關(guān)鍵績(jī)效指標(biāo)外文翻譯

1、<p>　　單位代碼 </p><p>　　學(xué)　　號(hào) </p><p>　　分 類(lèi) 號(hào) </p><p>　　密 級(jí) </p><p><b>　　文獻(xiàn)翻譯</b></p><p>

2、　　2012年3月30日</p><p>　院（系）名稱(chēng)</p><p>　專(zhuān)業(yè)名稱(chēng)</p><p>　學(xué)生姓名</p><p>　指導(dǎo)教師</p><p>　　Key Performance Indicators</p><p>　　How an organization defines an

3、d measures progress toward its goals.</p><p>　　Key Performance Indicators, also known as KPI or Key Success Indicators (KSI), help an organization define and measure progress toward organizational goals. <

4、;/p><p>　　Once an organization has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measu

5、rements. </p><p>　　What Are Key Performance Indicators (KPI)</p><p>　　Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of

6、 an organization. They will differ depending on the organization. A business may have as one of its Key Performance Indicators the percentage of its income that comes from return customers. A school may focus its Key Per

7、formance Indicators on graduation rates of its students. A Customer Service Department may have as one of its Key Performance Indicators, in line with overa</p><p>　　Whatever Key Performance Indicators are s

8、elected, they must reflect the organization's goals, they must be key to its success, and they must be quantifiable (measurable). Key Performance Indicators usually are long-term considerations. The definition of wha

9、t they are and how they are measured do not change often. The goals for a particular Key Performance Indicator may change as the organization's goals change, or as it gets closer to achieving a goal. </p><

10、p>　　Key Performance Indicators Reflect the Organizational Goals</p><p>　　An organization that has as one of its goals "to be the most profitable company in our industry" will have Key Performanc

11、e Indicators that measure profit and related fiscal measures. "Pre-tax Profit" and "Shareholder Equity" will be among them. However, "Percent of Profit Contributed to Community Causes" proba

12、bly will not be one of its Key Performance Indicators. On the other hand, a school is not concerned with making a profit, so its Key Performance Indicators will be different. Kips like "Gra</p><p>　　Key

13、 Performance Indicators Must Be Quantifiable</p><p>　　If a Key Performance Indicator is going to be of any value, there must be a way to accurately define and measure it. "Generate More Repeat Customers

14、" is useless as a KPI without some way to distinguish between new and repeat customers. "Be The Most Popular Company" won't work as a KPI because there is no way to measure the company's popularity

15、 or compare it to others. </p><p>　　It is also important to define the Key Performance Indicators and stay with the same definition from year to year. For a KPI of "Increase Sales", you need to add

16、ress considerations like whether to measure by units sold or by dollar value of sales. Will returns be deducted from sales in the month of the sale or the month of the return? Will sales be recorded for the KPI at list p

17、rice or at the actual sales price? </p><p>　　You also need to set targets for each Key Performance Indicator. A company goal to be the employer of choice might include a KPI of "Turnover Rate". Aft

18、er the Key Performance Indicator has been defined as "the number of voluntary resignations and terminations for performance, divided by the total number of employees at the beginning of the period" and a way to

19、 measure it has been set up by collecting the information in an HRIS, the target has to be established. "Reduce turnover by five percent p</p><p>　　Key Performance Indicators Must be Key to Organization

20、al Success</p><p>　　Many things are measurable. That does not make them key to the organization's success. In selecting Key Performance Indicators, it is critical to limit them to those factors that are

21、essential to the organization reaching its goals. It is also important to keep the number of Key Performance Indicators small just to keep everyone's attention focused on achieving the same Kips. </p><p>

22、;　　That is not to say, for instance, that a company will have only three or four total Kips in total. Rather there will be three or four Key Performance Indicators for the company and all the units within it will have th

23、ree, four, or five Kips that support the overall company goals and can be "rolled up" into them. </p><p>　　If a company Key Performance Indicator is "Increased Customer Satisfaction", tha

24、t KPI will be focused differently in different departments. </p><p>　　The Manufacturing Department may have a KPI of "Number of Units Rejected by Quality Inspection", while the Sales Department has

