1、原文CREATINGEFFECTIVEKPISECKERSONWAYNEWONEOFTHEMOSTCOMMONQUESTIONSPEOPLEASKABOUTPERFORMANCEDASHBOARDSISHOWDOWEDEFINEEFFECTIVEKEYPERFORMANCEINDICATORSKPISTHEANSWERISIMPORTANTBECARUSKPISGOVERNHOWEMPLOYEESDOTHEIRJOBSAGENTSOFORGANIZATIONALCHANGETHEADAGEWHATGETSMEASURED,GETSDONEISTRUEKPISFOCUSEMPLOYEESATTE
2、NTIONONTHETASKSTHEPROCESSESTHATEXECUTIVESDEEMMOSTCRITICALTOTHESUCCESSOFTHEBUSINESSKPISARELIKELEVERSTHATEXECUTIVESCANPULLTOMOVETHEORGANIZATIONINNEWANDDIFFERENTDIRECTIONSINFACT,AMONGALLTHETOOLSAVAILABLETOEXECUTIVESTOCHANGETHEORGANIZATIONANDMOVEITINANEWDIRECTION,KPISAREPERHAPSTHEMOSTPOWERFULSUBSEQUENTL
3、Y,EXECUTIVESNEEDTOTREATKPISWITHRESPECTASPOWERFULAGENTSOFCHANGE,KPISCANDRIVEUNPARALLELEDIMPROVEMENTSORPLUNGETHEORGANIZATIONINTOCHAOSANDCONFUSIONIFTHEKPISDONOTACCURATELYTRANSLATETHECOMPANYSSTRATEGYANDGOALSINTOCONCRETEACTIONSONADAILYBASIS,THEORGANIZATIONWILLFLOUNDER,IMPEDINGEACHOTHERSPROGRESSANDLEAVING
4、EVERYONETIREDANDFRUSTRATEDWITHLITTLETOSHOWFORTHEIREFFORTSSUBOPTIMIZEDPROCESSESATRUCKINGCOMPANY,FOREXAMPLE,THATMEASURESPERFORMANCEBYTHEPERCENTAGEOFONTIMESHIPMENTSMAYDRIVEHAULINGCOSTSSKYWARDBECAUSETHEKPIDOESNOTHINGTODISCOURAGEDISPATCHERSFROMSENDINGOUTHALFEMPTYTRUCKSTOMEETTHEIRSCHEDULESTOKEEPCISTSINLIN
5、E,THECOMPANYNEEDSTOADDASECONDKPITHATMEASURESTHEPERCENTAGEOFUNUSEDCARGOCAPACITYINOUTGOINGTRUCKS,ANDITNEEDSTOREVISETHEFIRSTKPISOITEMPHASIZESMEETINGCUSTOMEREXPECTATIONSFORFAST,RELIABLESHIPMENTSRATHERTHANJUSTONTIMEDELIVERIESTHISCOMBINATIONOFKPISGIVESDISPATCHERSLEEWAYTOCONTACTCUSTOMERSANDRENEGOTIATESHIPP
6、INGSCHEDULESIFTHEYKNOWTHECUSTOMERMAYBEFLEXIBLETHEZENOFDEVELOPMENTCRAFTINGSOUNDKPISISMOREOFANARTTHANASCIENCEALTHOUGHTHEREAREGUIDELINESFORCREATINGEFFECTIVEKPISSEESIDEBAR,THEYDONOTGUARANTEESUCCESSAKPITEAMMAYSPENDMONTHSCOLLECTINGREQUIREMENTS,STANDARDIZINGDEFINITIONSANDRULES,PRIORITIZINGKPISANDSOLICITING
7、FEEDBACKINSHORT,FOLLOWINGALLTHERULESFORSOLIDKPIDEVELOPMENTBUTSTILLFAILINFACT,THEDANGERISTHATKPITEAMSWILLSHOOTFORPERFECTIONANDFALLPREYTOANALYSISPARALYSISINREALITY,KPITEAMSCANONLYGET80PERCENTOFTHEWAYTOANEFFECTIVESETOFKPISTHELAST20PERCENTCOMESFROMDEPLOYINGTHEKPIS,SEEINGHOWTHEYIMPACTBEHAVIORANDPERFORMAN
