What are the key performance indicators?

Question 1: What are the key performance indicators? (1) KPI is a key performance indicator, not a goal, but it can be used to determine the goal: 1. KPI is an evaluation index that reflects the key performance contribution of a department or employee, that is, it measures the size of performance contribution and the degree of achieving the goal from another angle.

2. The company's phased objectives or work priorities are different, and the objectives of the corresponding departments change accordingly, and the emphasis on measuring phased performance is also different. Therefore, the key performance indicator KPI is phased, variable or variable in weight.

3. Employees' performance indicators related to posts are not necessarily directly decomposed from departmental KPI, and it is even more difficult to directly relate to posts in grass-roots departments. However, in order to contribute to the department's key performance indicators, the weight of performance indicators in different positions should also change according to the department's phased objectives.

4. Once the KPI of each department or post is defined, the corresponding work focus can be defined, that is, the phased key performance contribution. Combined with the work objectives of the department, everyone's work focus is very clear, that is, everyone's contribution to the key performance of the department's objectives is very clear, avoiding some invalid and meaningless work.

5. The basis for the department manager to set goals for his subordinates comes from the department's KPI, which comes from the company's KPI. This ensures that every position is oriented to the company? What's wrong with fluorene? br & gt

(b) Performance evaluation and performance improvement

Performance appraisal is a link of performance management cycle, and KPI is the basic basis:

1. Performance appraisal is a link in the performance management cycle. Performance appraisal should achieve two purposes: one is performance improvement, and the other is value evaluation. Performance improvement-oriented evaluation focuses on problem solving and method improvement, so as to achieve performance improvement.

2. The most important thing of performance management is to let employees know what the company requires of him, how he will carry out his work and improve his work; The supervisor should also be clear about the company's requirements for him and his department, that is, what is the KPI of the department, and at the same time, the supervisor should understand the quality of employees in order to allocate work and set goals in a targeted manner.

(c) Through the discussion of KPI and communication, the consistency between departmental goals and employee goals is clarified.

In the process of work, managers communicate with subordinates, coach and help subordinates, record employees' work data or factual basis, and ensure the consistency of achieving goals, which is more important than the assessment itself.

(4) KPI is the basic basis for the evaluation of employee performance improvement and performance results, which provides direction, data and factual basis for evaluation.

(e) Quantitative KPI can be reflected by data, while qualitative KPI needs to be reflected by describing facts.

Basic concepts of key performance indicators (KPI)

KPI (Key Performance Indicator) is the abbreviation of key performance indicator, which is an inseparable part of "evaluation" in "planning-implementation-evaluation" in management science, and reflects the evaluation basis and indicators of individual/organization's key performance contribution. KPI is an indicator, not a goal, but can be used to determine goals or behavior standards: it is a performance indicator, not an ability or attitude indicator; It is a key performance indicator, not a general performance indicator.

Key performance indicators (KPI) are quantitative indicators used to measure employees' performance and an important part of performance plan. Key performance indicators have the following characteristics:

(A) from the decomposition of the company's strategic objectives

First of all, it means that as an indicator to measure the performance of each position, the content of key performance indicators ultimately depends on the company's strategic objectives. When key performance indicators constitute an effective part or support system of the company's strategic objectives, the positions they measure will take the relevant parts of the company's strategic objectives as their main responsibilities; If KPI is divorced from the company's strategic goal, the direction of the position it measures will be different from the realization of the company's strategic goal.

KPI comes from the decomposition of the company's strategic objectives, and its second meaning is that KPI is the further refinement and development of the company's strategic objectives. The company's strategic objectives are long-term, instructive and general, and the key performance indicators of each position are rich in content, which are set for this position and focus on assessing the work performance of the year, which can be measured. Therefore, the key performance indicators are the excavation of the specific factors that really promote the realization of the company's strategic objectives, and the concrete embodiment of the company's strategic performance requirements for each position ...

Question 2: How to determine key performance indicators How to determine key performance indicators:

First, brainstorming method

1. Establish enterprise strategy and objectives;

2. Consider the market environment, technological changes, human resources characteristics, departmental characteristics, etc. On this basis, the key performance indicators at company level and department level are established by brainstorming method;

3. Board members, general manager, deputy general manager, department manager, etc. Speak freely regardless of job title or level, consider factors such as strategy, market, technology and human resources, create a free atmosphere, welcome to express your opinions freely, and put forward as many performance indicators as possible; Pursuing quantity, the more opinions, the greater the possibility of producing good opinions; Take any idea seriously, whether it is suitable or not; The evaluation of various opinions and plans must be put in the final stage, and it is not allowed to criticize and evaluate other people's opinions before this.