25、 a KPI of "Minutes a Customer Is on Hold before a Sales Rep Answers". Success by the Sales and Manufacturing Departments in meeting their respective departmental Key Performance Indicators will help the company

26、 meet its overall KPI. </p><p>　　Good Key Performance Indicators vs. Bad</p><p><b>　　Bad: </b></p><p>　　Title of KPI: Increase Sales </p><p>　　Defined: Chan

27、ge in Sales volume from month to month </p><p>　　Measured: Total of Sales by Region for all region </p><p>　　Target: Increase each month </p><p>　　What's missing? Does this meas

28、ure increases in sales volume by dollars or units? If by dollars, does it measure list price or sales price? Are returns considered and if so do the appear as an adjustment to the KPI for the month of the sale or are the

29、y counted in the month the return happens? How do we make sure each sales office's volume numbers are counted in one region, i.e. that none are skipped or double counted? How much, by percentage or dollars or units,

30、do we want to increase sales volum</p><p><b>　　Good: </b></p><p>　　Title of KPI: Employee Turnover </p><p>　　Defined: The total of the number of employees who resign for

31、 whatever reason, plus the number of employees terminated for performance reasons, and that total divided by the number of employees at the beginning of the year. Employees lost due to Reductions in Force (RIF) will not

32、be included in this calculation. </p><p>　　Measured: The HRIS contains records of each employee. The separation section lists reason and date of separation for each employee. Monthly or when requested by the

33、 SVP, the HRIS group will query the database and provide Department Heads with Turnover Reports. HRIS will post graphs of each report on the Intranet. </p><p>　　Target: Reduce Employee Turnover by 5% per yea

34、r.</p><p>　　What Do I Do With Key Performance Indicators?</p><p>　　Once you have good Key Performance Indicators defined, ones that reflect your organization's goals, one that you can measur

35、e, what do you do with them? You use Key Performance Indicators as a performance management tool, but also as a carrot. Kips give everyone in the organization a clear picture of what is important, of what they need to ma

36、ke happen. You use that to manage performance. You make sure that everything the people in your organization do is focused on meeting or exceeding those Key </p><p><b>　　關(guān)鍵績(jī)效指標(biāo)</b></p><

37、;p>　　組織如何針對(duì)其目標(biāo)界定和衡量業(yè)績(jī)</p><p>　　關(guān)鍵績(jī)效指標(biāo)(KPI)，也稱(chēng)作關(guān)鍵成功指標(biāo)(KSI)，可以幫助組織針對(duì)其目標(biāo)界定和衡量業(yè)績(jī)。</p><p>　　一旦組織分析了它的使命，使其所有股東達(dá)成一致，并確定了它的目標(biāo)，它就需要一種測(cè)量針對(duì)那些目標(biāo)的工作業(yè)績(jī)的方法。關(guān)鍵績(jī)效指標(biāo)就是一種測(cè)量工具。</p><p>　　什么是關(guān)鍵績(jī)效指標(biāo)(K

38、PI)</p><p>　　關(guān)鍵績(jī)效指標(biāo)是量化測(cè)量工具，它能映射出組織的關(guān)鍵成功因素。關(guān)鍵績(jī)效指標(biāo)區(qū)別于不同的組織。一個(gè)企業(yè)可能會(huì)把老客戶(hù)收入百分比當(dāng)作它的一個(gè)關(guān)鍵績(jī)效指標(biāo)。一個(gè)學(xué)校可能會(huì)把關(guān)鍵績(jī)效指標(biāo)集中在學(xué)生的畢業(yè)率上?？头块T(mén)可能分擔(dān)整個(gè)公司指標(biāo)中的一個(gè)作為關(guān)鍵績(jī)效指標(biāo)，即第一時(shí)間客戶(hù)回應(yīng)率。社會(huì)服務(wù)機(jī)構(gòu)的一個(gè)關(guān)鍵績(jī)效指標(biāo)可能會(huì)是一年當(dāng)中幫助的委托人的數(shù)量。</p><p>　　無(wú)論

