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Jingdong book

向华为学绩效管理

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Jingdong book

向华为学绩效管理

Name: 向华为学绩效管理
Brand: Jingdong book
SKU: 3110195001
Price: 41.43 USD
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“大众创业、万众创新”的创客们，这是一部为你的理想插上务实的翅膀，帮你掌握企业绩效管理之道的实用手册。
“互联网+”时代的企业先行者们，这是一部告诉你如何将企业做强、做大、做精，为你的管理注入哲学内涵、提升管理效率的教科书。
《向华为学绩效管理》是一部真正从哲学视角来研究企业绩效管理之道的著作，深切触及华为精神内核和任正非思想精髓。
《向华为学绩效管理》以另类视角解读华为绩效管理，看华为如何选人、用人、激励人，教你如何打造一支“高、精、尖”的团队。
《向华为学绩效管理》以绩效管理体系的每一个环节，包括绩效导向、绩效目标、绩效考核、绩效辅导、绩效评价、绩效沟通和绩效反馈等方面为经，以华为实施的绩效管理策略为纬，结合华为发展过程中的实际情况，经纬交错，全面解析了华为的绩效管理方法，揭示华为绩效管理的精髓。
请和我们一起走进华为，学习其绩效管理思想的内核，聆听一个现代化企业与世界共舞的乐章！

Content Description

通过发掘人才的最大价值，来达成企业的战略目标，是绩效管理工作的核心诉求。《向华为学绩效管理》通过对华为绩效管理的思路、策略等内容进行深度解读，透彻分析了华为的员工激励之道。《向华为学绩效管理》共八章，分别从绩效导向、绩效目标、绩效考核、绩效辅导等多个角度展开论述，引领读者逐步理解公司绩效管理的方法和思路，让读者从战略思想和战术运用上掌握绩效管理之道，继而灵活应用于现实的不同情境。
如果你是企业管理者，如果你觉得绩效管理是企业的短板，如果你想为企业招揽、培养、留住更多的人才，如果你想打造一支高素质、高技能、职业化的优良团队，那么《向华为学绩效管理》也许可以为你提供一些借鉴和指导，帮助你的企业快速成长，少走弯路。

Author Description

马宏勇，互联网观察者和参与者，现供职于《中国经营报》社。艾瑞、易观国际、梅花网等多家专业媒体特邀的专栏作家和营销分析师，撰写了大量关于互联网思维和互联网营销的深度文章，被各种媒体大量转载，在业界颇有知名度和影响力。为众多上市公司担任营销顾问，积累了诸多互联网营销经验，并持续开展相关研究、实验工作，发表多篇专业文章，为互联网营销领域代表性人物之一。

Catalogue

第一章华为的绩效管理体系 / / 1
优秀的企业通常是在不断的学习与创新中逐步强大起来的。当艰苦奋斗
的传统精神与西方精细化、标准化的管理思维碰触，又会产生怎样的能量?
我们可以创造性地借鉴，让先进的管理方式在中国的土壤里生根发芽，进而
向管理要效益、向管理找市场。如今，任正非创建的以目标为导向、以过程
控制为中心的绩效管理体系正焕发出勃勃生机，在它的帮助下，华为已经成
功走向世界。
不同时期的华为绩效管理体系 / / 3
华为推行绩效管理的基础 / / 8
组织工作以商品化为导向 / / 11

PDT 模式打通部门脉络 / / 13
用项目计划形成约束机制 / / 15
维系动态组织结构，应对内外部需求的变化 / / 21
用专业化行政团队保障主业务 / / 24
第二章绩效导向：匹配客户的战略需求 / / 27
客户永远是企业生命的源泉。企业要发展，就必须真正理解“客户”的
含义，将满足客户的需求上升到企业发展战略的高度。对于企业来说，要拓
展市场，寻求潜在客户很重要; 要维系目标客户，树立企业声誉很重要; 而
要提升服务质量，必须以标准化、专业化、多元化、产品化的服务，实现服
务增值，更是要将“以客户为中心”做到极致。
专注于客户服务的绩效导向 / / 29
华为的核心价值观：以客户为中心 / / 31
客户永远是对的 / / 33
做大市场，服务先行 / / 37
坚持普遍客户原则 / / 38
为用户提供标准化、专业化、多元化、产品化的服务 / / 41

