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从事人力资源管理的专业人士把“业绩管理”作为企业战略执行和控制的工具。作为战略执行工具的业绩管理系统,通常需要把“战略”量化为能够考核的业绩指标;需要把“战略关键能力”量化为可以衡量的员工能力考核标准;需要把“企业文化”量化为可以衡量的员工态度考核标准;从而全面支持战略和文化的“落地”,实现企业今天的利润和明天继续赢利的目标。
Professionals in human resource management use “performance management” as a tool for executing and controlling their business strategy. The performance management system, as a strategic implementation tool, usually requires that “strategy” be quantified as a performance indicator that can be assessed; “strategic key competencies” need to be quantified as measurable employee competency criteria; and “corporate culture” needs to be quantified as measurable Staff attitude assessment standards; thus fully support the strategic and cultural “landing” to achieve the profits of today's business and continue to profit tomorrow's goal.