8、CE,ANDTHENADJUSTINGTHEMACCORDINGLYMETRICSUSEDINPERFORMANCEDASHBOARDSARETYPICALLYCALLEDKEYPERFORMANCEINDICATORSBECAUSETHEYMEASUREHOWWELLTHEORGANIZATIONORINDIVIDUALPERFORMSAGAINSTPREDEFINEDGOALSANDTARGETSTHEREARETWOMAJORTYPESOFKPISLEADINGANDLAGGINGINDICATORSLEADINGINDICATORSMEASUREACTIVITIESTHATHAVEAS
9、IGNIFICANTEFFECTONFUTUREPERFORMANCE,WHEREASLAGGINGINDICATORS,SUCHASMOSTFINANCIALKPIS,MEASURETHEOUTPUTOFPASTACTIVITYLEADINGINDICATORSAREPOWERFULMEASURESTOINCLUDEINAPERFORMANCEDASHBOARDBUTARESOMETIMEDIFFICULTTODEFINETHEYMEASUREKEYDRIVERSOFBUSINESSVALUEANDAREHARBINGERSOFFUTUREOUTCOMESTODOTHIS,LEADINGIN
10、DICATORSEITHERMEASUREACTIVITYINITSCURRENTSTATEIE,NUMBEROFSALESMEETINGSTODAYORINAFUTURESTATEIE,NUMBEROFSALESMEETINGSSCHEDULEDFORTHENEXTTWOWEEKS,THELATTERBEINGMOREPOWERFULBECAUSEITGIVESINDIVIDUALSANDTHEIRMANAGERSMORETIMETOINFLUENCETHEOUTCOMEFOREXAMPLE,QUICKENLOANSIDENTIFIEDTWOKPLSTHATCORRELATEWITHTHEA
11、BILITYOFMORTGAGECONSULTANTSTOMEETDAILYSALESQUOTASTHEAMOUNTOFTIMETHEYSPENDONTHEPHONEWITHCUSTOMERSANDTHENUMBEROFCLIENTSTHEYSPEAKWITHEACHDAYQUICKENLOANSNOWDISPLAYSTHESETWOCURRENTSTATEKPLSPROMINENTLYONITSOPERATIONALDASHBOARDSMOREIMPORTANTLY,HOWEVER,ITCREATEDATHIRDKPIBASEDONTHEPREVIOUSTWOTHATPROJECTSWHET
12、HERMORTGAGECONSULTANTSAREONTRACKTOMEETTHEIRDAILYQUOTASEVERY15MINUTESTHISFUTURESTATEKPI,WHICHISBASEDONASIMPLESTATISTICALREGRESSIONALGORITHMUSINGDATAFROMTHECURRENTSTATEKPLS,ENABLESSALESMANAGERSTOIDENTIFYWHICHMORTGAGECONSULTANTSTHEYSHOULDASSISTDURINGTHENEXTHOURORSOCHALLENGESTOCREATINGKPISSOMEOFTHECHALL
13、ENGESWITHCREATINGEFFECTIVEKPLSINCLUDEPROCESSNUANCES,ACTIVITYMEASUREMENT,ACCURATECALCULATIONSANDLIFECYCLEMANAGEMENTPROCESSNUANCES,THEPROBLEMWITHMANYKPLSISTHATTHEYDONOTACCURATELYCAPTURETHENUANCESOFABUSINESSPROCESS,MAKINGITDIFFICULTFORTHEPROJECTTEAMTOFIGUREOUTWHATDATATOCAPTUREANDHOWTOCALCULATEITFOREXAM