4. Use the "anti-brainstorming method" for various performance indicators, question them one by one, and finally select the key performance indicators at the enterprise and department level.

Two. fishbone analysis method

There are two steps to formulate key performance indicators of enterprises by fishbone analysis:

1. Analyze performance indicators and select key factors:

Comprehensive analysis of strategy, objectives, market environment, technological changes, characteristics of human resources and departmental characteristics. ;

B. collectively discuss as many performance indicators as possible.

C. Exclude, classify and sort out various performance indicator suggestions, and clarify their subordinate relationships;

D, selecting key performance indicators;

E. Express key performance indicators to ensure accurate, clear and simple description.

Make a fish bone map

A. fill in the fish head. Fish head is generally the company's strategy and overall goal;

B. draw the main bone. The backbone is generally a key performance indicator at the company level;

C. draw a big bone. Big bone is generally the decomposition of company-level key performance indicators into various departments, that is, departmental key performance indicators;

D. draw the bones and small bones in the middle. In general, middle bone and small bone decompose department-level key performance indicators into grass-roots supervisors and employees, that is, personal key performance indicators;

E. Make important marks with special symbols on the main bone, big bone and small and medium bone, and mark key elements to complete key performance indicators.

Three. Critical analysis of success

1. Find the key aspects of enterprise success: why it was successful in the past; What are the factors of past success? What factors of past success can make the enterprise continue to succeed, and which have become obstacles to the development of the enterprise; What is the key to future success? Establish KPI dimensions of enterprises in turn.

2. After 2. After the KPI dimension is established, further dimension analysis is carried out:

(1) What is the content of each dimension;

(2) How to ensure that the goals of these dimensions can be achieved;

(3) What are the key measures and means to achieve the goals of each dimension?

(4) What are the criteria for achieving the dimension goal?

3. According to the SMART principle, further refine KPI elements.

Question 3: What do the key indicators of key performance indicators mean? Key performance indicators (KPI) are objective quantitative management indicators to measure process performance by setting, sampling, calculating and analyzing key parameters of internal process input and output. It is a tool to decompose the strategic objectives of an enterprise into operational objectives, and it is the basis of enterprise performance management. KPI can make the department head clear about the main responsibilities of the department, and on this basis, make clear the performance measurement indicators of the department personnel. Establishing a clear and feasible KPI system is the key to do a good job in performance management. Key performance indicators (KPI) are quantitative indicators used to measure employees' performance and an important part of performance plan.

KPI method conforms to an important management principle-"28 principle". In the process of enterprise value creation, there is an "80/20" law, that is, 20% of the backbone personnel create 80% of the enterprise value; Moreover, the "82 principle" also applies to every employee, that is, 80% of work tasks are completed by 20% of key behaviors. Therefore, we must grasp 20% key behaviors, analyze and measure them, so as to grasp the key points of performance evaluation.

KPA (key process area) is the key process area, which points out that enterprises need to concentrate on improving and solving problems. At the same time, these key process areas point out the specific problems that need to be solved in order to reach the capability maturity level. Each KPA clearly lists one or more objectives and points out a set of related key practices. Implementing these key practices can achieve the goal of this key process area, thus achieving the effect of increasing process capability. KRA(Key Result Areas) refers to the key result area, which is indispensable to achieve the overall goal of the enterprise and must achieve satisfactory results, and is the gathering place of key success factors of the enterprise.

What are the key indicators in the problem kpi? KPI and Balanced Scorecard are two commonly used performance appraisal systems. Theoretically, the balanced scorecard is superior to KPI, which is more in line with the ultimate goal of performance. Target management card is a performance evaluation tool, which can be used as a supplement to KPI and balanced scorecard evaluation system. It is equivalent to the carrier to realize the performance decomposition step.

Question 5: What are the characteristics and values of key performance indicators? Characteristics of five key performance indicators:

1. Based on the decomposition of the company's strategic objectives, and revised with the evolution of the company's strategy;

2. It is a measurement parameter that effectively reflects the change of key performance drivers;

3. It is a reflection of key business operations, not all operational processes;

4. Conveyed by senior leaders, recognized by the appraisee, and consistent horizontally and vertically within the organization.

