【正文】 to create a strong sales force, the effective implementation of sales performance management, thereby enhancing their personal qualities, and to encourage them to actively work for thepany39。績(jī)效管理 。 新的銷售人員績(jī)效管理體系已經(jīng)試運(yùn)行 ,基本解決了以前在舊績(jī)效管理體 系下的問(wèn)題。 通過(guò)對(duì)問(wèn)題的診斷 ,就可以在設(shè)計(jì)新的銷售人員績(jī)效管理體系過(guò)程中有的 放矢、突出重點(diǎn)。但是 ,隨著全國(guó)房地產(chǎn)行業(yè)的繁榮發(fā)展 和國(guó)家對(duì)能源 的節(jié)約加大重視 ,市場(chǎng)需求急劇增大 ,越來(lái)越多的企業(yè)想在這塊 大蛋糕上分得自己的一份 ,這樣就導(dǎo)致了競(jìng)爭(zhēng)對(duì)手增多 ,競(jìng)爭(zhēng)加劇。同時(shí)它是唯一起創(chuàng)新作用的因素。學(xué) ?？梢怨颊撐牡娜炕虿糠謨?nèi)容 ,可以采用影印、縮印 或其他復(fù) 制手段保存論文?？?jī)效管理 。為了在激烈的競(jìng)爭(zhēng)中求勝 ,企業(yè)必須有效地發(fā)展和運(yùn)用 自身的資源 ,以構(gòu)建其核心競(jìng)爭(zhēng)力。 績(jī)效管理作為現(xiàn)代企業(yè)人力資源管理的一種重要工具和手段 ,在戰(zhàn)略實(shí)現(xiàn)、 人才開(kāi)發(fā)以及員工管理等方面發(fā)揮著重要的功能。銷售人員是公司利潤(rùn)的直接來(lái)源 ,屬于公司的 核心人力資源。關(guān)鍵績(jī)效指標(biāo)是對(duì)公司及組織運(yùn)作過(guò) 程中實(shí)現(xiàn)戰(zhàn)略的關(guān)鍵成功因素的提煉和歸納 ,是把企業(yè)的戰(zhàn)略目標(biāo)分解為可運(yùn) 作的遠(yuǎn)景目標(biāo)和量化指標(biāo)的有效工具 ,是企業(yè)績(jī)效管理的基礎(chǔ) 。 本研究的創(chuàng)新點(diǎn)在于 :在設(shè)計(jì) SK 公司銷售人員績(jī)效管理體系的過(guò)程中嘗試 建立了適用于人力資源業(yè)務(wù)管理模式綜合評(píng)價(jià)的指標(biāo)體系 ,為人力資源業(yè)務(wù)模 式的規(guī)范化、系統(tǒng)化和開(kāi)展進(jìn)一步深入研究做出了有益的嘗試 ,也為其他類似 項(xiàng)目的評(píng)價(jià)提供了一種思路。 at the same time it is the only innovation from the role of factors. Overall, the human resources system is the driving force of an anizationAs a modern enterprise performance management of human resources management tools and an important means of achieving the strategic, personnel development and staff management, and played an important function. Performance Management core purpose is to ensure that managers and staff at all levels the pany around their strategic business objectives and work hard, enterprises, topdown deposition targets, and then general manager of the general staff department managers can assume Corporate Performance responsibility, from their different perspectives mainly reflected in the demands of their duties for the pany to achieve the strategic goal of making its own contribution to In recent years, enterprise performance management objectives for promoting the realization of the strategic performance improvement tools, in academia and the business munity are subject to a wide range of concerns and research. In this paper, available on a large number of domestic and international sales personnel performance management on the basis of the literature, using the theoretical analysis and empirical studies of the bination of research methods, and build a sales performance management model, and SK of sales staff performance management carry out an indepth study, based on the final goal of management, and key performance indicators, such as the Balanced Scorecard performance management methods, the pany for SK and effective sales performance management programmeSK Corporation is Chinese first intelligent IC card instrumentation R amp。 key performance indicators for panies and anizations in achieving its strategic course of the operation of the critical success factors in the extraction and categorization, is the strategic objective of the enterprise can be deposed into the operation of the longterm objective and quantitative indicators of effective tools, Enterprise Performance Management is based on the Balanced Scorecard is the most important features of the pany and to the strategy of bining vision, and reflects the balance of thinking that shortterm goals and longterm objectives of the balance of internal factors and the balance between the external factors, also stressed that the results driversI begin with management by objectives, key performance indicators, such as the Balanced Scorecard method were identifiedclass, the department level, the three levels of stafflevel performance indicators。隨著近幾年房地產(chǎn)行業(yè)的繁榮發(fā)展 ,SK 公司面對(duì)的是極大的機(jī)遇同時(shí)也 是激烈的競(jìng)爭(zhēng)和深刻的挑戰(zhàn) ,在買方市場(chǎng)的大環(huán)境下 ,造就一支強(qiáng)有力的銷售 隊(duì)伍 ,有效實(shí)行銷售人員的績(jī)效管理 ,對(duì)于企業(yè)的生存和發(fā)展至關(guān)重要。任何一家公司的銷售工作都是一項(xiàng)復(fù) 雜而多變的工作 ,涉及公 司的方方面面、各個(gè)部門、各個(gè)工作環(huán)節(jié)甚至領(lǐng)導(dǎo)團(tuán)隊(duì)。 、目標(biāo)管理法、平衡計(jì)分卡、成功度評(píng)價(jià)法、模糊綜 合評(píng)價(jià)法等多種技術(shù)方法 ,對(duì) SK 公司的績(jī)效管理指標(biāo)體系進(jìn)行設(shè)計(jì)。 績(jī)效管 理從廣義上說(shuō)包括績(jī)效管理的基礎(chǔ)性工作 (目標(biāo)管理和工作分析 )、 績(jī)效指標(biāo)的設(shè)定、績(jī)效計(jì)劃、績(jī)效實(shí)施與管理、績(jī)效考核、績(jī)效反饋面談和績(jī) 效考核結(jié)果利用幾個(gè)環(huán)節(jié)。借助發(fā)展驅(qū)動(dòng)的績(jī) 效管理來(lái)提高員工的技能、勝任特征 ,開(kāi)發(fā)他們的潛能 。支持全面質(zhì)