14、PLE,EXECUTIVESATDIRECTENERGYREQUESTEDAREPEATCALLMETRICTOTRACKTHEEFFICIENCYOFFIELDSERVICETECHNICIANS,BUTITTOOKTHEPROJECTTRAMCONSIDERABLETIMETOCLARIFYTHEMEANINGOFTHEKPIFOREXAMPLE,FIELDSERVICETECHNICIANSPRIMARILYREPAIRHOMEENERGYEQUIPMENT,BUTTHEYCANALSOSELLITSO,ISAREPEATCALLABADTHINGIFTHETECHNICIANALSOB
15、RINGSLITERATUREABOUTREPLACEMENTSYSTEMSORMAKESASALEORWHATIFAHOMEOWNERONLYLETSATECHNICIANMAKEMINORREPAIRSTOANAGINGSYSTEMTOSAVEMONEYBUTCALLSSHORTLYAFTERWARDBECAUSETHEHOMESFURNACEBROKEDOWNAGAINMOSTBUSINESSPROCESSESCONTAININNUMERABLENUANCESTHATMUSTBEUNDERSTOODANDBUILTINTOTHEKPIIFITISTOHAVEANYVALIDITY,ESP
16、ECIALLYIFTHEKPIISUSEDASABASISFORCOMPENSATIONTHEWORSTCASESCENARIOISWHENEMPLOYEESDISCOVERTHESENUANCESAFTERTHEKPLSHAVEBEENDEPLOYED,WHICHSTIRSUPAHORNETSNESTOFTROUBLEANDWREAKSHAVOCONBOTHTHEPERFORMANCEMANAGEMENTSYSTEMANDCOMPENSATIONPOLICIESACCURATECALCULATIONSITISALSODIFFICULTTOCREATEKPLSTHATACCURATELYMEA
17、SUREANACTIVITYSOMETIMES,UNFORESEENVARIABLESINFLUENCEMEASURESFOREXAMPLE,ACOMPANYMAYSEEAJUMPINWORKERPRODUCTIVITY,BUTTHEINCREASEISDUEMORETOANUPTICKININFLATIONTHANINTERNALPERFORMANCEIMPROVEMENTSTHISISBECAUSETHECOMPANYCALCULATESWORKERPRODUCTIVITYBYDIVIDINGREVENUESBYTHETOTALNUMBEROFWORKERSITEMPLOYSTHUS,AR
18、ISEINTHEINFLATIONRATEARTIFICIALLYBOOSTSREVENUESTHENUMERATORINTHEKPIANDINCREASESTHEWORKERPRODUCTIVITYSCOREEVENTHOUGHWORKERSDIDNOTBECOMEMOREEFFICIENTDURINGTHISPERIODALSO,ITISEASYTOCREATEKPLSTHATDONOTACCURATELYMEASURETHEINTENDEDOBJECTIVEFOREXAMPLE,MANYORGANIZATIONSSTRUGGLETOFINDAKPITOMEASUREEMPLOYEESAT
19、ISFACTIONORDISSATISFACTIONSOMEUSESURVEYS,BUTOFTENEMPLOYEESDONOTANSWERTHEQUESTIONSHONESTLYOTHERCOMPANIESUSEABSENTEEISMASASIGNOFDISSATISFACTION,BUTTHESENUMBERSARESKEWEDSIGNIFICANTLYBYEMPLOYEESWHOMISSWORKTOATTENDAFUNERAL,CAREFORASICKFAMILYMEMBERORSTAYHOMEWHENDAYCAREISUNAVAILABLESOMEEXPERTSSUGGESTTHATAB
20、ETTERKPI,ALTHOUGHNOTAPERFECTONE,MIGHTBETHENUMBEROFSICKDAYSTAKENBECAUSEUNHAPPYEMPLOYEESOFTENTAKEINFORMATIONPRIORITIESTHATAREMUSTIMPORTANTTOCREATESIGNIFICANTCHANGETRACKINGTHEPERFORMANCEOFINTERNALPROCESSESASWELLASLEARNINGANDGROWTHDRIVERSANDANALYZINGTHEIRCAUSEANDEFFECTRELATIONSHIPWITHKEYOUTCOMESAREPOWER
