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关于

关于KPI（KeyPerformanceIndicator）的知识

第一部分：

KPI（Wikipedia,thefreeencyclopedia）；

KeyPerformanceIndicator（KPI）isanindustryjargontermforatypeofMeasureofPerformance.KPIsarecommonlyusedbyanorganizationtoevaluateitssuccessorthesuccessofaparticularactivityinwhichitisengaged.Sometimessuccessisdefinedintermsofmakingprogresstowardstrategicgoals,butoften,successissimplytherepeatedachievementofsomelevelofoperationalgoal（zerodefects,10/10customersatisfactionetc.）.Accordingly,choosingtherightKPIsisreliantuponhavingagoodunderstandingofwhatisimportanttotheorganization.'Whatisimportant'oftendependsonthedepartmentmeasuringtheperformance-theKPIsusefultoaFinanceTeamwillbequitedifferenttotheKPIsassignedtothesalesforce,forexample.Becauseoftheneedtodevelopagoodunderstandingofwhatisimportant,performanceindicatorselectionisoftencloselyassociatedwiththeuseofvarioustechniquestoassessthepresentstateofthebusiness,anditskeyactivities.Theseassessmentsoftenleadtotheidentificationofpotentialimprovements;andasaconsequence,performanceindicatorsareroutinelyassociatedwith'performanceimprovement'initiatives.AverycommonmethodforchoosingKPIsistoapplyamanagementframeworksuchastheBalancedScorecard.

Categorizationofindicators

KeyPerformanceIndicatorsdefineasetofvaluesusedtomeasureagainst.Theserawsetsofvalues,whicharefedtosystemsinchargeofsummarizingtheinformation,arecalledindicators.IndicatorsidentifiableaspossiblecandidatesforKPIscanbesummarizedintothefollowingsub-categories:

∙Quantitativeindicatorswhichcanbepresentedasanumber.

∙Practicalindicatorsthatinterfacewithexistingcompanyprocesses.

∙Directionalindicatorsspecifyingwhetheranorganizationisgettingbetterornot.

∙Actionableindicatorsaresufficientlyinanorganization'scontroltoeffectchange.

∙Financialindicatorsusedinperformancemeasurementandwhenlookingatanoperatingindex

KeyPerformanceIndicators,inpracticaltermsandforstrategicdevelopment,areobjectivestobetargetedthatwilladdthemostvaluetothebusiness.ThesearealsoreferredtoasKeySuccessIndicators.

SomeImportantAspects

Keyperformanceindicators（KPIs）arewaystoperiodicallyassesstheperformancesoforganizations,businessunits,andtheirdivision,departmentsandemployees.Accordingly,KPIsaremostcommonlydefinedinawaythatisunderstandable,meaningful,andmeasurable.Theyarerarelydefinedinsuchawaysuchthattheirfulfillmentwouldbehamperedbyfactorsseenasnon-controllablebytheorganizationsorindividualsresponsible.SuchKPIsareusuallyignoredbyorganizations.

Inordertobeevaluated,KPIsarelinkedtotargetvalues,sothatthevalueofthemeasurecanbeassessedasmeetingexpectationsornot.

IdentifyingIndicatorsofOrganization

Performanceindicatorsdifferfrombusinessdrivers&aims（orgoals）.AschoolmightconsiderthefailurerateofitsstudentsasaKeyPerformanceIndicatorwhichmighthelptheschoolunderstanditspositionintheeducationalcommunity,whereasabusinessmightconsiderthepercentageofincomefromreturningcustomersasapotentialKPI.

ThekeystagesinidentifyingKPIsare:

∙Havingapre-definedbusinessprocess（BP）.

∙HavingrequirementsfortheBPs.

∙Havingaquantitative/qualitativemeasurementoftheresultsandcomparisonwithsetgoals.

∙Investigatingvariancesandtweakingprocessesorresourcestoachieveshort-termgoals.

