How do you measure the performance of a product manager?

There is no clear standard for the KPI assessment of product managers, and the KPI assessment of product managers has different assessment focuses and content according to different company cultures and different product characteristics. The KPI of the product manager of the e-commerce company will be more biased towards transactional data. For example, transaction volume, sales indicators and other data.

Social product managers will focus on user retention, activity, etc. If the company's culture is biased towards operations, KPIs will be biased towards operational indicators, such as UV PV, conversion rate, etc. If you prefer the product, you will focus on user complaints and experience.

If you are biased towards data, you will focus on data collection and using data to feed back product indicators. Usually, the assessment items can be divided into the following two categories: quantifiable indicators:

The number of UV PVs --- the number of UVs comes more from diversion, and the cultivation and retention of users themselves also have an impact on this indicator. This data is usually borne by both the product and the operation. Payment conversion rate --- the user's experience in the payment process and directly affects the payment conversion rate.

Of course, the content itself will also have an impact on the conversion rate, such as the quality of the products in the e-commerce industry, reviews, etc. The number of user complaints and consultations--- users will only take the initiative to complain if they are unhappy when using the product. How to avoid user complaints in product design should be the highest priority requirement of the product.

The length of user stay --- the attractiveness of the product itself to users, and there are different data standards according to different industries. It's not that the longer the user stays, the better. Bounce rate Exit rate--- The influencing factors of these two data mainly lie in the guidance and attention of the content in the user use process.

Customer retention --- related to the operational strategy to evoke potentially churned users, or the attractiveness of the product content itself. Non-quantifiable metrics: Accuracy of requirements--- While all companies are emphasizing embracing change, product managers ensure that requirements are accurate and reduce change.

It should be a product manager's bottom line and persistence. Product project execution planning--- product managers usually assume the responsibilities of half of the project manager, and this is where project management skills are important. The rigor and exhaustiveness of the documentation --- its accuracy as a tool for communicating requirements, representing the depth of the product manager's thinking about the requirements.

Collaboration and communication skills--- Product managers serve as a bridge of communication, and communication skills are very important skills when carrying out work. No matter how deep a product manager's understanding of the requirements is, no matter how good the sense of experience is, the lack of communication skills is not enough to promote the demand. The assessment of non-quantitative indicators is relatively more subjective, and it is more suitable for scoring indicators.

For example, some companies mandate rankings, so in addition to quantitative indicators, non-quantitative indicators are used to deduct points for ranking. To put it bluntly, your level actually comes from the leader who adjusts you through certain indicators. Finally, the so-called product manager KPI assessment is really just a management tool.

While grasping the assessment indicators, strengthen the hard ability as a product manager, and establish the ability to play with the assessment no matter which company you are in. <>

Product manager refers to the position in the enterprise that is specifically responsible for product management, and the product manager is responsible for investigating and determining what kind of product to develop, what technology and business model to choose according to the needs of users. He also coordinates R&D, marketing, operations, etc., determines and organizes the implementation of corresponding product strategies, and a series of other related product management activities according to the product life cycle. Therefore, the job responsibilities of a product manager include listening to user needs; Responsible for the definition, planning and design of product functions; Making complex decisions, keeping teams running smoothly, tracking bugs, etc., the product manager is solely responsible for the final completion of the product.

In addition, the product manager should also carefully collect the new needs of users, the information of competitive products, and conduct demand analysis, competitive product analysis and research product development trends. <>

As a product manager, his role is to understand the needs of customers and respond to changes in the market in a timely manner, and then the company will respond accordingly to this feedback. The responsibility of the product manager can be said to be quite heavy, he not only needs to be optimistic about the direction of the market, do a good investigation, he also needs to have good team management skills and so on. So, how do you measure the performance of product managers?

That is to say, since you want to assess, then you mainly want to assess the product manager's abilities, according to the product manager's job responsibilities and daily work needs, we can know that the main assessment should be: the product manager's performance, work ability and work attitude. In this way, it is finally decided how to pay bonuses to product managers, and whether to reduce or raise, and even whether they need to be demoted or promoted.

The personnel involved in the assessment are generally the product manager's superiors and related departments, such as the manager of the product department and the human resource management department. The setting of assessment indicators is mainly based on the responsibilities of the product manager and the requirements of the company's overall goals to determine the assessment indicators, such as relevant management ability, conflict communication and handling ability, market research ability and so on.

Because for a company, innovation and understanding of the market is very necessary, as a product manager is required to have the ability to innovate, whether it is in strategic considerations, product development, or follow-up product promotion, it is necessary for product managers to consider comprehensively, no innovative products are difficult to win advantages, so innovation ability is the focus of assessment.

That's all I have for it, I hope it helps you with your questions. I think that since he needs to be a product manager, he must know the product very well, and he can analyze the trend according to the market research, and make relevant adjustments to the product, which is reflected in his sales performance.

1. Ability to manage upwards. 2. Parallel management ability. 3. Ability to manage downwards.

The central idea is OKR, so that the target results can be quantified.

The key indicator is only profit. i.e. output-input. The financial indicator is cost-expense. The amount converted directly to [money].

Ideas: 1. Upward management.

Object-oriented: the product demander side (boss, customer, user, internal business unit). Collectively referred to as upstream.

Correlation impact: Directly affect the year-end bonus, promotion and salary increase of product managers and their teams. It has the greatest impact on individual income.

a. Business indicators.

Applicable: There is a need for direct business outcomes. For example, assist operations to attract new users, retain and convert.

The number of new customers is directly used to attract new customers. - Parameters only, not assessment.

Retention adopts the user's daily activity and seven-day retention rate. - Parameters only, not assessment.