21、FULMECHANISMSTOENHANCEVISIBILITYCURRENTDRIVERPERFORMANCEWILLPREDICTLONGERTERMRESULTS,BOTHPOSITIVEANDNEGATIVE,IFTHESTRATEGICASSUMPTIONSARECORRECTFIRST,ITSHOWHOWTOMORROWSPERFORMANCEISSHAPINGUPBASEDONTODAYSSECOND,ITPROVIDESINSIGHTINTOTHEASSUMPTIONSOFTHESTRATEGYANDTHENEEDFOREITHERMIDCOURSECORRECTIONSORW
22、HOLESALEREFORMULATIONOFTHESTRATEGYRESPONSIVENESSISALSOSUPPORTEDBYTHESCORECARDALIGNMENTREPRESENTSTHEFIRSTTYPEOFRESPONSIVENESSTHATTHESCORECARDSUSTAINSMEASURES,TOGETHERWITHTHEOBJECTIVESONTHESTRATEGYMAPPROVIDEADEARFRAMEWORKFORALIGNINGTHEVARIOUSUNITSANDDEPARTMENTSOFTHEORGANIZATIONINCREASINGLY,INDIVIDUALS
23、ONTHEFRONTLINESASWELLASTHEBOARDOFDIRECTORSINTHEEXECUTIVESUITEAREUSINGTHESCORECARDFRAMEWORKTOCREATEALIGNMENTDYNAMICRESOURCEALLOCATIONREPRESENTSTHESECONDTYPEOFRESPONSIVENESSSUPPORTEDBYTHESCORECARDRESETTINGTARGETSANDMODIFYINGINITIATIVESINSUPPORTOFTHEEXECUTIONOFSTRATEGYARETRIGGERSFORREALLOCATINGRESOURCE
24、STHESCORECARDIDENTIFIESTHESEKEYLINKAGESTHATMUSTBEINTEGRATEDINTOPLANNINGPROCESSESTHESCORECARDISAKEYENABLEROFAMOREDYNAMICPLANNINGPROCESS,RESPONSIVETOCHANGEASITHAPPENSNOTJUSTTOTHECALENDARCHARACTERISTICSOFEFFECTIVEKPLSEFFECTIVEKPLSOFTENEXHIBITTHEFOLLOWING12CHARACTERISTICS1ALIGNEDKPLSAREALWAYSALIGNEDWITH
25、CORPORATESTRATEGYANDOBJECTIVES2OWNEDEVERYKPIIS“OWNED“BYANINDIVIDUALORGROUPONTHEBUSINESSSIDEWHOISACCOUNTABLEFORITSOUTCOME3PREDICTIVEKPLSMEASUREDRIVERSOFBUSINESSVALUETHUS,THEYARELEADINGINDICATORSOFPERFORMANCEDESIREDBYTHEORGANIZATION4ACTIONABLEKPLSAREPOPULATEDWITHTIMELY,ACTIONABLEDATASOUSERSCANINTERVEN
26、ETOIMPROVEPERFORMANCEBEFOREITISTOOLATE5FEWINNUMBERKPISSHOULDFOCUSUSERSONAFEWHIGHVALUETASKS,NOTSCATTERTHEIRATTENTIONANDENERGYONTOOMANYTHINGS6EASYTOUNDERSTANDKPLSSHOULDBESTRAIGHTFORWARDANDEASYTOUNDERSTAND,NOTBASEDONCOMPLEXINDEXESTHATUSERSDONOTKNOWHOWTOINFLUENCEDIRECTLY7BALANCEDANDLINKEDKPLSSHOULDBALAN
27、CEANDREINFORCEEACHOTHER,NOTUNDERMINEEACHOTHERANDSUBOPTIMIZEPROCESSES8TRIGGERCHANGESTHEACTOFMEASURINGAKPISHOULDTRIGGERACHAINREACTIONOFPOSITIVECHANGESINTHEORGANIZATION,ESPECIALLYWHENTHECEOMONITORSIT9STANDARDIZEDKPLSAREBASEDONSTANDARDDEFINITIONS,RULESANDCALCULATIONSSOTHEYCANBEINTEGRATEDACROSSDASHBOARDS
