用绩效管理体系带动企业业务持续发展(图)(国外英语资料).docVIP

用绩效管理体系带动企业业务持续发展(图)(国外英语资料) 1., the concept of performance management has not been carried out. First of all, there is no clear guiding ideology and principles, and the idea of what is not clear in the assessment, or the concept and policy of corporate performance has not been implemented. Secondly, performance appraisal is out of line with strategy, and performance indicators can not become effective tools for strategy implementation and performance monitoring. Moreover, there is no performance management platform. Just stay in the concept of performance appraisal, did not rise to the stage of performance management and improvement, process planning, lack of guidance, evaluation, diagnosis, improvement of performance management, no assessment into the daily management process, become for the assessment and evaluation, not to improve performance, enhance the ability of the role. 2. performance management organization is not perfect. The organizational structure of the examination is not perfect enough. There is no definite assessment team, no clear assessment organizers and monitoring auditors. At the same time, there is no complaint system, no monitoring mechanism, there are institutional defects, it is difficult to ensure the fairness and impartiality between departments and departments within the assessment. 3., the examination method design is unscientific and unreasonable. There is no combination of work plans. In addition to KPI assessment, usually in conjunction with the work plan for assessment, otherwise the process out of control, how to ensure the results? The main points deduction system. This is to do subtraction, the staff is not easy to accept, think that assessment is punishment. 4., the design method of assessment index is not appropriate. A common mistake is to test everything. No key distinction between the eyebrows beard. In the design of indicators, there is often lack of process indicators. Mostly result indicators, lack of attention to proce