创建有效的关键绩效指标

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创建有效的关键绩效指标
 建立关键绩效指标（KPI）的挑战
 创造有效KPI的挑战，包括过程差异，行动测评，准确计算和生命周期管理。
 过程差异，这个问题表现在KPI上是：它们不能准确地捕捉业务流程间的细微差别，使项目小组难以为推算出捕获什么数据及如何计算。
 举例来说，行政人员要求用重复呼叫来跟踪外勤技术人员的效率，但这却花费了项目组相当多的时间来解释该关键绩效指标的意义。举例来说，外勤技术人员，主要是修复家用能源设备，但他们也可以卖掉它。因此，如果技术员即带回了重置系统的问卷又把它出售了，那么，这种重复呼叫是不是一件坏事呢？或有什么，如果房主只允许一名技术员对一个老化系统作小修小补，以节省金钱，但不久报修电话又来了，难道是因为这家的暖气又坏了？
  大多数业务流程包含无数的细微差别，如果要让关键绩效指标有一点有效性，这些细微差别就必须被理解，而且在相关关键绩效指标中要有所体现，尤其是当这些关键绩效指标被用来当是赔偿的依据时。最坏的情况是，当员工发现这些细微差别时，关键绩效指标已确定了，这将使绩效管理体系和薪酬制度遭受马蜂窝似的麻烦和毁灭性的破淮。

CREATING EFFECTIVE KPIs
Challenges to Creating KPIs
Some of the challenges with creating effective KPIs include process nuances, activity measurement, accurate calculations and lifecycle management.
 Process Nuances, The problem with many KPIs is that they do not accurately capture the nuances of a business process, making it difficult for the project team to figure out what data to capture and how to calculate it.
 For example, executives at Direct Energy requested a repeat-call metric to track the efficiency of field service technicians, but it took the project team considerable time to clarify the meaning of the KPI. For example, field service technicians primarily repair home energy equipment, but they can also sell it. So, is a repeat call a bad thing if the technician also brings literature about replacement systems or makes a sale? Or what if a homeowner only lets a technician make minor repairs to an aging system to save money but calls shortly afterward because the home's furnace broke down again?
 Most business processes contain innumerable nuances that must be understood and be built into the KPI if it is to have any validity, especially if the KPI is used as a basis for compensation. The worst-case scenario is when employees discover these nuances after the KPIs have        been deployed, which stirs up a hornet's nest of trouble and wreaks havoc on both the performance management system and compensation policies.