28、THROUGHOUTTHEORGANIZATION10CONTEXTDRIVENKPLSPUTPERFORMANCEINCONTEXTBYAPPLYINGTARGETSANDTHRESHOLDSTOPERFORMANCESOUSERSCANGAUGETHEIRPROGRESSOVERTIME11REINFORCEDWITHINCENTIVESORGANIZATIONSCANMAGNIFYTHEIMPACTOFKPLSBYATTACHINGCOMPENSATIONORINCENTIVESTOTHEMHOWEVER,THEYSHOULDDOTHISCAUTIOUSLY,APPLYINGINCENT
29、IVESONLYTOWELLUNDERSTOODANDSTABLEKPLS12RELEVANTKPLSGRADUALLYLOSETHEIRIMPACTOVERTIME,SOTHEYMUSTBEPERIODICALLYREVIEWEDANDREFRESHEDANDHERESHOWSTRATEGICKPISCANHELPYOUSETPRIORITIESFORYOURDEPARTMENT,CORRECTYOURCOURSE,ANDCONTRIBUTETOYOUROWNCAREERADVANCEMENT1SETTINGPRIORITIES“KPISAREINDICATORSTHATPOINTTOYOU
30、RSUCCESSATREACHINGYOUROBJECTIVES,“SAYSKARISCHROEDERBIGOTOFADVANTAGEPERFORMANCENETWORKCREATINGKPISREQUIRESINPUTFROMSTAKEHOLDERSSUCHASPROCUREMENTANDSENIOREXECUTIVES,SHENOTESREACHINGOUTTOSTAKEHOLDERSISALSOANOPPORTUNITYTOEDUCATEORREMINDTHEMABOUTMEETINGPOLICIESANDYOURDEPARTMENTSPURPOSEASDESCRIBEDINTHENEW
31、ADVITOWHITEPAPERONKPIS,“ITISUPTOMEETINGSMANAGEMENTTOTRANSLATETHEVALUEOFAMANAGEDPROGRAMINTOTHELANGUAGEOFTHECORPORATIONTHISISWHATSTRATEGICKPISDO“2COURSECORRECTION“IFYOUDONTMEETANOBJECTIVE,KPISSHOULDGIVEYOUACLEARINDICATOROFWHY,THEREFOREPROVIDINGYOUACLEARPICTUREOFWHATTOFOCUSON,GOINGFORWARD,“SCHROEDERBIG
32、OTEXPLAINSFOREXAMPLE,IFAKPIHAVINGTODOWITHMEETINGPROPERTIESSENDSUPAREDFLAGADECLINEINSATISFACTIONLEVELS,SAY“THENTHEREMAYBEATIGHTERFOCUSONSITESELECTIONTHEFOLLOWINGYEAR“OREVENMOREQUICKLYTHANTHAT,SAYSGEORGEODOMOFSTRATEGICTRAVELANDMEETINGSGROUP“IFYOUDONTCOMMUNICATETHROUGHOUTTHEYEARWITHPROGRESSUPDATES,ITDO
33、ESNTBRINGASMUCHVALUE,“HESAYS“IFYOUSEEABLIP,YOUCANASK,ISTHATAHABITORAONETIMEEVENTINTERIMCOMMUNICATIONALLOWSYOUTODEALWITHISSUESBEFORETHEYBECOMEPROBLEMS“3YOURPERSONALSUCCESS“STRATEGICKPISMAKETRAVELMANAGERSLOOKGOOD,“SAYSTHEADVITOWHITEPAPERTHEYCANMAKEMEETINGMANAGERSLOOKGOOD,TOO“FIRSTYOUNEEDABASELINE,“SAY
34、SODOMYOUAREEXPLAININGANDJUSTIFYINGYOURPOSITIONBYSETTINGUPTHEEXPECTATIONSOFWHATYOUCANDELIVERTOWARDCORPORATEGOALS,BEITCOSTCONTAINMENT,REVENUEGROWTH,RISKMANAGEMENT,ORSUSTAINABILITYONCEYOUVELEGITIMIZEDYOURPOSITIONINTHISWAY,HEEXPLAINS,“YOUCHANGETHEMEASURESYOUGOUPSTREAMANDBECOMEPROACTIVERATHERTHANREACTIVE