AKPIcanfollowtheSMARTcriteria.ThismeansthemeasurehasaSpecificpurposeforthebusiness,itisMeasurabletoreallygetavalueoftheKPI,thedefinednormshavetobeAchievable,theimprovementofaKPIhastobeRelevanttothesuccessoftheorganization,andfinallyitmustbeTimephased,whichmeansthevalueoroutcomesareshownforapredefinedandrelevantperiod.

KPIExamples

Marketing

Someexamplesare:

1.Newcustomersacquired

2.Demographicanalysisofindividuals（potentialcustomers）applyingtobecomecustomers,andthelevelsofapproval,rejections,andpendingnumbers.

3.Statusofexistingcustomers

4.Customerattrition

5.Turnover（ie,Revenue）generatedbysegmentsofthecustomerpopulation.

6.Outstandingbalancesheldbysegmentsofcustomersandtermsofpayment.

7.Collectionofbaddebtswithincustomerrelationships.

8.Profitabilityofcustomersbydemographicsegmentsandsegmentationofcustomersbyprofitability.

ManyofthesecustomerKPIsaredevelopedandmanagedwithcustomerrelationshipmanagement（CRM）software.

Fasteravailabilityofdataisacompetitiveissueformostorganizations.Forexample,businesseswhichhavehigheroperational/creditrisk（involvingforexamplecreditcardsorwealthmanagement）maywantweeklyorevendailyavailabilityofKPIanalysis,facilitatedbyappropriateITsystemsandtools.

Problems

Inpractice,overseeingKeyPerformanceIndicatorscanproveexpensiveordifficultfororganizations.Indicatorssuchasstaffmoralemaybeimpossibletoquantify.

Anotherseriousissueinpracticeisthatonceameasureiscreated,itbecomesdifficulttoadjusttochangingneedsashistoricalcomparisonswillbelost.Conversely,measuresareoftenofdubiousrelevance,becausehistorydoesexist.

Furthermore,sincebusinesseswithsimilarbackgroundsareoftenusedasabenchmarkforsuchmeasures,measuresbasedonlyonin-housepracticesmakeitdifficultforanorganizationtocomparewiththeseoutsidebenchmarks.

Measuresarealsousedasaroughguideratherthanaprecisebenchmark.

第二部分：

KPI（FromIBIS）

Background

ThetermKPIhasbecomeoneofthemostover-usedandlittleunderstoodtermsinbusinessdevelopmentandmanagement.Intheoryitprovidesaseriesofmeasuresagainstwhichinternalmanagersandexternalinvestorscanjudgethebusinessandhowitislikelytoperformoverthemediumandlongterm.Regrettablyithasbecomeconfusedwithmetrics–ifwecanmeasureit,itisaKPI.AgainstthegrowingbackgroundofnoisecreatedbyawelterofsuchKPIconcepts,thetruevalueofthecoreKPIbecomeslost.

TheKPIwhenproperlydevelopedshouldbeprovideallstaffwithcleargoalsandobjectives,coupledwithanunderstandingofhowtheyrelatetotheoverallsuccessoftheorganisation.Publishedinternallyandcontinuallyreferredto,theywillalsostrengthensharedvaluesandcreatecommongoals.

WhatarethekeycomponentsofaKPI?

TheKPIshouldbeseenas:

OnlyKeywhenitisoffundamentalimportanceingainingcompetitiveadvantageandisamakeorbreakcomponentinthesuccessorfailureoftheenterprise.Forexample,theleveloflabourturnoverisanimportantoperatingratio,butrarelyonethatisamakeorbreakelementinthesuccessandfailureoftheorganisation.Manyareabletooperateonwellbelowbenchmarklevelsandstillreturnsatisfactoryorabovesatisfactoryresults.

