Performance index optimization management method

Abstract

The invention relates to the technical field of management, in particular to an optimal management method for performance indexes. Obtaining a target performance index of the target employee based on the business level index, the customer reputation index and the economic benefit index, and comparing the target performance index with the actual performance index to obtain the performance completion degree of the target employee; according to the performance completion degree of the target employee, when the target completion degree is lower than a preset completion degree threshold value, starting a management program; obtaining the character type of the target employee, and calling a management strategy recommendation device based on the character type of the target employee, the target performance index, the actual performance index and the performance completion degree to obtain a recommendation management strategy; and managing the target employee according to the recommended management strategy, evaluating the management effect to obtain a management effect evaluation index, feeding back the management effect to the management strategy recommendation device, and performing iterative optimization on the management strategy recommendation device. According to the invention, an effect of dynamic, accurate and personalized management of employee performance can be realized.

Description

Technical Field

[0001] This invention relates to the field of management technology, and in particular to a method for optimizing the management of performance indicators. Background Technology

[0002] Traditional employee performance management typically uses single or limited-dimensional indicators to set employee performance targets, judging performance by comparing actual results with target values. When employee performance falls short, managers often rely on experience or uniform standards to implement management measures such as standardized training and financial rewards / penalties. Furthermore, there is little systematic evaluation or optimization of the strategies after implementation. Management decisions depend on subjective experience, lacking data support and scientific modeling, making them prone to bias. Moreover, the absence of effective performance evaluation and strategy iteration mechanisms hinders the continuous improvement of the applicability and effectiveness of management strategies. This results in technical problems such as a lack of data support for management decisions, reliance on subjective experience, and an inability to autonomously update and iterate. Summary of the Invention

[0003] This invention addresses the technical problems in existing technologies, such as the lack of data support for management decisions, reliance on subjective experience, and the inability to update and iterate independently, by providing an optimized management method for performance indicators.

[0004] The technical solution of the present invention to solve the above-mentioned technical problems is as follows: In a first aspect, the present invention provides a method for optimizing the management of performance indicators, comprising: obtaining target performance indicators for target employees based on business level indicators, customer reputation indicators, and economic benefit indicators, and comparing them with actual performance indicators to obtain the performance completion rate of target employees; activating a management program when the target completion rate is lower than a preset completion rate threshold; obtaining the personality type of target employees, and calling a management strategy recommender based on the personality type, target performance indicators, actual performance indicators, and performance completion rate of target employees to obtain recommended management strategies; managing target employees according to the recommended management strategies, evaluating the management effect to obtain a management effect evaluation index, and feeding the management effect back to the management strategy recommender for iterative optimization of the management strategy recommender.

[0005] Optionally, based on business performance indicators, customer reputation indicators, and economic benefit indicators, target performance indicators for target employees are obtained and compared with actual performance indicators to obtain the performance completion rate of target employees. This includes: setting a target good rate for handling work matters based on the proficiency of target employees as a business performance indicator; setting a customer reputation indicator based on customer feedback on the service quality of target employees; setting an economic benefit indicator based on the labor cost of target employees; weighted summing of the business performance indicators, customer reputation indicators, and economic benefit indicators to obtain the target performance indicator of the target employees; weighted summing of the business performance indicators, customer reputation indicators, and economic benefit indicators actually achieved by target employees within a preset period as the actual performance indicator of target employees; and calculating the ratio of the actual performance indicator to the target performance indicator as the performance completion rate of target employees.

[0006] Specifically, based on the proficiency level of the target employees, a target performance rate for handling work matters is set as a business performance indicator. This includes: obtaining the target employees' years of service and skill ratings; setting the target performance rate based on the target employees' years of service and skill ratings, wherein the target performance rate is positively correlated with the years of service and skill ratings; and using the target performance rate as a business performance indicator to calculate the target performance indicator.

[0007] Optionally, based on feedback from target customers regarding the service quality of target employees, a customer reputation index for the target employee is set, including: obtaining evaluation scores from multiple target customers regarding the service of the target employee, which serve as multiple basic reputation indices to obtain a set of basic reputation indices; obtaining the length of cooperation and scale of cooperation with multiple target customers, and, based on the length of cooperation and scale of cooperation with the target customers, performing a weighted summation of the multiple basic reputation indices given by multiple target customers to the target employee to obtain the customer reputation index.

