A. statistics of labor force indicators by job.

1. Workers: basic production workers (workers directly engaged in product manufacturing) and auxiliary production workers (engaged in various auxiliary jobs).

2. Apprentice: refers to a person who learns production technology and enjoys apprenticeship treatment under the guidance of skilled workers in production;

3. Marketing personnel: refers to relevant personnel directly engaged in product sales;

4. Managers: those who are engaged in administration, production and economic management in enterprise organizations and production workshops;

5. Engineering and technical personnel: refers to those who undertake engineering and technical work, have engineering and technical ability and have college education or above;

Three main contents of KPI assessment:

Monthly work plan assessment form-only 7 days per month, and daily management can be easily completed;

Evaluation form of employees' comprehensive quality and ability-helpful to establish the authority of the supervisor;

Error prevention reminder of knowledge management-avoid employees from making mistakes repeatedly.

The most effective skill for setting KPI management objectives-Smart Rule;

The essence of KPI performance management-flexible use of the 20/80 principle, grasping the big and letting go of the small;

How high should the employee's assessment index be? -Target value = benchmark value+marginal value;

How to assess the positions whose assessment indicators are difficult to quantify? —— Mastering 5 keywords QCDMS The assessment of any position is no longer a problem;

Employees hope that the lower the assessment index, the better, but the boss's wish is just the opposite. How to make the two sides reach an understanding?

-The art of serious conversation;

By introducing KPI, enterprises are no longer afraid that the backbone will be poached by competitors-just play the fool and pretend to be a pig and eat a tiger;

The database established in KPI management can make newcomers get started quickly;

How can KPI find management blind spots, reduce costs and enhance the competitiveness of enterprises-that is, rationalize suggestions and mobilize all staff to dig for treasures;

The reasons for the failure of enterprises to introduce KPI are as follows: the boss's determination and domineering are insufficient, the target value is set incorrectly, which is unpopular and hurts his heart;

How to link performance appraisal indicators with employees' income-40% of salary is linked to performance appraisal.

Employees push from pillar to post, and the supervisor is helpless.

Employees speak better than they sing, but their work efficiency is low and their team execution is generally insufficient.

Employees blindly demand high salaries, but supervisors lack a fair and reasonable salary and assessment system.

Employees have nothing to do with themselves and hang high. How does the enterprise develop?

The boss predicts that the annual sales will exceed 80 million, and the employees will customize 50 million. How to determine the index?

What if the backbone of the business changes jobs or is poached by competitors?

6. Service personnel: refers to those who serve employees or indirectly in production;

7. Other personnel: persons other than the above six categories.

B. statistics on the number of employees.

1. Number of people at the end of the period. Refers to the actual number of enterprises on the last day of the reporting period, which is a time indicator. Such as monthly, quarterly and year-end figures.

2. Average number of people. Refers to the average number of workers per day during the reporting period, which is a time series average index. The calculation formula is:

Average monthly headcount = sum of actual headcount per day in the reporting period ÷ number of months and days in the reporting period.

Or:

Average monthly headcount = (headcount at the beginning of the month+headcount at the end of the month) ÷2

Average number of people in the current season = (sum of average number of people in each month in the current season) ÷3

Annual average number of people = (sum of monthly average number of people in that year) ÷ 12

Or: = (the sum of the average number of people in each quarter of the year) ÷4

Remarks: When the number of enterprises changes according to individuals, the above method can be used for calculation; Otherwise, the weighted average calculation should be adopted.

C. Statistics of employee number change indicators

1. Balance of employees in enterprises: number of employees at the beginning+number of employees increased in the current period = number of employees decreased in the current period+number of employees at the end of the period.

2. Employee change indicator: employee change indicator (%) = (number of employees in the reporting period ÷ number of employees in the base period) × 100%.

D. Statistics of employee quality indicators

1. Staff cultural quality statistics:

∑ (actual training time × number of participants)

Average education level index =-.

