1、關於績效考評的參考文獻及其翻譯
Key Performance Indicators (KPI)
How an organization defines and measures progress toward its goals
Key Performance Indicators, also known as KPI or Key Success Indicators (KSI), help an organization define and measure progress toward organizational goals.
Once an organization has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measurements.
What Are Key Performance Indicators (KPI)
Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. They will differ depending on the organization. A business may have as one of its Key Performance Indicators the percentage of its income that comes from return customers. A school may focus its Key Performance Indicators on graation rates of its students. A Customer Service Department may have as one of its Key Performance Indicators, in line with overall company KPIs, percentage of customer calls answered in the first minute. A Key Performance Indicator for a social service organization might be number of clients assisted ring the year.
Whatever Key Performance Indicators are selected, they must reflect the organization's goals, they must be key to its success,and they must be quantifiable (measurable). Key Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular Key Performance Indicator may change as the organization's goals change, or as it gets closer to achieving a goal.
Key Performance Indicators Reflect The Organizational Goals
An organization that has as one of its goals "to be the most profitable company in our instry" will have Key Performance Indicators that measure profit and related fiscal measures. "Pre-tax Profit" and "Shareholder Equity" will be among them. However, "Percent of Profit Contributed to Community Causes" probably will not be one of its Key Performance Indicators. On the other hand, a school is not concerned with making a profit, so its Key Performance Indicators will be different. KPIs like "Graation Rate" and "Success In Finding Employment After Graation", though different, accurately reflect the schools mission and goals.
Key Performance Indicators Must Be Quantifiable
If a Key Performance Indicator is going to be of any value, there must be a way to accurately define and measure it. "Generate More Repeat Customers" is useless as a KPI without some way to distinguish between new and repeat customers. "Be The Most Popular Company" won't work as a KPI because there is no way to measure the company's popularity or compare it to others.
It is also important to define the Key Performance Indicators and stay with the same definition from year to year. For a KPI of "Increase Sales", you need to address considerations like whether to measure by units sold or by dollar value of sales. Will returns be dected from sales in the month of the sale or the month of the return? Will sales be recorded for the KPI at list price or at the actual sales price?
You also need to set targets for each Key Performance Indicator. A company goal to be the employer of choice might include a KPI of "Turnover Rate". After the Key Performance Indicator has been defined as "the number of voluntary resignations and terminations for performance, divided by the total number of employees at the beginning of the period" and a way to measure it has been set up by collecting the information in an HRIS, the target has to be established. "Rece turnover by five percent per year" is a clear target that everyone will understand and be able to take specific action to accomplish.
Key Performance Indicators Must be Key To Organizational Success
Many things are measurable. That does not make them key to the organization's success. In selecting Key Performance Indicators, it is critical to limit them to those factors that are essential to the organization reaching its goals. It is also important to keep the number of Key Performance Indicators small just to keep everyone's attention focused on achieving the same KPIs.
That is not to say, for instance, that a company will have only three or four total KPIs in total. Rather there will be three or four Key Performance Indicators for the company and all the units within it will have three, four, or five KPIs that support the overall company goals and can be "rolled up" into them.
If a company Key Performance Indicator is "Increased Customer Satisfaction", that KPI will be focused differently in different departments.
The Manufacturing Department may have a KPI of "Number of Units Rejected by Quality Inspection", while the Sales Department has a KPI of "Minutes A Customer Is On Hold Before A Sales Rep Answers". Success by the Sales and Manufacturing Departments in meeting their respective departmental Key Performance Indicators will help the company meet its overall KPI.
Good Key Performance Indicators vs. Bad
Bad:
• Title of KPI: Increase Sales
• Defined: Change in Sales volume from month to month
• Measured: Total of Sales By Region for all region
• Target: Increase each month
What's missing? Does this measure increases in sales volume by dollars or units? If by dollars, does it measure list price or sales price? Are returns considered and if so do the appear as an adjustment to the KPI for the month of the sale or are they counted in the month the return happens? How do we make sure each sales office's volume numbers are counted in one region, i.e. that none are skipped or double counted? How much, by percentage or dollars or units, do we want to increase sales volumes each month?(Note: Some of these questions may be answered by standard company proceres.)
Good:
• Title of KPI: Employee Turnover
• Defined: The total of the number of employees who resign for whatever reason, plus the number of employees terminated for performance reasons, and that total divided by the number of employees at the beginning of the year. Employees lost e to Rections in Force (RIF) will not be included in this calculation.
• Measured: The HRIS contains records of each employee. The separation section lists reason and date of separation for each employee. Monthly, or when requested by the SVP, the HRIS group will query the database and provide Department Heads with Turnover Reports. HRIS will post graphs of each report on the Intranet.
• Target: Rece Employee Turnover by 5% per year.
What Do I Do With Key Performance Indicators?
Once you have good Key Performance Indicators defined, ones that reflect your organization's goals, one that you can measure, what do you do with them? You use Key Performance Indicators as a performance management tool, but also as a carrot. KPIs give everyone in the organization a clear picture of what is important, of what they need to make happen. You use that to manage performance. You make sure that everything the people in your organization do is focused on meeting or exceeding those Key Performance Indicators. You also use the KPIs as a carrot. Post the KPIs everywhere: in the lunch room, on the walls of every conference room, on the company intranet, even on the company web site for some of them. Show what the target for each KPI is and show the progress toward that target for each of them. People will be motivated to reach those KPI targets.