[0008] Specifically, based on the labor costs of target employees, economic benefit indicators for target employees are set, including: obtaining the average monthly labor cost of target employees, including salary expenses, welfare expenses, and training expenses; calculating the average monthly labor cost of multiple target employees and summing them to obtain the total average monthly labor cost of the enterprise; obtaining the average monthly operating cost of the enterprise other than the average monthly labor cost, adding the average monthly operating cost of the enterprise to the preset monthly profit amount to obtain the enterprise's monthly revenue target; and allocating the enterprise's monthly revenue target to multiple target employees according to the proportion of the average monthly labor cost of different target employees to the total average monthly labor cost of the enterprise, thereby obtaining the economic benefit indicators of the target employees.

[0009] Optionally, the personality type of the target employee is obtained, and based on the target employee's personality type, target performance indicators, actual performance indicators, and performance completion rate, a management strategy recommender is invoked to obtain recommended management strategies. This includes: conducting a personality test on the target employee based on the Myers-Briggs type index to obtain the target employee's personality type; and inputting the target employee's personality type, target performance indicators, actual performance indicators, and performance completion rate into the management strategy recommender to obtain the recommended management strategies.

[0010] The process of calling the management strategy recommender includes: acquiring a sample set of personality types of multiple target employees, as well as a set of target performance indicators, actual performance indicators, performance completion rates, management strategies, and corresponding management effect sets from historical management processes, for training the management strategy recommender; using machine learning methods to build the management strategy recommender, and using the aforementioned sample set of personality types of multiple target employees, the set of target performance indicators, actual performance indicators, performance completion rates, management strategies, and corresponding management effect sets from historical management processes to train the management strategy recommender until convergence; and calling the trained management strategy recommender to make management strategy recommendations.

[0011] The management strategies mentioned above are categorized into three types: economic strategies, psychological strategies, and training strategies. Economic strategies include: increasing team reward mechanisms, increasing team punishment mechanisms, and withholding bonuses from target employees; no specific economic strategy is mentioned. Psychological strategies include: conducting team building activities, encouraging target employees, admonishing target employees, and criticizing target employees; no specific psychological strategy is mentioned. Training strategies include: assigning skilled personnel for training, hiring external experts for training, and holding experience exchange meetings; no specific training strategy is mentioned. The management strategies used in the historical management process are a combination of economic, psychological, and training strategies.

[0012] Optionally, the target employees are managed according to the recommended management strategy, the management effect is evaluated to obtain a management effect evaluation index, and the management effect is fed back to the management strategy recommender for iterative optimization. This includes: calculating the management effect after management, where the evaluation index of the management effect is the performance completion rate of the target employees within a preset period after management; calculating the ratio of the performance completion rate of the target employees within the preset period after management to the performance completion rate of the target employees within the preset period before management to obtain the management effect evaluation index; and feeding the management effect back to the management strategy recommender to optimize the parameters of the management strategy recommender.

[0013] By implementing this invention, it is possible to obtain target performance indicators for target employees based on business level indicators, customer reputation indicators, and economic benefit indicators, and compare them with actual performance indicators to obtain the performance completion rate of target employees. The multi-dimensional indicators cover the business quality, customer recognition, and economic value of employees' work, making the target performance indicators more comprehensive and reasonable. By comparing with actual performance, the performance completion of employees can be objectively quantified, providing accurate basis for subsequent management. By implementing this invention, it is possible to activate a management program when the target completion rate is lower than a preset completion rate threshold, based on the performance completion rate of the target employees. This avoids indiscriminate management of all employees and only intervenes in those who fail to meet the performance targets, thereby improving management efficiency. The preset threshold clearly defines the management trigger conditions, making management decisions more objective and standardized. By implementing this invention, it is possible to obtain the personality type of target employees, and based on the personality type, target performance indicators, actual performance indicators, and performance completion rate of target employees, call the management strategy recommender to obtain recommended management strategies. Taking into account the differences in employee personality, the recommended management strategies are more in line with individual characteristics, thereby improving the pertinence of management. Based on multi-dimensional data and machine learning models, the recommended strategies reduce subjective decision-making bias and improve the scientific nature of the strategies. By implementing this invention, it is possible to manage target employees according to recommended management strategies, evaluate the management effectiveness, obtain a management effectiveness evaluation index, and feed the management effectiveness back to the management strategy recommender for iterative optimization. The effectiveness of the management strategy is verified through the effectiveness evaluation. The feedback mechanism promotes continuous learning of the recommender, enabling subsequent recommended management strategies to be continuously optimized and improving long-term management effectiveness.