Sum of cumulative participants (person-times)

E. Statistics of labor time utilization indicators

Labor time refers to the duration of employees' productive labor, which is an index to measure labor consumption. In statistics, it is usually expressed in units such as "working days" and "working hours". In order to calculate the working time accurately, the composition of working time is analyzed with charts:

Enterprise labor time analysis chart:

1. Attendance. Attendance reflects the actual attendance of employees within the specified working hours. The calculation formula is:

Attendance (%) = attendance man-days (working hours) ÷ system man-days (working hours) × 100%

2. Attendance man-days (working hours) utilization rate. Reflect the time proportion of employees engaged in production-related activities during the attendance time. Calculation formula:

Attendance man-days (working hours) utilization rate (%) = actual system working days (working hours) ÷ attendance man-days (working hours) × 100%.

3. System man-days (working hours) utilization rate. Reflect the degree to which the working hours of the system are actually used for production. Its calculation formula is:

System man-days (working hours) utilization rate (%) = actual man-days (working hours) in the system ÷ system man-days (working hours) × 100%.

4. Overtime Proportion Index and Intensity Index

(1) Overtime Proportion Index (%) = Overtime ÷ Actual Working Time × 100%.

(2) Overtime intensity index (%) = overtime hours ÷ actual working hours in the system × 100%.

2) Statistics of labor productivity indicators

Labor productivity is the productivity of enterprise employees in a certain period, an economic indicator of the comparative relationship between labor consumption and production results, and an important indicator to measure and evaluate the economic effect of enterprises. There are two basic forms of labor productivity:

Labor productivity (positive indicator) = product output/labor consumption;

Labor productivity (inverse index) = labor consumption/product output;

Labor productivity is the comparison between labor consumption and product output. Output can be expressed by physical quantity (or standard physical quantity), labor output (fixed working hours output), value quantity (total output, additional tariffs) and so on. The amount of labor can be expressed by the number of people and time.

Its calculation formula is:

1. Physical labor productivity of workers = product output during the reporting period ÷ average number of industrial production workers (including apprentices) during the reporting period.

2. Manual labor productivity = product output during the reporting period/average sensitivity of all employees during the reporting period.

3 labor productivity (yuan/person) = gross industrial output value in the reporting period (ten thousand yuan) ÷ average number of all employees in the reporting period (person)

Or: industrial added value during the reporting period ÷ average number of all employees during the reporting period.

3) Statistics of labor remuneration indicators

Labor remuneration is the material basis of labor reproduction. The total amount of labor remuneration paid directly by an enterprise to all employees in a certain period of time is called employee labor remuneration. Including: the total wages of employees in this enterprise and the labor remuneration of other employees. Among them, it is mainly the total wages of employees.

A. total wages. Total wages refer to the total amount of labor remuneration paid directly to all employees of an enterprise in a certain period of time. It should be mainly composed of six parts.

1. hourly wage. Refers to the labor remuneration paid to individuals according to hourly wages and working hours.

2. Piece rate. Refers to the labor remuneration paid by piece for the work done. Divided into: standard piece-rate wage and piece-rate excess wage.

3. Bonus. Refers to the excess remuneration paid to employees and the labor remuneration for increasing income and reducing expenditure.

4. Allowances and subsidies. Refers to the labor remuneration paid for compensation or extra labor consumption and other special reasons.

5. Get extra pay for working overtime. Refers to overtime pay and overtime pay paid according to regulations.

B. Average wage statistics. The average wage refers to the average wage income of all employees in a certain period. Its calculation formula is:

Average salary (yuan/person) = total salary (yuan) ÷ average number of employees (person)

Remarks: Statistics of average salary can be made according to different employee ranges (all employees, managers, marketers, department heads and engineering technologies to be classified) or different time ranges (months, quarters and years). Statistical methods should be determined according to the internal accounting and management requirements of enterprises.

