企业管理人力资源毕业论文外文文献翻译：关键绩效指标

企业管理人力资源毕业论文外文文献翻译：关键绩效指标内容摘要：

nizational Success Many things are measurable. That does not make them key to the anization39。 s success. In selecting Key Performance Indicators, it is critical to limit them to those factors that are essential to the anization reaching its goals. It is also important to keep the number of Key Performance Indicators small just to keep everyone39。 s attention focused on achieving the same Kips That is not to say, for instance, that a pany will have only three or four total Kips in total. Rather there will be three or four Key Performance Indicators for the pany and all the units within it will have three, four, or five Kips that support the overall pany goals and can be rolled up into them If a pany Key Performance Indicator is Increased Customer Satisfaction, that KPI will be focused differently in different departments The Manufacturing Department may have a KPI of Number of Units Rejected by Quality Inspection, while the Sales Department has 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 pany meet its overall KPI Good Key Performance Indicators vs. Bad Bad: Title of KPI: Increase Sales Defined: Change in Sales volume from month to month Measured: Total of Sales by Region for all region Target: Increase each month What39。 s missing? Does this measure 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 they counted in the month the return happens? How do we make sure each sales office39。 s volume numbers are counted in one region, . that none are skipped or double counted? How much, by percentage or dollars or units, do we want to increase sales volumes each month? Note: Some of these questions may be answered by standard pany procedures. Goo。