[0014] In summary, by implementing this invention, it is possible to achieve dynamic, accurate, and personalized management of employee performance by combining a management strategy recommendation model with employee personality recommendations and continuously optimizing the management strategy recommendation model through management effect feedback. Attached Figure Description

[0015] Figure 1 This is a flowchart illustrating a performance indicator optimization management method provided by the present invention. Detailed Implementation

[0016] The technical solutions of the embodiments of the present invention will be clearly and completely described below with reference to the accompanying drawings. Obviously, the described embodiments are only some embodiments of the present invention, and not all embodiments. Based on the embodiments of the present invention, all other embodiments obtained by those skilled in the art without creative effort are within the scope of protection of the present invention.

[0017] In the description of this invention, the terms "first" and "second" are used for descriptive purposes only and should not be construed as indicating or implying relative importance or implicitly specifying the number of indicated technical features. Thus, a feature defined as "first" or "second" may explicitly or implicitly include one or more features. In the description of this invention, "a plurality of" means two or more, unless otherwise explicitly specified.

[0018] In the description of this invention, the term "for example" is used to mean "used as an example, illustration, or description." Any embodiment described as "for example" in this invention is not necessarily to be construed as being more preferred or advantageous than other embodiments. The following description is provided to enable any person skilled in the art to make and use the invention. Details are set forth in the following description for purposes of explanation. It should be understood that those skilled in the art will recognize that the invention can be made without using these specific details. In other instances, well-known structures and processes will not be described in detail to avoid obscuring the description of the invention with unnecessary detail. Therefore, the invention is not intended to be limited to the embodiments shown, but is consistent with the broadest scope of the principles and features disclosed herein.

[0019] Example 1, as Figure 1 As shown, this embodiment of the invention provides a method for optimizing the management of performance indicators, including: S100: Based on business performance indicators, customer reputation indicators, and economic benefit indicators, obtain the target performance indicators for target employees, and compare them with the actual performance indicators to obtain the performance completion rate of target employees. S200: Based on the target employee's performance completion rate, when the target completion rate is lower than the preset completion rate threshold, the management procedure is activated; S300: Obtain the personality type of the target employee, and based on the target employee's personality type, target performance indicators, actual performance indicators, and performance completion rate, call the management strategy recommender to obtain recommended management strategies; S400: Manage target employees according to recommended management strategies, evaluate management effectiveness, obtain management effectiveness evaluation index, and feed the management effectiveness back to the management strategy recommender for iterative optimization.

[0020] In step S100 of this application embodiment, target performance indicators for target employees are obtained based on business level indicators, customer reputation indicators, and economic benefit indicators, and compared with actual performance indicators to obtain the performance completion rate of target employees, including: Based on the proficiency level of the target employees, set a target success rate for handling work matters as an indicator of their business performance. Based on customer feedback on the service quality of target employees, set customer reputation indicators for target employees; Based on the labor cost of the target employees, set economic benefit indicators for the target employees; The target performance indicators of the target employees are obtained by weighted summing of the business level indicators, customer reputation indicators, and economic benefit indicators of the target employees. The actual performance indicators of the target employees are calculated by weighting and summing the business level indicators, customer reputation indicators, and economic benefit indicators actually achieved by the target employees within the preset period. Calculate the ratio of actual performance indicators to target performance indicators, which serves as the performance completion rate of the target employees.

[0021] In this embodiment, the core purpose of step S100 is to scientifically and comprehensively evaluate the performance of target employees, providing a quantitative basis for subsequent management strategy formulation. First, by combining three dimensions—business skills, customer reputation, and economic benefits—the one-sidedness of a single indicator assessment is avoided, ensuring that the target performance indicators reflect the employee's comprehensive value to the company. Then, by comparing the target with actual performance, the performance completion rate is accurately calculated to determine whether the employee has achieved the expected goals, providing trigger conditions for initiating the management process.

[0022] In step S100 of this application embodiment, based on the proficiency level of the target employee, a target competency rate for handling work matters is set as a business performance indicator, including: Obtain the target employees' years of service and skill ratings; The target retention rate is set based on the target employees' years of service and skill rating, wherein the target retention rate is positively correlated with the years of service and skill rating; The target reliability rate is used as a business performance indicator to calculate the target performance indicator.

[0023] In this embodiment, a target competency rate for handling work tasks is set based on the target employee's proficiency level. The core purpose of this business competency indicator is to scientifically and reasonably set this indicator, providing a precise basis for calculating subsequent target performance indicators. Specifically, this requires combining the employee's years of service and skill rating to ensure that the set business competency indicator matches the employee's actual proficiency level, avoiding unreasonableness caused by indicators being too high or too low.

[0024] In the specific implementation process, it is first necessary to collect the length of service of the target employees, such as 1 year, 3 years, 5 years, etc.; and collect the skill rating of the target employees, such as four levels: primary, intermediate, advanced and expert. The specific rating standards can be formulated by the company according to its business needs.