Conversion is the core indicator of OKR assessment. Attract new customers, how many transactions or payments are converted. How much profit is generated.

For example, the conversion rate of the original funnel from registration to payment is 3%, which has been improved month-on-month after process optimization and transformation. Then *Client Volume* Average profit per trade. The revenue results of this optimization can be calculated.

b. Efficiency indicators.

Application: Sort out through feedback analysis from the business side.

If the customer service team feeds back a problem, if the same problem is not solved, how many consultations will be brought per month, which will be converted into the man-day cost of customer service.

Customer service is mostly a fragmented experience problem, usually packaged and calculated, Q1 quarter to eliminate 30 cost-effective needs, can save 20 man-days customer service consulting costs, according to the customer service monthly labor cost of 8,000 to calculate, quarterly cost savings in 10,000. Continuous elimination every quarter, the annual cost savings are 10,000.

The same is true for the problems solved for finance. If a clearing and settlement system can save 4 basic financial manpower, the annual cost saving will be about 400,000 yuan.

2. Parallel management.

Target-oriented: The product manager himself.

Correlation Impact: Far less impactful than upward management of some profit creation on revenue. But in the same business team. Based on the parallel management score, there will be a significant elimination of the last place. In layman's terms, if you don't do well, you're ready to pack up and get out.

Application: Product post daily work ability assessment.

Parallel management refers to the quantification of product managers' own capability management indicators.

We made an Elite Product Standard

Score from the four dimensions of ability growth, professional ability, project management, and professional ethics. The internal materials related to secrets will not be fully pasted. FYI. According to the emphasis on different indicators at different stages, the weight of the score will be adjusted.

Object-oriented: Parallel or downstream collaborative teams (UI, interaction, R&D, testing, PMO, O&M).

Related impact: rank promotion and job transfer, some excellent employee type bonuses.

Applicable: Teamwork assessment for product managers.

A cross-team grading system and a sample interview grading system are usually used.

Behaviors that directly affect ratings include emotional intelligence, number of need changes, personal influence, personality, and more.

How to conduct performance appraisal of product managers, the industry is different, the company is different, the products are different, and the assessment standards will be different, combined with their own product work practices, the assessment of product managers can be assessed from the requirements document, demand assessment and priority definition, demand management schedule, requirements change, project follow-up, work attitude, communication, operational indicators and several other major items, each major item can be subdivided into small items, and the small items can be analyzed according to the specific situation. What is the assessment and scoring criteria for each sub-item, what is the total score of each sub-item, what is the weight percentage of the total score, how much the product manager himself gives himself, what is the product manager's own evaluation of himself, how much does the direct leader give to the product manager, and what is the evaluation of the product manager.

For the performance appraisal of the product manager, the result is not the main purpose, the appraisal is just a means, about communication, affirming the product manager's good work, putting forward praise, for the outstanding contribution made by the product manager, you can give appropriate points and rewards; Communicate the deficiencies of the product manager, analyze the reasons for the deficiencies, and what kind of resources are needed to make up for the deficiencies, help the product manager grow, and promote the professional skills and literacy of the product manager to a new level.

How to conduct performance appraisal of product managers, the industry is different, the company is different, the products are different, and the assessment standards will be different, combined with their own product work practices, the assessment of product managers can be assessed from the requirements document, demand assessment and priority definition, demand management schedule, requirements change, project follow-up, work attitude, communication, operational indicators and several other major items, each major item can be subdivided into small items, and the small items can be analyzed according to the specific situation. What is the assessment and scoring criteria for each sub-item, what is the total score of each sub-item, what is the weight percentage of the total score, how much the product manager himself gives himself, what is the product manager's own evaluation of himself, how much does the direct leader give to the product manager, and what is the evaluation of the product manager.

For the performance appraisal of the product manager, the result is not the main purpose, the appraisal is just a means, about communication, affirming the product manager's good work, putting forward praise, for the outstanding contribution made by the product manager, you can give appropriate points and rewards; Communicate the deficiencies of the product manager, analyze the reasons for the deficiencies, and what kind of resources are needed to make up for the deficiencies, help the product manager grow, and promote the professional skills and literacy of the product manager to a new level.

1: First of all, it is necessary to complete the R&D indicators established within a fixed period 2: It is necessary to complete the product operation and maintenance indicators at each stage of operation.

3: The final assessment of profit indicators and user usage and clicks indicators is different from each other, and the difference between products is that at this stage, some products have a long period of time when the main indicator is to accumulate users rather than income, so there will be differences.

First of all, it should be clear that the industry is different, the company is different, the products are different, and the assessment standards will be different.

1.Combined with their own product work practices, the assessment of product managers can be assessed from requirements documents, requirements assessment and priority definition, requirements management schedules, requirements changes, project follow-up, work attitudes, communication situations, operational indicators and several other major items, each major item can be subdivided into small items, and the small items are analyzed according to the specific situation, what is the assessment and scoring standard of each sub-item, what is the total score of each sub-item, what is the weight percentage of the total score, and how much score the product manager gives himself. What is the product manager's own evaluation of himself, how much does the direct leader rate the product manager, and what is the evaluation of the product manager.

2.For the performance appraisal of the product manager, the result is not the main purpose, the appraisal is just a means, about communication, affirming the product manager's good work, putting forward praise, for the outstanding contribution made by the product manager, you can give appropriate points and rewards; Communicate the deficiencies of the product manager, analyze the reasons for the deficiencies, and what kind of resources are needed to make up for the deficiencies, help the product manager grow, and promote the professional skills and literacy of the product manager to a new level.