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Key performance indicators

Key Performance Indicator (KPI) is an objective quantitative management indicator to measure process performance by setting, sampling, calculating and analyzing the key parameters of the internal process of an organization. It is a tool to decompose the strategic objectives of an enterprise into operational objectives, and it is the basis of enterprise performance management. KPI can make the department head clear about the main responsibilities of the department, and on this basis, make clear the performance measurement indicators of the department personnel. Establishing a clear and feasible KPI system is the key to do a good job in performance management.

There is an important SMART principle when determining key performance indicators. SMART is the abbreviation of the initials of five English words:

S stands for Specific, which means that performance appraisal should focus on specific work indicators, not generalities;

M stands for measurable, indicating that performance indicators are quantitative or behavioral, and data or information to verify these performance indicators can be obtained;

A stands for achievable, which means that performance indicators can be achieved through hard work and avoid setting too high or too low goals;

R stands for realism, indicating that performance indicators are real and can be proved and observed;

T stands for time limit, focusing on the specific time limit for completing performance indicators.

The key points of establishing KPI index are process, planning and systematicness. First of all, make clear the strategic objectives of the enterprise, and find out the business focus of the enterprise through brainstorming and fishbone analysis at the enterprise meeting, which is the focus of enterprise value evaluation. Then, the key performance indicators (KPIs) of these key business areas, that is, enterprise-level KPIs, are found by brainstorming.

Next, department heads need to establish department-level KPIs according to enterprise-level KPIs, and decompose the KPIs of corresponding departments, determine the relevant factor objectives, analyze the performance drivers (technology, organization and people), determine the workflow to achieve the objectives, decompose the department-level KPIs, and determine the evaluation index system.

Then, the supervisors of each department and KPI staff of each department will further subdivide the KPI into more detailed KPI and performance measurement indicators of each position. These performance indicators are the elements and basis of employee assessment. This process of establishing and evaluating KPI system is a process of unifying the efforts of all employees to the strategic objectives of the enterprise, which will certainly play a great role in promoting the performance management of managers in various departments.

After the establishment of the index system, it is necessary to formulate evaluation standards. Generally speaking, indicators refer to the way of measuring or evaluating work, and solve the problem of "what to evaluate"; Standard refers to the level of each index to be reached in order to solve the problem of "how to do it and how much to do it".

Finally, the key performance indicators must be audited. For example, some audit questions: can multiple evaluators get the same result by evaluating the same performance indicator? Can the sum of these indicators explain more than 80% of the work objectives of the assessed? Track and monitor whether these key performance indicators can be operated? Wait a minute. Audit is mainly to ensure that these key performance indicators can comprehensively and objectively reflect the performance of the evaluated object and are easy to operate.

Each position affects a process of a business process, or a certain point in the process. When setting goals and conducting performance appraisal, it is necessary to consider whether the incumbent of this position can control the result of this indicator. If the incumbent can't control it, this indicator can't be used as a performance measure of the incumbent. For example, cross-departmental indicators can not be used as assessment indicators for grass-roots employees, but should be used as assessment indicators for department heads or superiors.

Performance management is a process in which both parties reach a consensus on the goal and how to achieve it, and it is also a management method to improve employees' success in achieving the goal. The basis for managers to set work goals for subordinates comes from the department's KPI, the department's KPI comes from the superior department's KPI, and the superior department's KPI comes from the enterprise KPI. Only in this way can we ensure that every post is working hard in the direction required by the enterprise.

Making good use of KPI to evaluate enterprises is helpful to the integration of enterprise organizational structure, improve the efficiency of enterprises and streamline unnecessary institutions, processes and systems.

Function of KPI

With the decomposition of the company's strategic objectives, senior leaders can clearly understand the most critical business operations that create company value;

It can effectively reflect the change degree of key performance drivers, which is convenient for managers to diagnose problems in operation and take timely measures;

Distinguish between qualitative and quantitative indicators to effectively promote the implementation of the company's strategy;

Respond to key and critical business behaviors, so that managers can concentrate on the business aspects that have the greatest driving force for performance;

It is decided by senior leaders and recognized by the examinees, which provides an objective basis for performance management and communication between superiors and subordinates.