How the weights of the indicators in the company s performance appraisal system are determined

Determining the weight of each indicator in a company's performance appraisal system is a complex process that requires comprehensive consideration of the following factors:

1.Corporate strategic objectives: First of all, the determination of weights should be consistent with the company's strategic goals and priorities. Different indicators contribute differently to achieving the company's strategic goals, so the weight of the corresponding indicators needs to be determined according to the importance and priority of the strategy.

2.Department and post objectives: Consider the responsibilities and objectives of each department and position, and determine that the weight of the indicator should match the importance and contribution of each position and department. For example, a performance metric for a sales department might be higher in the overall weighting.

3.Quantifiability of the target: The weighting of the indicator should take into account the quantifiable degree of the target. If a metric is difficult to quantify or can't be measured explicitly, it may be lowered when the weights are assigned.

4.Employee engagement and acceptance: When formulating weights, employee engagement and acceptance should be taken into account. If employees have different views on the importance of certain metrics, the weights can be adjusted through employee participation and feedback to increase employees' sense of engagement and recognition.

5.Historical data and experience: Referencing historical data and experience is one way to determine weighting. By analyzing past performance data and results, we can understand the impact of different indicators on performance, so as to provide a reference for the determination of weights.

6.Management consensus and discussion: The determination of weights should be a process of collective discussion and consensus. The management should conduct in-depth discussions and decision-making on the weighting of each indicator, fully consider various factors and the views of stakeholders, and ensure the fairness and reasonableness of the weights.

After the weights are determined, they also need to be regularly evaluated and adjusted to adapt to the needs of the company's development and market changes. The determination of weights is not set in stone, and should be flexibly adjusted according to the needs of the company and employees to ensure the effectiveness and adaptability of the performance appraisal system.

Answer]: Shout group congratulations a, b, c

Generally speaking, there are several ways to set weights: (1) Subjective empirical method. The assessor directly sets weights or cans for the indicators based on his or her previous experience, which is generally applicable to the situation where the assessor is very familiar with and understands the assessment object.

2) Classification of primary and secondary indicators. This is one of the more commonly used methods, also known as taxonomy. The specific operation is divided into two steps: queuing and setting weights

Queuing is to arrange all the indicators in the assessment index system according to certain standards, such as according to their importance; Weights are set according to categorical indicators on the basis of queuing of primary and secondary indicators. Zheng Paisan is an expert investigation method. This method is to hire relevant experts to conduct in-depth research on the assessment index system, and each expert first sets the weight of the assessment index independently, and then takes the average weight of each assessment index as the final weight.

1. Specific: to the target, moderately refined, and change with the situation;

2. Measurable: quantitative, behavioral, data or information can be used to make amusement;

3. Achievable: It can be achieved with effort and within a moderate time limit;

4. Realistic: provable and observable;

5. Time limit: use time units and pay attention to efficiency.

Answer]: The design methods of the weights of the performance appraisal indicators include: empirical judgment method, ranking method according to importance, dual comparison method, multiple weighting method, and weight factor judgment method.

First, understand the problem in layers.

1. Performance appraisal is a test of employees' work results and an evaluation of their efforts. Therefore, performance appraisal needs to be fair and just in process evaluation, outcome evaluation, attitude evaluation, ability evaluation, etc., and the basic requirements are process fairness, result fairness, and interaction fairness. If performance appraisal is to play an incentive role, the result must be linked to the salary collapse, so that employees realize that it is related to their own vital interests.

2. On the basis of the above significance of performance appraisal, it is more meaningful to talk about weight. The size of the weight of the trillion is a guide to the direction of the employee's work, the weight is heavy, the score is large, and the result will seriously affect the score of the performance appraisal, so the employee's attention will unconsciously focus on the work of the weight.

3. Thirdly, it is to talk about the design method of weights. There are many methods of weight design, and the most commonly used is the leader estimation method, which is simple and easy to operate. There is also the use of mathematical methods to calculate, which is more cumbersome.