39、選擇什么關(guān)鍵績(jī)效指標(biāo)，他們都必須放映組織目標(biāo)，必須是組織成功的關(guān)鍵坐在，必須是可量化的(可測(cè)量的)。關(guān)鍵績(jī)效指標(biāo)通常是長(zhǎng)期考慮的。它們的界定和測(cè)量方式是不經(jīng)常更改的。關(guān)鍵績(jī)效指標(biāo)的目標(biāo)隨著組織目標(biāo)的改變或更加靠近成功而改變。</p><p>　　關(guān)鍵績(jī)效指標(biāo)反映組織目標(biāo)</p><p>　　如果組織有一個(gè)目標(biāo)是成為本行業(yè)最有利可圖的公司，那么他會(huì)設(shè)定關(guān)鍵績(jī)效指標(biāo)來(lái)測(cè)量利潤(rùn)和其他財(cái)務(wù)指標(biāo)?！?/p>

40、稅前利潤(rùn)”和“所有者權(quán)益”就在其中。而“對(duì)社會(huì)事業(yè)的利潤(rùn)貢獻(xiàn)百分比”則可能刨除在外。另一方面，一個(gè)學(xué)校與創(chuàng)造利潤(rùn)無(wú)關(guān)，因此它的關(guān)鍵績(jī)效指標(biāo)會(huì)有所不同。但是盡管不同，像“畢業(yè)率”和“就業(yè)率”這樣的指標(biāo)也可以精確的放映學(xué)校的使命和目標(biāo)。</p><p>　　關(guān)鍵績(jī)效指標(biāo)必須可量化</p><p>　　要想使關(guān)鍵績(jī)效指標(biāo)有什么價(jià)值，就必須用一種方式來(lái)定義和衡量它。作為關(guān)鍵績(jī)效指標(biāo)，“營(yíng)造更多的回

41、頭客”將會(huì)變得毫無(wú)價(jià)值，如果不能卻分老客戶(hù)和新客戶(hù)的話(huà)?！俺蔀樽钍軞g迎的公司”不能作為關(guān)鍵績(jī)效指標(biāo)，因?yàn)闆](méi)有方法能測(cè)量公司的名望或與其他公司比較。</p><p>　　界定關(guān)鍵績(jī)效指標(biāo)并連年堅(jiān)持也是非常重要的。對(duì)于“增加銷(xiāo)售業(yè)績(jī)”這個(gè)指標(biāo)，你需要考慮采用銷(xiāo)售量還是銷(xiāo)售額來(lái)衡量?；乜蹚漠?dāng)月銷(xiāo)售額中扣除還是從當(dāng)月回扣中扣除？銷(xiāo)售額將會(huì)以標(biāo)價(jià)記錄還是以售價(jià)記錄？</p><p>　　你還需要為每

42、個(gè)關(guān)鍵績(jī)效指標(biāo)設(shè)定目標(biāo)。一個(gè)雇主選擇的公司目標(biāo)可能包含“雇傭率”這樣一個(gè)關(guān)鍵績(jī)效指標(biāo)。在它的背后市這樣的定義：由于績(jī)效自動(dòng)辭職和結(jié)束工作的人數(shù)除以期初雇傭的工人總數(shù)，還有通過(guò)人力資源信息系統(tǒng)收集的信息建立起來(lái)的測(cè)量它的方法。，目標(biāo)就建立起來(lái)了。“雇傭率每年降低5%”這樣一個(gè)清晰的目標(biāo)可以讓每一個(gè)人都明白并且能夠采取專(zhuān)門(mén)行動(dòng)去實(shí)現(xiàn)它。</p><p>　　關(guān)鍵績(jī)效指標(biāo)必須是組織成功的關(guān)鍵所在</p>

43、<p>　　許多事情是可測(cè)的，但那并不使它們成為組織成功的關(guān)鍵所在。在篩選關(guān)鍵績(jī)效指標(biāo)時(shí)，將它們限制在對(duì)組織實(shí)現(xiàn)目標(biāo)必要的因素上是非常關(guān)鍵的。將關(guān)鍵績(jī)效指標(biāo)的數(shù)量控制的較小也是非常重要的，這就像使每個(gè)人的注意力都集中在同樣的關(guān)鍵績(jī)效指標(biāo)上。</p><p>　　那并不是說(shuō)，例如，一個(gè)公司總共只要三四個(gè)關(guān)鍵績(jī)效指標(biāo)。寧可公司有三四個(gè)關(guān)鍵績(jī)效指標(biāo)，其中的部門(mén)有三五個(gè)指標(biāo)支持整個(gè)公司目標(biāo)并且能夠與他們緊密相關(guān)

