给HR的一点建议（申请关注）-----取消KPI考核方法

zh13140559

这个主题讨论的真的很精彩，在大家讨论的过程中也学到了不少

dj8848

KPI也罢，360也罢，都不可能达到完美的考核，都有不尽人意的地方，企业采用一种模型，这种模型只是基础，并不代表一定要原搬不动的进行，更多的是自己如何根据工作中的具体情况进行适当的调整及改变，楼主，伱虽然说的有道理，但伱没有谈及这些方法不好，该用何种方法呢？难道就全靠人情去进行管理吗?要知道人都是很有惰性的，量化标准在某些情况下能遏制住偷懒等情况的出现，只是国人没有正确的使用罢了

溺水的游鱼

职能部门又该如何量化？

weicardiff

I do not agree the opinions possessed by the author. However, i understand why most people dislike performance appraisal. This is because performance appraisal is like a double-edged sword, is organizations use it properly, it could be an asset to organizations . If not, it would turn to be a burden. As we know performance appraisal systems are not generic shaped, it cannot be simply imitated from one company to another. Organizations should 'tailor' the systems for 'best fit' their unique organizational environment. For example, 360-degree feedback can not be applied for all types of organizations. This system covers self-assessment, peer review, manager-to employee appraisal and even customers review are included in some circumstances. A  manufacturing company which engage most of its business in producing and selling, and 360-degree feedback would not be a good choice. Because the criteria that used for assessment are quantifiable, and can be reviewed objectively in most circumstances. 360-degree feedback system is too complicated for a labour -intensive company to adopt. 

JAKE666888

个人观点更多强调团队的绩效考核

敢动中国

特别是那BSC,卡佛兰在搞这个东西的时候,有很多基本假设,如:信息透明,运营完全市场化,管理完善,追求利润第一等等.可是现实中,我们在为一些国有企业或事业单位做绩效考核的时候,也在使用这个BSC,显然,我国的好多国有单位和事业单位根据就不符合这些前提条件.最终做出来的东西能有效嘛:Q

chlamy

如果完全放弃也不好，确实人需要约束和激励。不然公司很多人都会偷懒，但是照本宣科的效果也不好，员工可能也会有意见。

raviou

绝对认同：现时企业要求量化的目标是老板的钱包厚度最大化，员工的工资袋厚度最小化！

wendy_ding

考核最终都因为人的原因而流于形式！

兔子的喵喵

有的职能部门的主要指标是可以量化的，有的不能，全盘否定KPI考评我认为也没有必要，可以结合公司实际加以改良，适合公司的才是有效的考核。