goals from top to bottom to support the company's strategy. There are five specific methods: (1) derive the department-level balanced scorecard from the company-level balanced scorecard, so as to find out the KPI department; (2) Using the value tree model to find out the causal relationship and key performance indicators; Departmental; (3) Using KPI decomposition matrix method to get the KPI of the department; (4) Decomposition method of driving factors; Four methods to decompose KPI according to the driving factor decomposition method; 1, index structure decomposition method; 2.DOAM decomposition method; 3. Contribution path diagram method; 4. Process critical control point method; (5) the decomposition method of the responsible person; Second, the second indicator source: based on the responsibilities of various departments. (a) Determine the main responsibilities of the department; (2) Use the four dimensions of "more, faster, better and cheaper" to determine the completion of key responsibilities; Third, the third indicator source: process type. Fourth, the fourth indicator source: based on customers. Exercise 1 establish KPI index system of sales department; Exercise 2: establish KPI index system of human resources department; The fifth lecture: How to make the KPI index system of each position. 1. Refine post-level KPI with core responsibility analysis. Four steps: 1. Familiar with and understand the specific responsibilities of this position; 2. Determine the responsibilities of core positions; 3. Analyze the customer/output and demand of core post responsibilities, and put forward measurable indicators; 4. Analyze measurable indicators and refine (screen) the KPI of the position. Second, four-dimensional imaging method; Determine the completion status of key responsibilities with four dimensions of "more, faster, better and cheaper"; 1, mass; 2. quantity; 3 cost, 4 time; Third, the target task decomposition method; Fourth, the principal-base binary method; 1 and KPI can't solve the problem; 2. The relationship between main performance and basic performance; 3. How to use the dual evaluation method of principal and base in practice: the practice of determining the KPI index of the outreach supervisor of the administrative department; Practice using KPI screening table to determine the KPI of the position; Lecture 6: quantitative indicators and qualitative indicators 1. Quantitative indicators; Second, qualitative indicators; Third, how to test KPI indicators; Fourth, the differences of performance appraisal indicators of different levels of personnel; Five, GS (qualitative indicators) setting method; 1, hierarchical description method; 2. The expected description method; 3. Critical incident method; 4. Behavior anchoring method; Sixth, realize the strategy and action plan of KPI; Lecture 7: How to determine the index value of performance target 1. Requirements of superior units; Second, the requirements of long-term planning; Third, customer expectations; Fourth, the industry level; 5. Historical data; Sixth, the level of regional economic development; 7. Number of customers; Eight, the company's level of resource investment; Lecture 8 Data Collection of Performance Appraisal 1. Statistical management system of data collection Step 1: Definition of appraisal indicators; Step 2: Define data collection requirements; Step 3: the data provider collects data regularly; Step 4: the data provider reports the data according to the contract; Step 5: the data auditor reviews the data; Step 6: The data management department will co-ordinate the examination and approval of data; Step 7: Provide the data to relevant departments for performance evaluation; Second, clear data collection requirements: eight clear 1, assessment indicators; 2. Data definition; 3. Data formula; 4. Data form; 5. Data providers; 6. Time of data provision; 7. Data provision methods; 8. Data review/auditor; Lecture 9: Scoring Rules for Performance Appraisal 1. Proportional method; Second, the section method; Third, deductive method; Fourth, interpolation method; 5. Either this or that; Lecture 10: the cycle of performance management. 1. What is the annual exam? What is the monthly exam? Second, long period and short period; Third, the cycle of different levels and functional departments; Fourth, the combination of indicators; V. Compilation of Index Dictionary Lecture 11: Linking KPI to Salary 1. The cycle of salary and KPI; Second, several models of performance pay; Third, the proportion of performance pay; Fourthly, several problems that should be paid attention to in performance pay; V. Exercise: How the KPI of the marketing director of a company is linked to the salary Lecture 12: Problems encountered in implementing performance management 1. The organizational model of performance management and the responsibilities of each department; Second, the difficulty of implementing performance management in communication; Third, performance management and corporate culture.