绩效考核暨kpibsc实战训练营（绩效考核暨KPI平衡计分卡实战训练营）

1、绩效考核暨kpi-t-bsc实战训练营（绩效考核暨kpi +平衡计分卡实战训练营）performance appraisal and kpi+bsc combat training camporganizer: hua sheng trainingtime and place: 2011,07-0& 07,shanghaitime and place: 2011,07, 15-16,shenzhentime and place: 2011,04-05, 0&beijingtime and place: 2011,08, 12-13,guangzhouthis course is

2、 full year round! if you sec the start time has expired or is not appropriate, please inquirc the next start time)cost: 3200 yuan (including training, training materials, lunch, afternoon tea, etc)participants: chairman, chief executive officer, chief executive officer, senior managcr of enterprise

3、and senior management of cntcrprisc marketingccrtification fee: intermediate 600 yuan / person; advanced 800 yuan / person (to participate in the certification exam students must pay this fee, do not participate in the certification exam students do not have to pay)remarks：1. of the students who par

4、ticipated in the certification exam at the end of the training, qualified by the international federation occupation certification standards issued by the z，human resources management" in the international and domestic english edition double occupation qualification certificate, certification (

5、domestic and international / global / employer accreditation / official online inquiry;2. students who have participated in the certification shall submit their id number and one inch digital photo;send the certificate to the trainees within 15 working days after the end of the 3. course;4. this car

6、d can apply for china national talent network storage recordsshenzhen huasheng enterprise management consulting co. , ltd sixsiz slzs1z slz sixslz sxztraining fee: advance registration discount: if you need accommodation, the meeting group can be unified booking, the cost of self careregistration co

7、nsulting: 0755-8622241513510936819 ao teacheronline q q:476304896 (welcome to add for communication) in the way: fill in the registration form and the receipt issued by the registration confirmation / transfer / payment or sitecourse introduction:who once said, "people will want no rape trial,

8、is the name, words and things as a minister chen jun, in his teaching, designed to the work responsibilities work when it happened when his words, then reward power; its improper things, things improper words, there is a penalty the large and small power .the penalty, non penalty of small power, pow

9、er penalty improper name; he is too large and small officials also said in the non penalty, does not work, that improper names, worse than a big power, so fineit means that the chief leaders should distinguish between the good and bad of subordinates, let subordinates set their own goals, set goals,

10、 realize the reward, without realization of punishment but it's far beyond the goals he sets, and he，s punished, because he deliberately sets low goals this is our ancestors，initial opinion on the assessment. han fei said it's easy, but actually it's hard to operate. first of all, what i

11、s the goal? target setting height and low, may have a lot to do with external factors, how to filter? according to han fei, the goal is to be accurate, but the short-term goal can be accurate how many companies can set the annual goal so accurate? in addition, different subordinate, set different go

12、als, and to what extent it? how to solve the problem of fairness betweenthem?the topic of performance and goals, though thousands of years old, still exists in our work in practical work, from the point of view of philosophy, it is right, but once it is implemented, it will encounter many practical

13、problemsquestion 1: using fact evaluation or using sensory evaluation?first look at this issue, the general reaction is of course byassessment of the facts, but, do you think, with assessment of the facts you will encounter a problem, is that you have collected facts, will be affected by objective f

14、actors, in other words, always and external factors affect our evaluation.for example: sales income is the de facto standard for an evaluation of performance of the sales manager, sales revenue in addition to the sales manager by their own efforts, the quality of the products, the degree of innovati

15、on, delivery and so on, will affect the implementation of sales manager sales target if the sales revenue target is not realized, sales will surely find out a bunch of reasons to prove that the sales target has not been realized, not for its own reasons in fact, any fact standard will encounter such

16、 problems so, it seems that there are some problems in the use of fact assessment, then, the use of sensory evaluation will be no problem? the answer is no, and the use of sensory assessment will be more, because different people feel the same thing as two thingsso, is it a matter of fact or of feel

17、ing?question two: how should the functiondl departments evaluate and evaluate them?each training, this is a question will be asked again, because the kpi index of business sector, relatively quantitative functional departments, but it is difficult to find some quantitative indicators, timely find th

18、e controllability index is very poor. in many enterprises, often seen with labor productivity, department kpi index assessment functions such as per capita profit, if this assessment, so luck is great, little relevance and effort so functional kpi how to operate?how to solve the contradiction betwee

19、n key per forma nee and non key performance?question three: why employees don，t want to do betterwhen many companies set a goal, you find many employees employees clearly can greatly exceed the required company goals, but he will not do so, because it will not conducive to his two consequences: firs

20、t, this excess achieved the goal, then tomorrow will set higher goals and implementation the difficulty will be greater, second, he did very well, the other colleagues show is poor, he is hard to survive in this team. how to make employees develop more reasonable goals?question four: what is the con

21、tent of short-term assessment and long-term assessment?question five: in the end is the staff set their own goals, or superiors set goals for subordinates? or the combination of thetwo models?question six: is it based on the overall performance of each person, or in accordance with individual perfor

22、mance to assess everyone?in short, in the implementation of performance management process, will encounter a series of similar problems, if these problems are not resolved satisfactorily, performance management will also play a big discount this course will focus on these issues, mainly on the perfo

23、rmance system design and promotion methodssyllabus:three problems to be solved in the implementation of kpi and performance management system1, the problems faced by enterprises to establish performance system;feeling based judgment or fact based judgment?short term assessment or long term assessmen