44、。</p><p>　　如果公司關(guān)鍵績(jī)效指標(biāo)是“增加顧客滿(mǎn)意率”，這將使不同的部門(mén)關(guān)注于不同的的方面。</p><p>　　制造部門(mén)可能將“產(chǎn)品合格率”作為關(guān)鍵績(jī)效指標(biāo)，而銷(xiāo)售部門(mén)則可能是“銷(xiāo)售回應(yīng)錢(qián)的客戶(hù)等待時(shí)間”。銷(xiāo)售和制造部門(mén)各自的部門(mén)關(guān)鍵績(jī)效指標(biāo)的成功將會(huì)幫助企業(yè)實(shí)現(xiàn)其整體關(guān)鍵績(jī)效指標(biāo)。</p><p>　　優(yōu)劣關(guān)鍵績(jī)效指標(biāo)的對(duì)比</p>&l

45、t;p><b>　　差的: </b></p><p>　　指標(biāo)名稱(chēng)：增加銷(xiāo)售業(yè)績(jī)</p><p>　　定義：逐月增加銷(xiāo)售量</p><p>　　測(cè)量：所有地區(qū)向售量的加總</p><p><b>　　目標(biāo)：每月增加</b></p><p>　　缺少了什么？增加銷(xiāo)售業(yè)績(jī)用

46、銷(xiāo)售量來(lái)衡量還是銷(xiāo)售額？如果通過(guò)銷(xiāo)售額來(lái)衡量，那是用標(biāo)價(jià)紀(jì)錄的價(jià)格來(lái)衡量還是用售價(jià)來(lái)衡量？考慮回扣嗎？如果考慮，它們會(huì)作為當(dāng)月關(guān)鍵績(jī)效指標(biāo)的調(diào)整還是計(jì)入發(fā)生折扣的月份？我們?nèi)绾未_保每個(gè)銷(xiāo)售辦事處的業(yè)績(jī)?cè)谕坏貐^(qū)計(jì)算，每于一個(gè)被落掉或者重復(fù)計(jì)算？不管用何種標(biāo)準(zhǔn)衡量，我們希望銷(xiāo)售業(yè)績(jī)每個(gè)月增加百分之多少？</p><p><b>　　好的: </b></p><p>　　

47、指標(biāo)名稱(chēng)： 雇員雇傭率</p><p>　　定義：無(wú)論何故辭職的雇員總數(shù)加因?yàn)榭?jī)效表現(xiàn)方面的原因而被解雇的雇員總數(shù)除以年初雇員總數(shù)。權(quán)力衰減導(dǎo)致的員工流失不計(jì)入其中。</p><p>　　測(cè)量：人力資源信息系統(tǒng)包含每個(gè)員工的紀(jì)錄。離職科會(huì)紀(jì)錄每個(gè)員工離職的原因和日期。每個(gè)月，或者當(dāng)被特別重要的人物詢(xún)問(wèn)時(shí)，人力資源信息系統(tǒng)小組將查詢(xún)數(shù)據(jù)庫(kù)冰箱部門(mén)主管提供離職報(bào)告。人力資源信息系統(tǒng)會(huì)將每份報(bào)告

48、的圖表發(fā)到內(nèi)聯(lián)網(wǎng)上。</p><p>　　目標(biāo)：雇員雇傭率每年降低5％</p><p>　　關(guān)于關(guān)鍵績(jī)效指標(biāo)我做了什么</p><p>　　一旦你確立了好的關(guān)鍵績(jī)效指標(biāo)，能夠反映組織目標(biāo)，并且能夠測(cè)量，那么你將用它們做些什么？關(guān)鍵技校指標(biāo)不僅是一種績(jī)效管理工具，也是一種鮮明的暗示。關(guān)鍵績(jī)效指標(biāo)展示給組織里的每個(gè)人一個(gè)清晰的畫(huà)面，讓他們知道什么事情是重要的，什么事情需