[0025] Then, a target fulfillment rate needs to be configured based on years of service and skill rating. The target fulfillment rate is positively correlated with years of service and skill rating; that is, the longer the service period and the higher the skill rating, the higher the target fulfillment rate. In this performance indicator optimization management method, the fulfillment rate refers to the proportion of work tasks handled by the target employee that meet the preset fulfillment standard to the total number of work tasks handled. It is a core quantitative indicator for measuring the employee's business performance. The "fulfillment standard" here can be defined according to the type of business.

[0026] Suppose a company divides skill ratings into 4 levels, with higher levels indicating stronger abilities, and assigns weights and corresponding scores to years of service and skill rating. For example, years of service scores: less than 1 year = 1 point, 1-3 years = 2 points, 3-5 years = 3 points, more than 5 years = 4 points; skill rating scores: L1 = 1 point, L2 = 2 points, L3 = 3 points, L4 = 4 points. Then, for example, the target availability rate can be calculated as: Target Availability Rate = Base Availability Rate + (Years of Service Score + Skill Rating Score) × Adjustment Coefficient.

[0027] The base readiness rate can be a benchmark value set by the company based on the minimum requirements of its business, such as 70%. The adjustment factor is used to amplify the impact of the age and rating on the readiness rate, such as 5%, and can be adjusted according to the industry or business complexity.

[0028] For example, if a target employee has been with the company for 2 years and has a skill rating of L2, then their years of service score is 2 points, their skill rating score is 2 points, and the target retention rate is 70% + (2+2)×5% = 70% + 20% = 90%.

[0029] In step S100 of this application embodiment, based on the feedback from target customers regarding the service quality of target employees, a customer reputation index for the target employee is set, including: Obtain evaluation scores from multiple target customers for the services of target employees, and use these scores as multiple basic reputation indicators to obtain a set of basic reputation indicators; Obtain the length of cooperation and scale of cooperation with multiple target customers. Based on the length of cooperation and scale of cooperation with target customers, perform a weighted sum of multiple basic reputation indicators made by multiple target customers to target employees to obtain the customer reputation index.

[0030] In this embodiment of the application, the customer reputation index of the target employee is set based on the feedback of the target customer on the service quality of the target employee. The core purpose is to scientifically and comprehensively quantify the customer reputation performance of the target employee, and provide an accurate customer evaluation dimension for calculating the target performance index.

[0031] Specifically, the first step is to collect evaluation scores from multiple target customers regarding the service quality of the target employee, forming a basic reputation indicator set. Evaluation scores can be obtained through customer satisfaction questionnaires, rating systems, etc., using a rating scale of 1 to 10, where 1 is the lowest and 10 is the highest. For example, if three target customers give the target employee ratings of 8, 9, and 7 respectively, the basic reputation indicator set would be {8, 9, 7}. This basic reputation indicator set directly reflects customers' intuitive perception of the employee's service and is the original data source for customer reputation indicators.

[0032] Furthermore, it is necessary to perform a weighted summation of multiple basic reputation indicators assessed by various target customers regarding target employees. The core logic is that customers with longer and larger cooperation periods are of higher value to the company, and their evaluation weight is also higher; that is, the weight is positively correlated with the length and scale of cooperation. The scale of cooperation can be measured by annual transaction volume.

[0033] In the specific implementation process, the cooperation period and cooperation scale can be quantitatively graded. For example, for the cooperation period, less than 1 year = 1 point, 1-3 years = 2 points, 3-5 years = 3 points, and more than 5 years = 4 points; for the cooperation scale, less than 100,000 = 1 point, 100,000-500,000 = 2 points, 500,000-1,000,000 = 3 points, and more than 1,000,000 = 4 points.

[0034] Then, calculate the overall weight for each individual customer. Specifically, the score for the length of cooperation and the score for the scale of cooperation can be added together and normalized. That is, a customer's weight = that customer's overall score ÷ the sum of all customers' overall scores. For example, three customers A, B, and C each gave service evaluation scores to a target employee. The calculation methods for the length of cooperation, scale of cooperation, overall score, and overall weight for the three customers are as follows: Customer A, 2 years of cooperation (2 points), annual transaction amount of 800,000 (3 points), overall score = 2 + 3 = 5 points; Customer B, 1 year of cooperation (1 point), annual transaction amount of 300,000 (2 points), overall score = 1 + 2 = 3 points; Customer C, 6 years of cooperation (4 points), annual transaction amount of 1,200,000 (4 points), overall score = 4 + 4 = 8 points; total overall score = 5 + 3 + 8 = 16 points. Then, the weight of customer A = 5 / 16 ≈ 31.25%, the weight of customer B = 3 / 16 ≈ 18.75%, and the weight of customer C = 8 / 16 = 50%.

