A new method of performance evaluation for key positions of functional departments of enterprise team

1、 How to evaluate the performance of functional departments, whether to use factual performance evaluation or comprehensive ability evaluation; 

We all think that KPI indicators of business departments, such as performance evaluation, are relatively quantitative. However, it is difficult for functional departments to find some quantitative indicators in time, and the controllability of indicators is poor. In many enterprises, we often see all kinds of comprehensive abilities; analysis and decision-making ability, management and leadership ability, organization and coordination ability, etc. the functional departments and management personnel of this kind of development ability index are often not very clear. Moreover, they are often related to the job functions and work objectives. Although they have strong connections, they are totally different in nature Class indicators can't be replaced by anyone. If such assessment is carried out, then the composition of luck will be very large, and the degree of effort is not closely related. Then, how to change the KPI of functional departments? It is necessary to transform the development ability index into the content of innovation function, so as to make up for the fuzziness of the comprehensive ability index and the mechanical rigidity of pure quantitative index. 

Many practices regard goals and tasks as means. In order to "see performance", they set indicators for each functional department, or set comprehensive ability indicators for blind purposes. In the functions of modern innovation departments, there are exact and specific development ability items, such as: 1. Marketing department; strategy execution; analysis and operation; cooperation and support; 2. Customer service department, Strategy execution; analysis and transportation; cooperation and support; 3. Procurement and logistics department, Strategy execution; analysis operation force; cooperation support force; 4. R & D design department; strategy execution force; analysis operation force; cooperation support force; different enterprise and business development strategies; different organizational structure and functional characteristics; different operation system functions and process characteristics; system design of different functional departments; 

2、 Surpassing smart target rule, destructive innovation target index, high performance evaluation of key positions in functional departments; 

How to evaluate and evaluate the performance of functional departments; 

1. It is not enough to set goals only with measurability. The goal of the better factors which are not easy to measure is ignored, and the measurability changes to the measurable evaluation. It's also possible. In this way, the functional objectives of the actual work objectives have the significance of innovation and upgrading product value. This is neither to be elevated nor to be detached from the concrete. The innovation function index has a strong operational basis for evaluation. 

2. The relative definiteness thus formed is not only the narrow correlation of one-to-one units, but also the precise correlation of one to many or many to many fields of vision, which is not fuzzy.. It can better have the characteristics of both principle and flexible application. It's not blindly qualitative. 

3. People are too realistic about quantitative goals. After quantifying them, they are often vulgarized, which is the goal of quick success and instant profit. Results in the pursuit of results only. And a series of corresponding hard index settings, seriously ignoring the process quality and the quality improvement behind it 

4. The comprehensive characteristics of innovative product value objectives; more emphasis on realizability, compatible with practical and efficient difficulty. 

5. Is the timeliness of a single objective sufficient? Can it adapt to the complex situation? Is there another one size fits all mechanical stereotype. At the same time, will the emergence of multi-objective interfere with each other's fight and affect the timeliness? Will the useful slow work and detailed work be of value to the long-term goal? Is it another timeliness? Timeliness is interpreted as the implementation efficiency in a narrow way, so it must be good.