關鍵績效指標(KPI)
組織如何針對其目標界定和衡量業績
關鍵績效指標(KPI)，也稱作關鍵成功指標(KSI)，可以幫助組織針對其目標界定和衡量業績。
一旦組織分析了它的使命，使其所有股東達成一致，並確定了它的目標，它就需要一種測量針對那些目標的工作業績的方法。關鍵績效指標就是一種測量工具。
什麼是關鍵績效指標(KPI)
關鍵績效指標是量化測量工具，它能映射出組織的關鍵成功因素。關鍵績效指標區別於不同的組織。一個企業可能會把老客戶收入百分比當作它的一個關鍵績效指標。一個學校可能會把關鍵績效指標集中在學生的畢業率上。客服部門可能分擔整個公司指標中的一個作為關鍵績效指標，即第一時間客戶回應率。社會服務機構的一個關鍵績效指標可能會是一年當中幫助的委託人的數量。
無論選擇什麼關鍵績效指標，他們都必須放映組織目標，必須是組織成功的關鍵坐在，必須是可量化的(可測量的)。關鍵績效指標通常是長期考慮的。它們的界定和測量方式是不經常更改的。關鍵績效指標的目標隨著組織目標的改變或更加靠近成功而改變。
關鍵績效指標反映組織目標
如果組織有一個目標是成為本行業最有利可圖的公司，那麼他會設定關鍵績效指標來測量利潤和其他財務指標。「稅前利潤」和「所有者權益」就在其中。而「對社會事業的利潤貢獻百分比」則可能刨除在外。另一方面，一個學校與創造利潤無關，因此它的關鍵績效指標會有所不同。但是盡管不同，像「畢業率」和「就業率」這樣的指標也可以精確的放映學校的使命和目標。
關鍵績效指標必須可量化
要想使關鍵績效指標有什麼價值，就必須用一種方式來定義和衡量它。作為關鍵績效指標，「營造更多的回頭客」將會變得毫無價值，如果不能卻分老客戶和新客戶的話。「成為最受歡迎的公司」不能作為關鍵績效指標，因為沒有方法能測量公司的名望或與其他公司比較。
界定關鍵績效指標並連年堅持也是非常重要的。對於「增加銷售業績」這個指標，你需要考慮採用銷售量還是銷售額來衡量。回扣從當月銷售額中扣除還是從當月回扣中扣除？銷售額將會以標價記錄還是以售價記錄？
你還需要為每個關鍵績效指標設定目標。一個僱主選擇的公司目標可能包含「僱傭率」這樣一個關鍵績效指標。在它的背後市這樣的定義：由於績效自動辭職和結束工作的人數除以期初僱傭的工人總數，還有通過人力資源信息系統收集的信息建立起來的測量它的方法。，目標就建立起來了。「僱傭率每年降低5%」這樣一個清晰的目標可以讓每一個人都明白並且能夠採取專門行動去實現它。
關鍵績效指標必須是組織成功的關鍵所在
許多事情是可測的，但那並不使它們成為組織成功的關鍵所在。在篩選關鍵績效指標時，將它們限制在對組織實現目標必要的因素上是非常關鍵的。將關鍵績效指標的數量控制的較小也是非常重要的，這就像使每個人的注意力都集中在同樣的關鍵績效指標上。
那並不是說，例如，一個公司總共只要三四個關鍵績效指標。寧可公司有三四個關鍵績效指標，其中的部門有三五個指標支持整個公司目標並且能夠與他們緊密相關。
如果公司關鍵績效指標是「增加顧客滿意率」，這將使不同的部門關注於不同的的方面。
製造部門可能將「產品合格率」作為關鍵績效指標，而銷售部門則可能是「銷售回應錢的客戶等待時間」。銷售和製造部門各自的部門關鍵績效指標的成功將會幫助企業實現其整體關鍵績效指標。
優劣關鍵績效指標的對比
差的:
• 指標名稱：增加銷售業績
• 定義：逐月增加銷售量
• 測量：所有地區向售量的加總
• 目標：每月增加
缺少了什麼？增加銷售業績用銷售量來衡量還是銷售額？如果通過銷售額來衡量，那是用標價紀錄的價格來衡量還是用售價來衡量？考慮回扣嗎？如果考慮，它們會作為當月關鍵績效指標的調整還是計入發生折扣的月份？我們如何確保每個銷售辦事處的業績在同一地區計算，每於一個被落掉或者重復計算？不管用何種標准衡量，我們希望銷售業績每個月增加百分之多少？(註：其中的一些問題可能會在標準的公司工作流程中回答。)
好的:
• 指標名稱： 雇員僱傭率
• 定義：無論何故辭職的雇員總數加因為績效表現方面的原因而被解僱的雇員總數除以年初雇員總數。權力衰減導致的員工流失不計入其中。
• 測量：人力資源信息系統包含每個員工的紀錄。離職科會紀錄每個員工離職的原因和日期。每個月，或者當被特別重要的人物詢問時，人力資源信息系統小組將查詢資料庫冰箱部門主管提供離職報告。人力資源信息系統會將每份報告的圖表發到內聯網上。
• 目標：雇員僱傭率每年降低5％
關於關鍵績效指標我做了什麼？
一旦你確立了好的關鍵績效指標，能夠反映組織目標，並且能夠測量，那麼你將用它們做些什麼？關鍵技校指標不僅是一種績效管理工具，也是一種鮮明的暗示。關鍵績效指標展示給組織里的每個人一個清晰的畫面，讓他們知道什麼事情是重要的，什麼事情需要做。你是用它們去管理績效，確保組織成員做的每件事情都集中在實現關鍵績效指標上。你還要把他們當成一種鮮明的暗示。把他們放到每一個角落，餐廳里，每個會議室的牆上，公司內聯網上，甚至在公司網頁上。標明每個關鍵績效指標的目標是什麼還有針對目標所做出的成績，這會激勵人們努力達到那些目標。
2、籃球投籃技能績效的測量和評價如何進行？
那實際上他們這個有一套非常標準的流程，你包括投籃的准確率，還有其他能力的測試。