[0035] Finally, the customer reputation score is calculated by multiplying each basic reputation metric (customer rating score) by its corresponding customer weight and summing the results. That is, Customer Reputation Score = Σ (Single customer rating score × Customer weight). Based on the rating scores (8, 9, 7) and weights (31.25%, 18.75%, 50%) of customers A, B, and C, the customer reputation score for the target employee can be calculated as: 8 × 31.25% + 9 × 18.75% + 7 × 50% = 2.5 + 1.6875 + 3.5 = 7.6875 points.

[0036] In step S100 of this application embodiment, based on the labor cost of the target employees, economic benefit indicators for the target employees are set, including: Obtain the average monthly labor cost of the target employees, including salary expenses, welfare expenses, and training expenses; Calculate the average monthly labor cost of multiple target employees and sum them up to obtain the company's total average monthly labor cost; Obtain the company's average monthly operating costs excluding average monthly labor costs, and add the company's average monthly operating costs to the preset monthly profit amount to obtain the company's monthly revenue target; Based on the proportion of the average monthly labor cost of different target employees to the company's total average monthly labor cost, the company's monthly revenue target is allocated to multiple target employees to obtain the economic benefit indicators of the target employees.

[0037] In this embodiment of the application, the core purpose of this step is to reasonably and fairly set economic benefit indicators for target employees, link the overall business objectives of the enterprise with the labor costs of individual employees, and ensure that the economic benefit indicators of employees not only meet the overall profit needs of the enterprise, but also match the labor costs of the employees themselves.

[0038] First, it's necessary to obtain the average monthly labor cost for the target employees. This includes: salary expenses, such as the employee's basic monthly salary, performance-based salary, bonuses, and other direct compensation; welfare expenses, such as social security and housing fund contributions, meal allowances, transportation subsidies, and holiday benefits; and training expenses, such as the cost of training courses, training materials, and external lecturers provided by the company for the employee. These costs are averaged monthly throughout the year. This step clarifies the base labor cost for each individual employee, providing a basis for subsequent allocation of company revenue targets. For example, if an employee's average monthly salary expense is 8,000 yuan, welfare expenses are 2,000 yuan, and training expenses are 1,000 yuan, then their average monthly labor cost is 8,000 + 2,000 + 1,000 = 11,000 yuan.

[0039] Next, it is necessary to calculate the company's total monthly average labor cost, which involves adding up the monthly average labor costs of multiple target employees. This total monthly average labor cost reflects the company's overall investment in employee employment and forms the basis for subsequent calculations of the employee cost ratio. For example, if a company has 3 employees with monthly average labor costs of 11,000 yuan, 9,000 yuan, and 10,000 yuan respectively, then the company's total monthly average labor cost is 11,000 + 9,000 + 10,000 = 30,000 yuan.

[0040] Further, it is necessary to calculate the company's monthly revenue target. First, obtain the company's average monthly operating costs excluding labor costs, including rent, utilities, raw material procurement costs, equipment depreciation, and administrative expenses. Then, determine the company's projected monthly profit, which can be set based on the company's strategic goals and historical profit data, for example, a monthly profit of 500,000 yuan. Finally, calculate the company's monthly revenue target. Optionally, the company's monthly revenue target = average monthly operating costs (excluding labor costs) + projected monthly profit. For example, if the company's average monthly operating costs (excluding labor costs) are 300,000 yuan and the projected monthly profit is 500,000 yuan, then the company's monthly revenue target = 300,000 + 500,000 = 800,000 yuan.

[0041] Furthermore, based on the proportion of the average monthly labor cost of different target employees to the company's total average monthly labor cost, the company's monthly revenue target is allocated to multiple target employees to obtain the economic benefit index of the target employees. The specific calculation method is: Target employee's economic benefit index = Company's monthly revenue target × (Employee's average monthly labor cost ÷ Company's total average monthly labor cost). For example, based on the above example, if the company's monthly revenue target is 800,000 yuan, a certain employee's average monthly labor cost is 11,000 yuan, and the company's total average monthly labor cost is 30,000 yuan, then the employee's economic benefit index = 800,000 × (11,000 ÷ 30,000) ≈ 293,333 yuan, or approximately 293,300 yuan.

[0042] Through the above steps, a precise correlation is achieved between employee economic benefit indicators and corporate business objectives and labor costs. This not only ensures the overall profitability of the company but also sets clear economic responsibility targets for employees, providing scientific economic dimension support for comprehensive performance evaluation.