There are four steps to design department and job performance appraisal indicators using the KPI method:

Step 1: List the work output of the department and positionBecause the KPI should reflect the value-added performance to the organizational goal, it is set for the work output that plays a value-added role in the enterprise goal, so in order to set the department and post KPI, the work output of each department and position must be determined first.

Step 2: Establish departmental and post KPIsWhen establishing departmental and post KPIs, the following questions should be answered on the basis of following the above principles of establishing enterprise-level KPIs: (1) What do we care about when evaluating the work output of the department or position?

Quantity? Quality? Time limit?

Cost? (2) How do we measure these outputs? (Quantity, quality, timeline and cost) (3) Is there a quantity or percentage that can be tracked?

If such quantitative indicators exist, list them. (4) If there are no quantitative indicators to evaluate the work output, then who can evaluate whether the work results are completed well or not? Can you describe what it looks like to have a good work product?

What are the key measurement factors?

Step 3: Set the evaluation criteriaWhen designing the evaluation criteria for KPIs, enterprises often combine the idea of objective management, comprehensively consider the benchmarks selected by the enterprise, the objectives in the performance plan, the historical experience data of the enterprise and other factors, and use the grade description method, the key event method, the percentage rate method or the either/or method to describe the evaluation criteria. The evaluation criteria should be formulated on the basis of communication and coordination, full discussion and analysis between managers and employees.

Step 4: Review KPIsThe company has determined the work output, and after designing the KPIs, it should also review and screen the KPIs based on the design principles of the KPIs to ensure that they can comprehensively and objectively reflect the work performance of the evaluated objects and effectively support the strategic goals of the enterprise.

After completing the above four steps, you can get a complete KPI system for the department or position.

There are many assessment indicators for each position in the enterprise, which means that a performance appraisal index library can be set up for each position! The purpose of performance appraisal is to achieve the set goal, and to achieve this goal is to solve the problems existing in the process, is to determine the key performance appraisal indicators at that time for the problems to be solved now, and there are some performance appraisal indicators if the implementation process is smoothly promoted, then this indicator should not be included, it is generally recommended to determine the problem with the assessed personnel every month and the assessment indicators that need to be taken to solve this problem, and the assessment indicators must be able to be data. Try to control the number of assessments to about five per month. To put it simply, performance appraisal is to solve problems!

The method commonly used to establish the KPI system is the "fishbone diagram" analysis method, and its main steps include:

1. Determine individual or departmental business priorities and determine which individual or organizational factors interact with the company;

2. Define the business criteria for each position and define the key success factors, i.e., the strategic means needed to meet the business priorities;

3 Identify key performance indicators and determine the actual factors that determine whether a performance standard is being met.

4. Decomposition and implementation of key performance indicators.

Taking marketing personnel as an example, in order to determine their key performance, it is first necessary to determine the responsibilities and key success factors of the marketing department to achieve the company's strategic goals according to the company's strategic objectives, and then determine the key performance indicator system of various functional departments and business departments and related processes within the marketing department through layer by layer decomposition, and then decompose it into performance appraisal indicators for marketing personnel.

For example, if the company's strategic goal is to be a world leader, then the key performance objectives of the marketing department must be positioned as a market leader, and to achieve this goal, it must be a world leader in the following aspects: market image, marketing network and market share. And the role of a marketer dictates that their KPIs should revolve around "market share".

From this, we can determine that the key performance appraisal index system of a certain appraisal cycle of marketing personnel is:

1 Customer satisfaction (e.g., customer satisfaction improvement rate or number of customer complaints).

2 Sales order value (e.g., sales order value or sales order value growth rate).

3 Payment** (such as the amount of payment** or the target completion rate of payment**).

4 Selling expenses (such as direct selling expense rate or direct selling expense reduction rate).

5 Contract error rate reduction rate.

In addition, qualitative KPIs such as teamwork, market analysis, and customer relationships can also be added based on the current business status of the marketer.

It should be added that on the basis of the above key performance indicator system of marketing personnel, adding the "per capita gross profit of marketing system" indicator can expand the individual key performance indicator system to the organization's key performance indicator system, that is, the key performance indicator system for the organizational performance appraisal of the marketing department can be formed.