OnlyrelatingtoPerformancewhenitcanbeclearlymeasured,quantifiedandeasilyinfluencedbytheorganisation.Forexample,weatherinfluencesmanytouristrelatedoperations–buttheorganisationcannotinfluencetheweather.Salesgrowthmaybeanimportantperformancecriteria–buttargetsmustbesetthatcanbemeasured.

OnlyanIndicatorifitprovidesleadinginformationonfutureperformance.Aconsiderableamountofdatawithintheorganisationonlyhasvalueforhistoricalpurposes–forexampledebtorandcreditorlength.Bycontrastratesofnewproductdevelopmentprovideexcellentleadingedgeinformation.

ObviouslyKPI'scannotoperateinavacuum.OnecannotestablishaKPIwithoutaclearunderstandingofwhatispossible–sowehavetobeabletosetupperandlowerlimitsoftheKPIinreferencetothemarketandhowthecompetitionisperforming（orintheabsenceofcompetition,acomparablemeasurementfromanumberofsimilarorganisations）.ThismeansthatanunderstandingofbenchmarksisessentialtomakeKPI'suseful（andspecifictotheorganisation）,astheyputthelevelofcurrentperformanceincontext–bothforstartupsandestablishedenterprises–thoughtheyaremoreimportantforthelatter.Benchmarksalsohelpincheckingwhatothersuccessfulorganisationsseeascrucialinbuildingandmaintainingcompetitiveadvantage,astheyarecentraltoanytypeofcompetitiveanalysis.

Startwithwhatyouneedtomeasureandmonitor

Differentorganisationsneedtomonitordifferentaspectsoftheirenvironment.Forexample,theairlineindustryhasacomplexsetofissuesmanyofwhich（butnotall）aredifferentfromthedairyfarmer.Ibishascreatedanumberofseparatebusinessmonitoringmodulesformediumsizedcompanieswhichwebelievecoverthemajorityofrequirementsforthedevelopmentandmaintenanceoftheirorganisation,thatarepartofabottomupplanningsystembasedaroundknowledgecentres.

第三部分：

500强名企的KPI绩效管理案例

500强名企的KPI绩效管理操作手册部分内容

　　四、绩效指标的主要形式与内容

（一）关键绩效指标（KPI）

　　即用来衡量某一职位工作人员工作绩效表现的具体量化指标，是对工作完成效果的最直接衡量方式。

关键绩效指标来自于对企业总体战略目标的分解，反映最能有效影响企业价值创造的关键驱动因素。

设立关键绩效指标的价值在于：

使经营管理者将精力集中在对绩效有最大驱动力的经营行动上，及时诊断生产经营活动中的问题并采取提高绩效水平的改进措施。

　　KPI指标并不一定能直接用于或适合所有岗位的人员考核，但因为KPI指标能在相当程度上反映组织的经营重点和阶段性方向，所以成为绩效考核的基础。

关于KPI指标的具体提取与分解方法在第三部分中予以详细说明。

（二）工作目标与过程设定

　　即由上级领导与员工共同商议确定员工在考核期内应完成的主要工作及其效果，并在考核期结束时由上级领导根据期初所定目标是否实现，为员工绩效打分的绩效管理方式。

它是一种对工作职责范围内的一些相对长期性、过程性、辅助性、难以量化的主要工作任务完成情况的考核方法。

　　（三）KPI与工作目标的关系

　　KPI与工作目标在绩效管理系统中互相配合、互为补充。

　　1.共同点在于：

　　都是依据目标职位的工作职责和工作性质而设定，反映由公司战略目标分解得出的关键价值驱动因素，并且只反映目标职位的最主要经营活动效果，而非全部工作。

　　2.不同点在于：

　　KPI可以用计算公式计算出员工经营活动的量化结果，侧重考察员工对经营成果有直接控制力的工作，它考察的是当期绩效和最终经营成果；工作目标是由上级领导以打分的形式，定性评价员工完成不易量化的主要工作情况，侧重考察员工对经营成果无直接控制力的工作，它考察的是