[0043] Next, the target employee's business performance indicators, customer reputation indicators, and economic benefit indicators need to be weighted and summed to obtain the target employee's target performance indicators. First, the business performance indicators, customer reputation indicators, and economic benefit indicators obtained through the aforementioned steps need to be normalized to facilitate weighted summation on the same data scale.

[0044] For example, if the original business performance indicator is a target fulfillment rate of 80% and the actual fulfillment rate is 75%, the percentage value is directly used as the score. A target fulfillment rate of 90% would be normalized to 90 points, and an actual fulfillment rate of 85% would be normalized to 85 points. For customer reputation indicators, normalization can be performed using a 1-to-10-point system. For example, a target customer reputation indicator with a weighted value of 8.5 points would be normalized to 85 points, and an actual customer reputation indicator with a weighted value of 7.2 points would be normalized to 72 points. For economic benefit indicators, the amount is converted to a score of 0-100 using the method of "actual value / target value × 100," reflecting the percentage of target achievement. The normalized score is calculated as follows: (Actual economic benefit amount ÷ Target economic benefit amount) × 100. If the target economic benefit is 200,000 yuan and the actual benefit is 180,000 yuan, then the normalized score is (180,000 ÷ 200,000) × 100 = 90 points. If the target economic benefit is 250,000 yuan and the actual benefit is 280,000 yuan, then the normalized score is 112 points, with no upper limit. After normalizing the above three indicators, a weighted sum is performed by assigning different weights to obtain the target performance indicator and the actual performance indicator.

[0045] The total weight is 100% or 1, and the specific value is adjusted according to the company's strategy: For service-oriented companies, such as customer service and consulting, the weight of customer reputation indicators can be increased, such as 50%; for sales-oriented companies, the weight of economic efficiency indicators can be increased, such as 50%; for technology-oriented companies, the weight of business level indicators can be increased, such as 50%.

[0046] Furthermore, the target performance indicator is calculated as follows: Target performance indicator = (normalized score of business level indicator × weight of business level indicator) + (normalized score of customer reputation indicator × weight of customer reputation indicator) + (normalized score of economic benefit indicator × weight of economic benefit indicator).

[0047] For example, a company sets the weights as follows: business performance index 40%, customer reputation index 30%, and economic benefit index 30%. The target business performance index is 90 points, with a weighted score of 90 × 40% = 36 points; the target customer reputation index is 85 points, with a weighted score of 85 × 30% = 25.5 points; and the target economic benefit index is 90 points, with a weighted score of 90 × 30% = 27 points. Therefore, the target performance index = 36 + 25.5 + 27 = 88.5 points.

[0048] Next, the actual performance indicators need to be calculated. The specific calculation method is: Actual Performance Indicator = (Normalized Score of Actual Business Performance Indicator × Weight of Business Performance Indicator) + (Normalized Score of Actual Customer Reputation Indicator × Weight of Customer Reputation Indicator) + (Normalized Score of Actual Economic Benefit Indicator × Weight of Economic Benefit Indicator). Using the weights from the example above, i.e., Business Performance Indicator 40%, Customer Reputation Indicator 30%, and Economic Benefit Indicator 30%, then: Actual Business Performance Indicator is 85 points, with a weighted score of 85 × 40% = 34 points; Actual Customer Reputation Indicator is 80 points, with a weighted score of 80 × 30% = 24 points; Actual Economic Benefit Indicator is 80 points, with a weighted score of 80 × 30% = 24 points; Actual Performance Indicator = 34 + 24 + 24 = 82 points. The actual performance indicator is the weighted sum of the Business Performance Indicator, Customer Reputation Indicator, and Economic Benefit Indicator actually achieved by the target employee within a preset period. The specific duration of the preset period needs to be determined based on factors such as the company's business type and management needs, and is usually one month.

[0049] Finally, the ratio of actual performance indicators to target performance indicators is calculated as the performance completion rate of the target employee. Specifically, performance completion rate = actual performance indicator ÷ target performance indicator × 100% = 82 ÷ 88.5 × 100% ≈ 92.66%.

[0050] In step S200 of this application embodiment, when the target completion rate is lower than the preset completion rate threshold, the management program is activated based on the target employee's performance completion rate. The preset completion rate threshold can be set according to the enterprise's business goals, such as 90%, and calibrated with reference to the performance achievement standards of benchmark enterprises in the same industry.

[0051] If the target employee's performance completion rate is greater than or equal to the preset threshold, such as 90%, it means that the target employee's performance has met the target; if the performance completion rate is less than the threshold, such as a target employee's performance completion rate being only 70%, then subsequent management procedures will be triggered, such as calling the management strategy recommender.

