C公司业务人员绩效考核方案优化设计

发布时间：2018-11-17 12:50

【摘要】：2014年在持续低迷的经济形势和竞争日益严峻的行业环境下,C公司作为世界500强某集团的下属销售公司,面临着来自多方面的竞争压力,企业间的竞争激烈程度更加炙热化。对于销售公司来说,要想在竞争中立于不败之地,就需要打造一支现代化的销售队伍,激发他们对公司的使命感和对销售的工作热情,最大限度地提高他们的工作业绩,使公司在激烈的市场竞争中站稳。而绩效考核方案作为公司薪酬分配的可靠依据,是公司在人力资源管理中的关键环节,建立一套高效、适用的绩效考核方案对于公司未来发展尤为重要。本文以C公司业务人员的绩效考核为研究对象,通过大量阅读文献,深入研究激励理论、绩效考核理论,以及绩效管理理论,为后面的研究奠定了理论基础。在理论基础上,又通过资料收集、实地访谈、问卷调查、案例分析等途径,对C公司业务人员的绩效考核现状、存在的问题进行深入了解,并对绩效考核体系的优化设计和实施过程中所出现的各类问题,从销售过程监控和业务人员能力培养等角度进行深入地分析,采用目标管理法、360度考核法、关键绩效指标法(KPI)、层次分析法等绩效考核方法,并提出相应的优化设计方案,对业务人员考核及能力培养机制和职业通道的建设等手段的研究。本着不放过任何市场机会,管理必须探索新的模式、业务必须确保业绩提升、团队必须贯彻核心文化的中心思想,坚持以年度预算为核心、以产品线为主线、以提升大客户销量为重点、以开发高端客户和稳定大客户销量为方向,以实现产销平衡为目标,借助区域一体化资源优势,发挥矩阵管理的作用,持续打造高效的、有竞争力的现代化营销团队,确保建立科学、合理的薪酬绩效考核配套体系,探索更加有效地设计和实施销售人员绩效激励体系的方法。KPI(Key Performance Indicator)即关键绩效考核指标;通过设计关键绩效考核指标,使公司的战略目标得以层层分解,把整个销售团队的绩效分成两个层次:团队整体绩效和业务人员个体绩效,用层次分析法计算各个关键绩效指标的权重,最终得出完整的考核体系。同时为了确保优化的绩效考核方案能够得以顺利实施,避免公司的战略目标与考核指标相违背,以及公司管理者依主观意愿随意设置考核指标,本文提出了公司领导的重视、全员参与、激励制度的完善、企业文化强化的等保障措施。最后,本文对整个研究进行了总结,并提出了存在的不足以及对今后研究的展望。
[Abstract]:In 2014, under the economic situation and the increasingly severe competition in the industry environment, C Company, as a sales company of a Fortune 500 group, is facing the pressure of competition from many aspects, and the competition among enterprises is becoming more intense. For a sales company to be invincible in the competition, it is necessary to build a modern sales team, stimulate their sense of mission and enthusiasm for sales, and maximize their work performance. Make the company stand firm in the fierce market competition. As the reliable basis of the company's salary distribution, the performance appraisal scheme is the key link in the human resource management of the company. It is particularly important to establish a set of efficient and applicable performance appraisal scheme for the future development of the company. This paper takes the performance appraisal of company C company as the research object, through reading a lot of literature, in-depth research incentive theory, performance appraisal theory, and performance management theory, laid the theoretical foundation for the later research. On the basis of theory, through data collection, field interview, questionnaire investigation, case analysis and so on, the paper makes a deep understanding of the current situation and problems of C company's business personnel performance appraisal. The problems in the optimization design and implementation of the performance appraisal system are analyzed deeply from the aspects of sales process monitoring and business personnel ability training, and the objective management method and 360 degree appraisal method are adopted. The key performance index method (KPI), Analytic hierarchy process (AHP) and other performance appraisal methods are put forward in this paper. The corresponding optimal design scheme is put forward and the research on the evaluation mechanism and ability training mechanism of the business personnel and the construction of the career channel are also made. In line with any market opportunities, management must explore new models, business must ensure performance improvement, teams must implement the core culture, adhere to the annual budget as the core, product line as the main line, Focusing on promoting the sales volume of large customers, taking the development of high-end customers and stable sales volume of major customers as the direction, taking the balance of production and marketing as the goal, taking advantage of the regional integration resource advantages, giving play to the role of matrix management, and creating a sustainable and efficient, Competitive modern marketing team to ensure the establishment of a scientific and reasonable compensation performance appraisal system to explore a more effective design and implementation of sales personnel performance incentive system. KPI (Key Performance Indicator) namely the key performance appraisal index; Through the design of key performance appraisal indicators, the strategic objectives of the company can be decomposed layer by layer, and the performance of the entire sales team is divided into two levels: the overall performance of the team and the individual performance of the business personnel. Analytic hierarchy process (AHP) is used to calculate the weight of each key performance index, and finally a complete appraisal system is obtained. At the same time, in order to ensure that the optimized performance appraisal scheme can be carried out smoothly, avoid the company's strategic goal and the evaluation index being contrary to, and the company manager set the appraisal index freely according to the subjective will, this paper puts forward the company leader's attention. Full participation, incentive system improvement, corporate culture strengthening and other safeguards. Finally, this paper summarizes the whole research, and puts forward the shortcomings and prospects for future research.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F279.26

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