35、“ANDYOUGETCLOSERTOTHATMEETINGMANAGERHOLYGRAILTHECONSULTATIVEROLEWITHINYOURCOMPANY资料来源DMREVIEWJ,200616ISSUE6,P1528译文创造有效的业绩指标ECKERSONWAYNEW人们问起绩效考评的一個最常见的问题是我们如何定义有效的关键绩效指标KPIS这个问题的答案是十分重要的，因为KPIS指导员工如何去做他们的工作。代理商的组织变革格言“能被测量，就能做好”,这话是真的。KPI将员工们的注意力集中于那些管理人员认为是业务获得成功的最重要的任务和流程。KPI就像是企业高层主管将组织引导向全新的不同
36、方向的杠杆。事实上,在行政人员变革组织和将它引导到一个新的方向时所使用的所有工具中，KPIS可能是最有力的。随后,高管们需要对KPIS抱有尊敬的态度。因为代理商强有力的改变，KPIS可以推动无与伦比的改进或使组织陷入混乱和无秩序。如果KPIS不能准确将公司的战略和目标转化分解到每天的具体行动上,组织将混乱,妨碍彼此的进步,让每个人疲惫以及使人们对自己的努力付出感到灰心。局部最优化流程一家卡车货运公司,例如,通过及时装运的百分比来测量绩效可能会使运输成本扶摇直上，因为KPI并不能阻止调度员向外派遣半满的卡车来满足他们的计划。为了保持整体的秩序,这家公司需要添加第二个KPI去测量外派卡车中闲置的货
37、运能力的百分比,它也需要修订第一个KPI使它确实强调要达到客户快速，可靠装运的要求而不仅仅是准时到货。这两组KPI组合给调度员余地来联系客户和磋商运货进度，如果他们知道可以灵活的对待客户禅宗的发展设计合理的KPIS，比起科学更是一种艺术。虽然有建立有效KPIS的指南见侧边栏,但他们不能保证一定成功。一个KPI小组可能为了发展可靠的KPI花费数月时间收集要求,使定义和规则规范化,尽可能快的依次排列KPIS和要求反馈,然后沿行所有规则，但仍然是失败的。事实上,危险在于KPI团队为了追求完美和击败对手而缺乏分析。事实上,KPI团队只能得到KPI有效结果的80剩下的20来自部署指标,看它们怎么影响的行
38、为和表现,并作出相应的调整。度量用于绩效显示盘是代表性地引出关键绩效指标,因为他们能够衡量的组织或个人在执行进行预期目的和目标时能做的多好。KPI有两种主要类型领先和滞后指标。领先指标测量是对未来经营业绩很重要影响的活动,而滞后指标,如大部分财务指标，测量的是过去的活动的产出。领先指标是包含在绩效显示盘中强有力的测量指标,但有时却难以明确定义。它们测量商业价值的核心驱动力,并且是未来价值产出的预期。要做到这一点,领先经济指标测量的既是当前的发展现状也就是今天的一些销售会议的数量）或者一个未来的状态也就是接下来的两周销售会议安排,并且后者更强有力,因为它会给个人和他们的管理者更多的时间去影响的结
39、果。例如,加快贷款审核的两个KPIS与押咨询顾问完成每日销售定额的能力相呼应他们在与客户通电上所花费的时间，以及他们每一天与其商谈的客户数量。快速贷款现在展示出这两个表现当前状态的KPLS并显著的表现在经营显示盘上。然而更重要的是,它基于前两个项目创造了第三个KPI,每隔15分钟确认一次抵押顾问是否持续追求着他们的日常定额。这个表现未来状态的KPI指标,是基于一个简单的使用当前状态KPIS数据的统计回归分析,它使销售经理确认哪些抵押顾问接下来需要得到他们的帮助。创造关键绩效指标的挑战建设有效的KPIS的一些挑战包括处理细微差别，活动测量,精确计算和生命周期管理。过程差别,KPIS的许多问题在于
40、它们没有准确捕捉到业务流程的细微差别,导致这种困难是因为项目团队去估计要多少数据去获取以及计算它。例如,DIRECTENERGY的高管要求一个重复呼叫指标来跟踪现场服务技术人员的效率,但这花费项目团队相当多的时间去阐明这些KPI的含义。再如,现场服务技术人员主要维修的家庭能源设备,但是他们也向顾客销售它。所以,如果技术员也给我们带来的更换系统或销售系统的订单，那重复呼叫还是一件坏事或者如果房主为了节省金钱让一名技术人员对一个老化的系统只进行小的维修,而之后马上再次呼叫要求修理，因为不久之后房子的炉又坏了大多数业务流程包含着数不清的细微差别,如果它有任何的有效性，这些差别就必须被了解并成为KPI