[0052] In step S300 of this application embodiment, the personality type of the target employee is obtained, and based on the target employee's personality type, target performance indicators, actual performance indicators, and performance completion rate, a management strategy recommender is invoked to obtain a recommended management strategy, including: The personality type of the target employees is determined by conducting a personality test based on the Myers-Briggs type index. Input the target employee's personality type, target performance indicators, actual performance indicators, and performance completion rate into the management strategy recommender to obtain recommended management strategies.

[0053] In this embodiment, obtaining the personality type of the target employee aims to provide a basis for developing personalized management strategies, ensuring that the management strategy matches the employee's personality traits and improving management effectiveness. Employees with different personality types exhibit varying levels of acceptance and response to management methods. By using the Myers-Briggs Type Indicator (MBTI), a mature personality testing tool, the target employee's personality type can be accurately identified, providing key input parameters for the management strategy recommender. This makes the recommended management strategies more targeted, avoiding the ineffectiveness of a "one-size-fits-all" approach.

[0054] Specifically, a standardized MBTI test questionnaire can be used, such as the classic version with 93 questions. The target employee can be asked to answer the questions in the form of multiple choice to determine the personality type of the target employee, such as ESTJ, INFP, etc.

[0055] In step S300 of this application embodiment, the management strategy recommender is invoked, including: Obtain a sample set of personality types of multiple target employees, as well as a set of target performance indicators, actual performance indicators, performance completion rate, management strategies, and corresponding management effect sets from the historical management process, to train the management strategy recommender. Using machine learning methods, the management strategy recommender is built, and the management strategy recommender is trained using the above-mentioned multiple target employee personality type sample sets, target performance indicator sets, actual performance indicator sets, performance completion sets, management strategy sets, and corresponding management effect sets in the historical management process until convergence. Call the trained management strategy recommender to make management strategy recommendations.

[0056] In this embodiment of the application, the core purpose of this step is to build and train an intelligent model that can recommend the optimal management strategy based on employee characteristics and performance data, namely a management strategy recommender, so as to achieve accurate and personalized recommendations of management strategies.

[0057] The input features of the management strategy recommender include the target employee's personality type, target performance indicators, actual performance indicators, and performance completion rate. The output parameter is the recommended management strategy.

[0058] The training samples for the management strategy recommender come from a sample set of personality types of multiple target employees, as well as a set of target performance indicators, actual performance indicators, performance completion rates, management strategies, and corresponding management effects from historical management processes. The training sample size must cover complete historical data for at least 200 target employees, with each employee including their personality type, target performance indicators, actual performance indicators, performance completion rates, management strategies, and corresponding management effects. The training sample must cover employees of different personality types and performance levels to meet the model's learning requirements. The training samples are divided into a training set and a validation set in an 8:2 ratio for training the management strategy recommender.

[0059] The management strategies are divided into three categories: economic strategies, psychological strategies, and training strategies. Economic strategies include: adding team reward mechanisms, adding team punishment mechanisms, deducting bonuses from target employees, and no economic strategies. For example, adding a team reward mechanism could mean that if the team's overall performance improves by 10%, each team member receives an extra bonus of 500 yuan; adding a team punishment mechanism could mean that if the team's monthly performance is below 80%, 20% of each team member's monthly performance bonus is deducted; deducting bonuses from target employees could mean that if a target employee's individual performance is only 60%, half of their monthly performance bonus is deducted; no economic strategies mean that no economic reward or punishment measures are taken against employees, and management is carried out solely through other strategies.

[0060] Psychological strategies include: team building activities, encouraging target employees, admonishing target employees, criticizing target employees, and no psychological strategy. For example, team building activities could include organizing outdoor team-building activities, dinners, or themed seminars to enhance team cohesion; encouraging target employees could involve privately communicating with them to acknowledge their efforts in a project; admonishing target employees could involve formally talking to them, pointing out performance issues, and making improvement requests; criticizing target employees could involve clearly pointing out their work mistakes in a departmental meeting; and no psychological strategy means not providing additional emotional communication or guidance to employees, but simply managing them according to routine work processes.

[0061] Training strategies include: assigning top performers for training, hiring external experts for training, holding experience-sharing sessions, and having no training strategy. For example, assigning top performers for training could involve pairing top-performing employees with target employees for one-on-one mentoring for one hour daily; hiring external experts could involve inviting senior industry experts to conduct a two-day specialized skills course targeting the target employee's weaknesses; holding experience-sharing sessions could involve organizing team members to share their work techniques, allowing the target employee to learn from others' effective methods; and having no training strategy means not arranging any additional training activities, with employees continuing their work according to existing work patterns.