Values of key performance indicators:

1. Vigorously promote the implementation of the company's strategy and lay an objective foundation for performance management and communication between superiors and subordinates;

2. Make senior leaders clearly understand the most critical business operation of the company;

3. Make managers focus on the business activities that have the greatest driving force for performance;

4. Enable the manager to diagnose the problems in the business and take timely actions.

Question 6: Key points of key performance indicators The key points of establishing KPI indicators are process, planning and systematicness. First of all, make clear the strategic objectives of the enterprise, and find out the business focus of the enterprise through brainstorming and fishbone analysis at the enterprise meeting, which is the focus of enterprise value evaluation. Then, the key performance indicators (KPIs) of these key business areas, that is, enterprise-level KPIs, are found by brainstorming. Next, department heads need to establish department-level KPIs according to enterprise-level KPIs, and decompose the KPIs of corresponding departments, determine the relevant factor objectives, analyze the performance drivers (technology, organization and people), determine the workflow to achieve the objectives, decompose the department-level KPIs, and determine the evaluation index system. Then, the supervisors of each department and KPI staff of each department will further subdivide the KPI into more detailed KPI and performance measurement indicators of each position. These performance indicators are the elements and basis of employee assessment. This process of establishing and evaluating KPI system is a process of unifying the efforts of all employees to the strategic objectives of the enterprise, which will certainly play a great role in promoting the performance management of managers in various departments. After the establishment of the index system, it is necessary to formulate evaluation standards. Generally speaking, indicators refer to the way of measuring or evaluating work, and solve the problem of "what to evaluate"; Standard refers to the level of each index to be reached in order to solve the problem of "how to do it and how much to do it". Finally, the key performance indicators must be audited. For example, some audit questions: can multiple evaluators get the same result by evaluating the same performance indicator? Can the sum of these indicators explain more than 80% of the work objectives of the assessed? Track and monitor whether these key performance indicators can be operated? Wait a minute. Audit is mainly to ensure that these key performance indicators can comprehensively and objectively reflect the performance of the evaluated object and are easy to operate. Each position affects a process of a business process, or a certain point in the process. When setting goals and conducting performance appraisal, it is necessary to consider whether the incumbent of this position can control the result of this indicator. If the incumbent can't control it, this indicator can't be used as a performance measure of the incumbent. For example, cross-departmental indicators can not be used as assessment indicators for grass-roots employees, but should be used as assessment indicators for department heads or superiors. Performance management is a process in which both parties reach a consensus on the goal and how to achieve it, and it is also a management method to improve employees' success in achieving the goal. The basis for managers to set work goals for subordinates comes from the department's KPI, the department's KPI comes from the superior department's KPI, and the superior department's KPI comes from the enterprise KPI. Only in this way can we ensure that every post is working hard in the direction required by the enterprise. Making good use of KPI to evaluate enterprises is helpful to the integration of enterprise organizational structure, improve the efficiency of enterprises and streamline unnecessary institutions, processes and systems.

Question 7: What is the difference between the key performance indicator system and the general performance appraisal system? The advantage of balanced scorecard method lies in that it not only emphasizes the close relationship between performance management and enterprise strategy, but also puts forward a set of specific index framework system. The framework system of balanced scorecard includes four parts (or four indicator categories): learning and growth, internal management, customer value and finance. These not only have strong operational guiding significance, but also solve the problem of long-term vitality of enterprises through the deep internal relations of these four aspects (that is, learning and growth are the basis for improving the quality and ability of strategic management within enterprises; Enterprises provide greater value to customers through the improvement of management ability; Customer satisfaction brings good financial benefits to enterprises) illustrates the profound philosophical meaning of this system. BSC explains two important issues: first, it emphasizes that the determination of goals must include financial and non-financial (hence the saying of "balanced scoring"); The second is to attach importance to the management of non-financial indicators. The fundamental reason is that financial indicators are outcome indicators, while those non-financial indicators are the driving indicators that determine the outcome indicators. Balanced Scorecard (BSC) is to evaluate the performance of an organization by transforming its vision into a set of performance indicators composed of four viewpoints. These four indicators are: finance, customers, internal business processes and learning and growth. By measuring these four indicators, organizations can clearly and rigorously explain their strategies. On the one hand, it retains the traditional financial indicators to measure past performance, and considers the measurement of performance factors that contribute to financial goals; In addition to supporting the organization's pursuit of performance, it also supervises the organization's behavior to consider the aspects of learning and growth. Through a series of interactive causal relationships, the organization can connect the output (Oute) and performance drivers in series, and take the measurement index and its measurement as a language to transform the organization's mission and strategy into a set of coherent system performance evaluation measures. Transform complex and general concepts into precise goals, so as to seek the balance between financial and non-financial measures, short-term and long-term goals, backward and leading indicators, and external and internal performance.