24、t?short term or long-term interests?key performanee or non key performance?how does performanee management relate to strategy?kpi performance linked to bonuses?2, the impact of managers and employees， understanding on performance management;the influence of traditional culture on performance managem

25、entwhy is nobody willing to do a?why is it so difficult to implement performance management?3. the influence of management foundation on the implementation of kpiseveral basic problems in kpi and two operation1. what are the goals and indicators?2, the basic attributes of kpi indicators and operatio

26、n points of attentionwhy is it difficult to evaluate the scale?;why don，t they accept these indicators - controllability?why is it counterproductive to assess these indicators? behavior problems3, the types of kpi indicators and the attention points in the operation of various types of kpi indicator

27、s: financial non financial, point time, quantitative qualitative, long cycle short cycle, the total relative4, the qualitative indicators of the functional departments, how to operate?three, the way to establish kpi system:how to establish kpi system in the company? there are many methods what are t

28、he applicable scope of each method? enterprises and high-level, middle level, grassroots, how to ensure that each level of kpi index layer by layer association?1, through the work analysis, clear responsibilities, and then according to the job description to find kpi index operation mode and advanta

29、ges, disadvantages and scope of application2, the operation mode of the value tree and its advantages and disadvantages3, fishbone diagram and brainstormingfour, balanced scorecard1, is the balanced scorecard just looking for indicators from four angles? the essenee of balanced scorecard;2. what is

30、the relationship between strategy and bsc? strategic and strategic map;3, is the balanced scorecard formulated according to the long-term, medium-term, or short-term plans? balaneed scorecard and long term, medium term and short term planning of enterprises;4, is balanee calculation four latitude?5,

31、 how can the company's balanced scorecard be implemented in different departments? implementation of balanced scorecard;five, how to decompose kpikpi if you do not break down, you will lose the foundation, but the process of decomposition of kpi will encounter many problems, such as: a kpi index

32、 and a lot of departments are related, in the end, who is good?how to solve these problems? how to implement kpi decomposition?1, how to decompose the kpl - the relationship between the first level index and the subordinate index2, 2 basic methods of decomposing index3, according to driving factors

33、to decompose kpi index, 3 basic models4, pay attention to the problem of kpi index decomposition: the impact of rights on index decomposition, the impact oforganizational structure, the conflict of indicators, etc.six. compilation of index dictionarythe index to find the everything will be fine？ wha

34、t's the problem? why is it necessary to define kpi and how to define kpi?1, why do you need to define kpi?2, the definition of financial indicators, the need to pay attention to the problem;3, non-financial indicators, the need to pay attention to the definition of the problem;3, who will provid

35、e data - provided by themselves, provided by others, and provided by stakeholders?4. analysis of the definitions of several problematic kpi;seven, determine the goal 一 kpi scoring methodscan you find a measure? how to determine the target? how many points should be counted beyond the target? how man

36、y points should be scored for failing to reach the target?1, set the pain of the goal;2, the target is not sure how to do?3. without historical data how to do?4, competition, resources, capabilities on the impact of the target;5, how to let subordinates to target the most appropriate active joint me

37、thod6, how to decompose long period target into short period;7, pain assessment and happy assessment - when to do the bonus, when the deduction, kpi scoring method;eight, the cycle of performance managementis the result of the month the sum of the scores of the month? what is the annual assessment?

38、what is the monthly test? what are the differences between different business types and functional departments in the assessment cycle?1, what is the annual test? what is the monthly exam?2, long cycle and short cycle;3, the cycle of different levels and functional departments:4, how to set kpi inde

39、x weight - the combination of indicatorsnine, the main base two element assessment methodfocus on key performance indicators, non key performance indicators how to do? do not focus on non key performanee indicators will be a problem?if comprehensive attention is paid to key performance indicators an

40、d non key performance indicators, is the resource adequate? how to solve this problem?1, kpi can not solve the problem;2, the relationship between major performance and basic performance;3, how to use the main base two element assessment method in practice;ten, performance interview and communicatio

41、n1, performance communication at the planning stage2, counseling stage3, performance communication in the assessment phase4, performance issues analysis and improvement - organizational improvement, leadership improvement, employee improvement;eleven, the implementation of performance management pro

42、blems and countermeasures:the implementation of kpi is not only the human resources department or business department that kpi, what are the problems and difficulties in the implementation process?1, carry out the organization model of performance management and the responsibilities of each departme

43、nt;2, the implementation of the program:3, the implementation of corporate politics and performanee management4, performance management and corporate culture;lecturer: cai weithe practice of human resource management, the domestic well-known expert cai wei, master of business administration, human r

44、esources management authority of experts, in particular has a deep understanding in terms of performanee and salary system, formed its own unique combat methods; once for many enterprises, large enterprise group, listed companies, chain industry group, a number of high-tech companies the industry co

45、nducted a comprehensive human resources consulting services it is a contributing writer and expert commentator of many media columns such as china business newspaper and human capitalmt. cai in recent years published books: z，run of the centipede: how to promote the growth of assessment", z/whistling cattle: to pay to retain talent", kpi key performance guidelines “，" successful bsc, the balanced scorecard "guarantee" development, highly valued by enterprises, and give the high reviewonce participated in teacher training and counseling cai enterprises: dong