企业管理人力资源 毕业论文外文文献翻译关键绩效指标.doc

企业管理人力资源 毕业论文外文文献翻译：关键绩效指标 单位代码 学 号 分 类 号 密 级 文献翻译院(系)名称专业名称学生姓名指导教师 Key Performance Indicators 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 graduation rates of its students. A Customer Service Department may have as one of its Key Performance Indicators, in line with overall company Kips, percentage of customer calls answered in the first minute. A Key Performance Indicator for a social service organization might be number of clients assisted during the year Whatever Key Performance Indicators are selected, they must reflect the organizations 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 organizations 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 industry 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. Kips like Graduation Rate and Success in Finding Employment after Graduation, 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 wont work as a KPI because there is no way to measure the companys 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 deducted 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. Reduce 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 organizations 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 everyones attention focused on achieving the same Kips That is not to say, for instance, that a company will have only three or four total Kips 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 Kips 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 Whats 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 offices 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 procedures. 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 due to Reductions 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: Reduce 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 organizations 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. Kips 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 Kips as a carrot. Post the Kips 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. 关键绩效指标 组织如何针对其目标界定和衡量业绩 关键绩效指标KPI,也称作关键成功指标KSI,可以帮助组织针对其目标界定和衡量业绩。 一旦组织分析了它的使命,使其所有股东达成一致,并确定了它的目标,它就需要一种测量针对那些目标的工作业绩的方法。关键绩效指标就是一种测量工具。 什么是关键绩效指标KPI 关键绩效指标是量化测量工具,它能映射出组织的关键成功因素。关键绩效指标区别于不同的组织。一个企业可能会把老客户收入百分比当作它的一个关键绩效指标。一个学校可能会把关键绩效指标集中在学生的毕业率上。客服部门可能分担整个公司指标中的一个作为关键绩效指标,即第一时间客户回应率。社会服务机构的一个关键绩效指标可能会是一年当中帮助的委托人的数量。 无论选择什么关键绩效指标,他们都必须放映组织目标,必须是组织成功的关键坐在,必须是可量化的可测量的。关键绩效指标通常是长期考虑的。它们的界定和测量方式是不经常更改的。关键绩效指标的目标随着组织目标的改变或更加靠近成功而改变。 关键绩效指标反映组织目标 如果组织有一个目标是成为本行业最有利可图的公司,那么他会设定关键绩效指标来测量利润和其他财务指标。“税前利润”和“所有者权益”就在其中。而“对社会事业的利润贡献百分比”则可能刨除在外。另一方面,一个学校与创造利润无关,因此它的关键绩效指标会有所不同。但是尽管不同,像“毕业率”和“就业率”这样的指标也可以精确的放映学校的使命和目标。 关键绩效指标必须可量化 要想使关键绩效指标有什么价值,就必须用一种方式来定义和衡量它。作为关键绩效指标,“营造更多的回头客”将会变得毫无价值,如果不能却分老客户和新客户的话。“成为最受欢迎的公司”不能作为关键绩效指标,因为没有方法能测量公司的名望或与其他公司比较。 界定关键绩效指标并连年坚持也是非常重要的。对于“增加销售业绩”这个指标,你需要考虑采用销售量还是销售额来衡量。回扣从当月销售额中扣除还是从当月回扣中扣除?销售额将会以标价记录还是以售价记录? 你还需要为每个关键绩效指标设定目标。一个雇主选择的公司目标可能包含“雇佣率”这样一个关键绩效指标。在它的背后市这样的定义:由于绩效自动辞职和结束工作的人数除以期初雇佣的工人总数,还有通过人力资源信息系统收集的信息建立起来的测量它的方法。,目标就建立起来了。“雇佣率每年降低5%”这样一个清晰的目标可以让每一个人都明白并且能够采取专门行动去实现它。 关键绩效指标必须是组织成功的关键所在 许多事情是可测的,但那并不使它们成为组织成功的关键所在。在筛选关键绩效指标时,将它们限制在对组织实现目标必要的因素上是非常关键的