李先生近来连连猛加班,放着高知部下不用,亲自操刀登场,为的是让上上下下的员工对年度的绩效考核修订方案都满意。眼看着一年已过半,绩效考核修订方案几易其稿还是难产,交办工作的董事长急,作为主责部门经理的李先生急,被考核部门恐怕也是惶惶地等着传说中的另一只靴子落地。伴着北京三十度的高温印发执行之际,李先生烦躁地揭开了绩效考核引进国内后种种水土不服的硬伤,希望能让自己清楚地认识到什么是不对的。并非百发百中的KPI考核中国的管理文化与西方相比,无疑缺少量化的、规范化的基因,中国人不擅长用数字表达,但我们更精于 Mr. Lee has been working fiercely and overtime lately, playing a part of Kochi, personally, in order to let employees up and down the annual performance appraisal and revising programs are satisfied. Seeing a year has more than half of the performance appraisal revision program a few easy to draft or difficult to deliver, the chairman of the emergency work urgency, as the responsible department manager, Mr. Li, the assessment department may also be anxiously waiting for the legendary another Boots landing. Accompanied by Beijing thirty degrees high temperature printing implementation, Mr. Lee annoyedly unveiled the performance appraisal after the introduction of domestic acclimatized flaws, hoping to make himself clearly aware of what is wrong. Not a perfect KPI assessment China’s management culture Compared with the West, there is no doubt that the lack of quantitative and standardized genes, the Chinese are not good at using numbers, but we are more skilled