41、的组成部分,特别是如果KPI被作为一个报酬的基础。最坏的情形是，当员工们在KPLS已经部署后发现这些细微的差别,将会在绩效管理体系和薪酬政策上发泄不满，制造破坏，惹出很大的麻烦。精确计算。去建设一个能精确测量活动的KPIS也是非常困难的。有时,意料之外的变量将会影响的测量。例如,可以看一个公司到对劳动生产率的投入,但通货膨胀的增长却超过了内部的性能的提升。这是由于公司计算劳动生产率是收益除以而它所雇佣的工人总数。因此,通货膨胀率的提高人为地促进收入的增加KPI中的分子以及劳动生产率的提升，尽管在这个时期工人没有相应得更加有效率当然,建设一个不能准确测量预期目标的KPIS很容易。例如,许多组织很
42、难找到一种KPI指标来衡量员工满意度或不满意。在一些调查中,雇员常常不是真诚地回答问题。其他的公司使用缺勤率作为员工不满意的指标,但这些数字显然被员工请假工作去参加葬礼,照顾一个生病的家庭成员或呆在家里照顾孩子一天等情曲解了，这是是无效的。一些专家建议一个更好的KPI指标,尽管不是完美的,但也许请病假天数可以，因为不满意的员工往往最先获得信息，因为那是作出有效改变最重要的条件。跟踪内部过程的绩效，不仅是学习和成长驱动，还有分析它们关键成果产出的因果关系，这是提高透明度的有力机制。如果战略的假设是正确的，当前的驱动绩效会预测长期的结果,既有积极的,也有消极的。首先,它展示明天的绩效以现在的绩效为
43、基础正顺利地发展。其次,它提供了洞察战略的设想和战略的中段修正或大幅重构。平衡记分卡也支持这一观点。平衡记分卡支持的结构表现出第一种类型。在战略地图上的指标连同目标。为组织调整各个部门和单位提供了一个有价值的框架。越来越多的个人在第一线与董事会在管理层一样使用的记分卡框架创造结构。动态资源配置表现出第二种类型。重置目标和修改措施以支持战略的执行会引起资源的重新分配。平衡记分卡识别这些关键联系必须与规划流程相结合。平衡记分卡是许多动态规划流程的一个关键促成者,能适应随时的变化不只是将其排入日程。（侧边栏）有效的KPLS的特点有效的KPLS经常展现出以下的12特点1相符合的KPLS总是符合公司战略
44、和目标。2拥有的每个KPI“拥有”个人或小组对业务的结果负责。3有预测的KPLS测量商业价值的驱动力。因此,他们被组织期望去领导绩效指标。4可反馈的KPLS是及时的，可反馈的数据,这样使用者可以在它变得太迟之前介入来改进绩效。5少而精用户应该关注于KPIS上一些高价值的任务上,而不应将他们的注意力和精力分散在太多的事情上。6容易理解KPLS应该简单,易于理解,而不是基于复杂的指标而让使用者不知如何直接印象绩效。7平衡的和联系的KPLS必须平衡和相互增强,不应彼此妨害和局部优化流程。8触发改变衡量一个KPI的行为应该在组织中引发一个正向改变的连锁反应,尤其是在CEO监控它的时候。9标准化KPLS
45、是基于标准的定义、规则和计算,这样他们就可以被整合在绩效显示盘上贯穿于整个组织。10因果推动KPLS通过执行目标和阈限值将绩效放入因果关系,这样使用者可以随时间测量他们的发展。11激励增强组织能通过附加报酬或给予他们奖励措施来放大KPLS的影响。然而,他们应该谨慎地做这个事,运用激励只能普及和稳定KPLS。12发展的KPLS会随时间的推移逐渐失去其影响,所以他们必须定期复核和补充。以下是战略KPI如何能帮助你为你的部门分清轻重缓急,纠正你的路线,并有助于你自己的事业发展1分清轻重缓急KPIS是指出你达到目标所需的行动的指示器”KARISCHROEDERBIGOT关于优势绩效网络如是说道。构建K
46、PIS的需求来自利益相关者比如采购人员和上级主管，她补充道。与利益相关者探讨同时也是一个教导（或者说提醒）他们会议策略和你部门的目标意图的机会。和以ADVITO白皮书来描述KPIS一样，“它能让管理者将一个管理程序的价值翻译成公司的语言，这就是战略KPIS所做的。”2修正路线“如果你无法达成目标、KPIS应当给你一个清晰的关于原因的指示,进而提供给你一个清晰图像，让你明白你应该集中关注什么，才能继续发展”SCHROEDERBIGOT解释说。例如,如果一个KPI与一个会议内容所表现出的危险信号满意水平的下滑相关“那么就可能得紧密关注来年的场地选择了。”还有比这更紧迫的,乔治奥多姆“如果你们对发展
47、和更新做全天候的沟通,那就不可能获得与其相当的价值”他说。“如果你看到一个信号,你可以问那是习惯还是一次性事件临时的沟通能让你在那些事变成麻烦前解决它们。”3你个人的成功“战略KPIS使得基层经理看起令人满意,”ADVITO白皮书讲到。他们也能使高层经理们做的很好。“首先你需要一个基准，”奥多姆说。你是在解释和为你的职位辩护，通过建立你能为公司目标做出的贡献的预期,无论是在成本控制、收入增长、风险管理、还是可持续发展方面。一旦你通过这样的行动使你的职位得到认可,他解释道“你改变了层级。你在升迁而且变得更为主动和积极。”然后你就接近了高层管理者的宝座在你的公司成为一个领导角色。资料来源DMREVIEWJ,200616ISSUE6,P1528