第三章绩效目标：目标是一切管理的开始 / / 47
华为获得成功的重要原因之一就是华为有着完善的目标管理法。任正非
深知目标是一切管理的基础，而管理的最终目的是高效率地实现目标。当然，
最重要的是小目标服从大目标、个人目标服从整体目标、短期目标服从长期
目标，这样，目标之间互为助力，才成就了华为的登顶之路; 反之，欲速则
不达，无论对个人还是对企业的发展都有害无益。
每一项工作都必须为达到总目标而展开 / / 49
PBC 绩效管理 / / 52
用SMART 标准提高效率 / / 57
目标管控，量化到位 / / 60
大小目标之间紧密相连 / / 63
第四章绩效考核：错误的考核比没有考核更具杀伤力 / / 69
考核不是目的，只是为了达成企业目标的一种有效手段; 考核也不是为
了成就个人英雄，而是要建设高效的、有战斗力的企业团队。华为采用科学
的绩效考评体系、完善的绩效考核方法、注重过程的绩效管理方式，打造了
一支无坚不摧的华为铁军。

绩效考核，打造无坚不摧的团队 / / 71
传统绩效考核的九大误区 / / 74
用过程思维架构绩效体系 / / 79
中高层述职+KPI 考核 / / 86
中基层员工KPI 考核 / / 89
平衡计分卡 / / 92
EVA 考评 / / 96
360 度考评 / / 99
第五章绩效辅导：辅导本身就是一种激励 / / 105
优秀的企业和团队是每个华为员工的愿景得以实现的最佳舞台：阶梯式
的培训，迎接新员工的到来; 企业和团队适时地关怀，伴随着员工的工作和
生活; 良好的学习环境和发展空间，成就员工的职业规划。员工在这里成长，
在这里辉煌，华为因为这无数个辉煌而更加强大!
绩效管理的四大障碍 / / 107
走进大队训练营 / / 110
让导师帮助新员工成长 / / 114
适时关怀一线员工 / / 116
从研发人员到项目责任人 / / 118

第六章绩效评价：一切评价围绕绩效结果展开 / / 123
一切评价围绕绩效结果展开，使奋斗目标清晰明确，使绩效评价有理有
据，使员工个人的成长与企业价值的增长有机地结合起来。如果说灰度体现
了管理者的智慧，那么华为从“游击队”成为“正规军”的历程，则体现了
做大事者的坚持。几经磨难，破腐生肌，才有了华为雄鹰的展翅翱翔。
基于企业价值的评价体系 / / 125
绩效评价ABC / / 131
以绩效承诺书约束绩效行为 / / 133
雏鹰计划：将“游击队”打造为“正规军” / / 136
雄鹰计划：学而优则仕，培训优秀员工的管理能力 / / 139
苍鹰计划：对待老员工，切不可“过河拆桥” / / 141
灰度管理/ / 145
第七章绩效沟通：合理地坚持，负激励发挥正能量 / / 151
管理者与员工之间的有效沟通，是绩效反馈最重要的手段，对实现绩效
管理目的是相当有效的。当企业员工的行为不符合企业目标或工作需要时，
管理者将给予惩罚或批评，从而来抑制这种行为，这种沟通方式就是负激励。

管理者需要明白，坚持与员工保持合理的绩效沟通，就能让负激励发挥出正
能量来。
允许犯错，但要有进步 / / 153
批评文化，激发员工的斗志 / / 155
保持危机意识，在压力下生存 / / 156
在比较中分享和成长 / / 158
唤起耻辱心的“最差奖”大会 / / 160
第八章绩效反馈：以奋斗者为本 / / 163
绩效反馈是绩效考核不可或缺的一个环节。对于员工来说，恰当的绩效
反馈能够激发员工的主观能动性，让其明白自身的优势与不足，从而为将来
的进一步改进与发展奠定基础。管理者应做好绩效反馈，从而有利于引导员
工在工作中不断改进，有利于增加员工对考核的信任，有利于完善已有的考
核方法，有利于促使考核者负起责任。通过绩效反馈使员工得到最合理的报
酬。我们践行着华为“以奋斗者为本”的核心价值观，激励了更多的奋斗者
为企业创造辉煌。
贯彻DGDX 的分配体系 / / 165
按贡献大小定待遇 / / 169
虚拟饱和配股，与奋斗者分享利益 / / 171

以动态分配机制扩大利益 / / 175
用职能工资制激活竞争 / / 178
分配逐步向优秀员工倾斜 / / 181
用末位淘汰法提升个人绩效 / / 183
体贴入微的福利待遇 / / 186
不让“雷锋”吃亏 / / 189

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