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<div class="table-container"><table><thead><tr><th>维度</th><th>KPI</th><th>OKR</th></tr></thead><tbody><tr><td>方向</td><td>业务</td><td>产品</td></tr><tr><td>架构</td><td>自上而下</td><td>自下而上</td></tr><tr><td>领导</td><td><strong></strong></td><td></td></tr><tr><td>员工</td><td></td><td><strong></strong></td></tr><tr><td>绩效</td><td><strong></strong></td><td></td></tr><tr><td>驱动力</td><td>要我做什么?</td><td>我能做什么?</td></tr></tbody></table></div>
<h2 id="kpi">KPI<a role="anchor" aria-hidden="true" tabindex="-1" data-no-popover="true" href="#kpi" class="internal"><svg width="18" height="18" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"><path d="M10 13a5 5 0 0 0 7.54.54l3-3a5 5 0 0 0-7.07-7.07l-1.72 1.71"></path><path d="M14 11a5 5 0 0 0-7.54-.54l-3 3a5 5 0 0 0 7.07 7.07l1.71-1.71"></path></svg></a></h2>
<p>关键绩效指标Key Performance IndicatorsKPI又称<strong>主要绩效指标</strong><strong>重要绩效指标</strong><strong>绩效评核指标</strong>等,是指衡量一个管理工作成效最重要的指标,是一项数据化管理的工具,必须是客观、可衡量的绩效指标。</p>
<h3 id="设计方法">设计方法<a role="anchor" aria-hidden="true" tabindex="-1" data-no-popover="true" href="#设计方法" class="internal"><svg width="18" height="18" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"><path d="M10 13a5 5 0 0 0 7.54.54l3-3a5 5 0 0 0-7.07-7.07l-1.72 1.71"></path><path d="M14 11a5 5 0 0 0-7.54-.54l-3 3a5 5 0 0 0 7.07 7.07l1.71-1.71"></path></svg></a></h3>
<p>常用的方法是<strong>鱼骨图分析法</strong><strong>九宫图分析法。</strong></p>
<p>依据公司级的 KPI <strong>逐步分解</strong>到部门,再由部门分解到各个职位,依次采用<strong>层层分解</strong>,互为支持的方法,确定各部门、各职位的关键业绩指标,并用定量或定性的指标确定下来。</p>
<h3 id="提取原则">提取原则<a role="anchor" aria-hidden="true" tabindex="-1" data-no-popover="true" href="#提取原则" class="internal"><svg width="18" height="18" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"><path d="M10 13a5 5 0 0 0 7.54.54l3-3a5 5 0 0 0-7.07-7.07l-1.72 1.71"></path><path d="M14 11a5 5 0 0 0-7.54-.54l-3 3a5 5 0 0 0 7.07 7.07l1.71-1.71"></path></svg></a></h3>
<p>确定关键绩效指标有一个重要的 SMART 原则。SMART 是 5 个英文单词首字母的缩写:</p>
<ul>
<li>S 代表具体Specific指绩效考核要切中特定的工作指标不能笼统</li>
<li>M 代表可度量Measurable指绩效指标是数量化或者行为化的验证这些绩效指标的数据或者信息是可以获得的</li>
<li>A 代表可实现Attainable指绩效指标在付出努力的情况下可以实现避免设立过高或过低的目标</li>
<li>R 代表关联性Relevant指绩效指标是与上级目标具明确的关联性,最终与公司目标相结合;</li>
<li>T 代表有时限Time bound注重完成绩效指标的特定期限。</li>
</ul>
<h3 id="关键绩效指标的制定">关键绩效指标的制定<a role="anchor" aria-hidden="true" tabindex="-1" data-no-popover="true" href="#关键绩效指标的制定" class="internal"><svg width="18" height="18" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"><path d="M10 13a5 5 0 0 0 7.54.54l3-3a5 5 0 0 0-7.07-7.07l-1.72 1.71"></path><path d="M14 11a5 5 0 0 0-7.54-.54l-3 3a5 5 0 0 0 7.07 7.07l1.71-1.71"></path></svg></a></h3>
<p>关键绩效指标的制定,通常是基于组织的使命、价值观、关键结果领域、愿景、阶段性目标、工作规划、人员发展等方面来制定。</p>
<h2 id="okr">OKR<a role="anchor" aria-hidden="true" tabindex="-1" data-no-popover="true" href="#okr" class="internal"><svg width="18" height="18" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"><path d="M10 13a5 5 0 0 0 7.54.54l3-3a5 5 0 0 0-7.07-7.07l-1.72 1.71"></path><path d="M14 11a5 5 0 0 0-7.54-.54l-3 3a5 5 0 0 0 7.07 7.07l1.71-1.71"></path></svg></a></h2>
<p>目标和关键成果Objectives and Key ResultsOKR是企业进行目标管理的一个简单有效的系统能够将目标管理自上而下贯穿到基层。这套系统由英特尔公司制定在谷歌成立不到一年的时间被投资者约翰 · 都尔引入谷歌,并一直沿用至今。</p>
<h3 id="基本方法">基本方法<a role="anchor" aria-hidden="true" tabindex="-1" data-no-popover="true" href="#基本方法" class="internal"><svg width="18" height="18" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"><path d="M10 13a5 5 0 0 0 7.54.54l3-3a5 5 0 0 0-7.07-7.07l-1.72 1.71"></path><path d="M14 11a5 5 0 0 0-7.54-.54l-3 3a5 5 0 0 0 7.07 7.07l1.71-1.71"></path></svg></a></h3>
<p>制定 OKR 的基本方法是:首先,要设定<strong>一个目标</strong>Objective这个目标<strong>不必是确切的、可衡量的</strong>,例如我想让我的网站更好;然后,设定若干<strong>可以量化的 3 至 5 个关键结果</strong>Key Results用来帮助自己实现目标例如让网站速度加快 30%;融入度提升 15% 之类的具体目标。</p>
<h3 id="原则">原则<a role="anchor" aria-hidden="true" tabindex="-1" data-no-popover="true" href="#原则" class="internal"><svg width="18" height="18" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"><path d="M10 13a5 5 0 0 0 7.54.54l3-3a5 5 0 0 0-7.07-7.07l-1.72 1.71"></path><path d="M14 11a5 5 0 0 0-7.54-.54l-3 3a5 5 0 0 0 7.07 7.07l1.71-1.71"></path></svg></a></h3>
<ol>
<li><strong>OKRs 要是可量化的</strong>(时间&amp;数量),比如不能说使 gmail 达到成功,而是在 9 月上线 gmail 并在 11 月有 100 万用户。</li>
<li><strong>目标要是有野心的,有一些挑战的</strong>,有些让你不舒服的。一般来说,<strong>1 为总分的评分</strong>,达到 0.6-0.7 是较好的了,这样你才会不断为你的目标而奋斗,而不会出现期限不到就完成目标的情况。</li>
<li>每个人的 OKRs 在全公司都是<strong>公开透明的</strong>。比如每个人的介绍页里面就放着他们的 OKRs 的记录,包括内容和评分。</li>
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