Question 8: What is the relationship between key performance indicators and key projects? Key performance indicators are closely related to key project work, but they are not necessarily the same.

For example, the key performance indicators of sales may be the completion of monthly sales indicators and the payment return; The key project may be to win an order from an important customer. Key projects will provide conditions for the realization of key efficiency indicators. Through the formulation of key performance indicators, attract employees to pay attention to key projects spontaneously.

What are the KPI indicators of the problem? KPI(Key Performance Indication) is an objective quantitative management indicator to measure the process performance by setting, sampling, calculating and analyzing the key parameters of the input and output of a process within an organization. It is a tool to decompose the strategic objectives of an enterprise into operable long-term objectives, and it is the basis of an enterprise performance management system. KPI is a performance evaluation method that modern enterprises generally attach importance to. KPI can make the department head clear the main responsibilities of the department, and on this basis, make clear the performance measurement indicators of the department personnel, so that the performance appraisal has a quantitative basis. Establishing a clear and feasible KPI index system is the key to do a good job in performance management.

KPI method conforms to an important management principle ――28 principle. In the process of enterprise value creation, there is a 20/80 law, that is, 20% of the backbone personnel create 80% of the enterprise value; Moreover, the "28" principle also applies to every employee, that is, 80% of work tasks are completed by 20% of key behaviors. Therefore, we must grasp 20% key behaviors, analyze and measure them, so as to grasp the key points of performance evaluation.

First, the principles to be followed in establishing the key performance index system

1, goal-oriented. That is, KPI must be determined according to enterprise goals, department goals and post goals.

2. Pay attention to the quality of work. Because work quality is the core of enterprise competitiveness, but it is difficult to measure, it is particularly important to control the establishment of work quality indicators.

3. operability. Key performance indicators must be technically operable, each indicator must have a clear definition, and a perfect information collection channel must be established.

4. Emphasize the control of input and output process. When setting KPI indicators, priority should be given to the input and output of the process, and the process between them should be regarded as a whole to control the end point.

Second, the key points to be grasped in establishing KPI indicators

1. Link the goals of individuals and departments with the overall strategic goals of the company. Think about problems with a holistic concept.

2. The general indicators should be relatively stable, that is, when the business process is basically unchanged, the items of key indicators should not change greatly.

3. Indicators should be controllable and achievable.

4, the key indicators should be simple and clear, easy to accept and understand.

5. Key performance indicators should be defined in a standardized way, and a KPI definition indicator table can be established for each KPI indicator. ?

Third, the difficulty of performance appraisal using KPI.

The most important thing of performance management is to let employees know what the enterprise requires of him, how he will carry out his work and improve his work, and what is the reward of his work. The premise for the supervisor to answer these questions is that he clearly understands what the enterprise requires of him, what the department requires of him, and in the final analysis, what the KPI of the department is. At the same time, the supervisor should also understand the quality of employees in order to allocate work and set goals in a targeted manner.

Performance appraisal is a link in the performance management cycle, which mainly achieves two purposes: one is performance improvement, and the other is value evaluation. Performance-oriented assessment follows PDCA cycle mode, and its focus is on solving problems and improving methods, so as to improve performance. It is often not directly related to salary, but it can provide the basis for value evaluation. In this assessment, the supervisor's evaluation of employees not only fed back the performance of employees, but also fully reflected the management art of supervisors. Because the supervisor's goal is consistent with the employee's goal, and the employee's achievement is also the supervisor's achievement, the relationship between the supervisor and the employee is more harmonious. In the process of work, supervisors constantly communicate with subordinates, constantly coach and help subordinates, and constantly record employees' work data or factual basis, which is more important than the assessment itself.

If the correct positioning of each position can be separated from KPI, then the employee treatment of these positions has nothing to do with his position. Value-oriented performance appraisal emphasizes justice and fairness, because it is directly linked to the interests of employees. This kind of assessment requires the supervisor's evaluation to be more accurate, and the assessment of similar personnel should strictly grasp the same scale, which is very important for administrative service personnel. & gt