[0062] The management strategies in the historical management process are a combination of economic strategies, psychological strategies, and training strategies. For example, a management strategy in a certain historical management process could be: no economic strategy + encouraging target employees + assigning business experts for training, or increasing team reward mechanisms + conducting team building activities + holding experience exchange meetings, etc.

[0063] Furthermore, considering the task type of the management strategy recommender, a random forest algorithm can be used to build it. This algorithm can handle multi-dimensional input features, adapt to the requirement of "recommending management strategies based on multiple factors such as personality type and performance indicators" in the task, and can learn the correlation between strategies and effects from historical data.

[0064] In terms of parameter settings for the management strategy recommender, the number of decision trees is set to 30. Ensemble learning across multiple trees enhances the stability of strategy recommendations. The maximum depth of each tree is 6 layers to avoid excessive model complexity and ensure generalization ability to new data. The minimum sample size for node splits is 8 to ensure sufficient sample support for each split node and reduce random errors. The minimum sample size for leaf nodes is 3 to ensure that recommendation results are based on a certain number of historical cases.

[0065] In training the management strategy recommender, the training samples described in the preceding steps are used, with 40 training rounds. Each round uses all training samples to iteratively optimize the model, gradually improving the accuracy of the recommendation strategy. The model is considered converged when the prediction error of the management effectiveness evaluation index on the validation set remains stable for four consecutive rounds. "Remaining stable" can be defined as the difference in prediction error between two adjacent rounds being less than 0.02.

[0066] Finally, the target employee's personality type, target performance indicators, actual performance indicators, and performance completion rate are input into the trained management strategy recommender to obtain recommended management strategies.

[0067] For example, if the input data is: Personality Type: INFP; Target Performance Indicator: 90 points; Actual Performance Indicator: 72 points; Performance Completion Rate: 80% (lower than the aforementioned preset threshold of 90%), then the trained management strategy recommender might output: Economic Strategy: No economic strategy; Psychological Strategy: Encourage target employees; Training Strategy: Assign training to top performers. That is, the management strategy recommended by the recommender is a combination of "no economic strategy + encourage target employees + assign training to top performers".

[0068] Through the above operations, automated recommendations of management strategies based on employee characteristics and performance data are achieved. The recommendations are directly used for subsequent management actions targeting specific employees. By implementing step S300, managers no longer need to manually analyze employee personality and performance data and formulate strategies based on experience. Instead, the management strategy recommender automatically outputs combined strategies, reducing the complexity and subjectivity of decision-making. Managers can directly conduct management work based on the recommendations, saving analysis and decision-making time and improving the efficiency of the management process.

[0069] In step S400 of this embodiment, target employees need to be managed according to the recommended management strategy, the management effect needs to be evaluated to obtain a management effect evaluation index, and the management effect needs to be fed back to the management strategy recommender for iterative optimization. The core purpose of this step is to verify the effectiveness of the recommended management strategy and to continuously optimize the management strategy recommender through a feedback mechanism, ensuring that the recommended management strategy is constantly adapted to actual management needs and improving the accuracy and effectiveness of subsequent management.

[0070] Specifically, the first step is to implement specific management actions for the target employee based on the strategy combination output by the management strategy recommender. If the recommended management strategy is "encourage the target employee + assign a skilled worker for training + no economic incentives," then the manager needs to encourage the employee, assign a skilled worker to provide one-on-one training, and not take any economic reward or punishment measures.

[0071] Then, using a "preset period" as the time frame, such as one month after the implementation of the management strategy, the performance completion rate of target employees within this preset period is statistically analyzed, i.e., the "post-management performance completion rate" mentioned above. Then, the performance completion rates before and after management are compared to obtain the performance completion rate within the same preset period before the implementation of the management strategy, and the management effectiveness evaluation index is calculated. The formula for calculating the management effectiveness evaluation index is: Management Effectiveness Evaluation Index = Post-Management Performance Completion Rate ÷ Pre-Management Performance Completion Rate.

[0072] For example, if an employee's performance completion rate was 70% before management and 91% after one month of implementing the recommendation management strategy, then the management effectiveness evaluation index = 91% ÷ 70% = 1.3. An index > 1 indicates that the strategy is effective, and the higher the index, the better the effect.

[0073] Furthermore, the management effectiveness needs to be fed back to the management strategy recommender for iterative optimization. Specifically, the calculated management effectiveness evaluation index and corresponding management scenario data, such as the target employee's personality type, pre-management performance indicators, and the management strategies adopted, are fed back to the management strategy recommender to update the training data and retrain the model.

[0074] Through the above steps, the effectiveness of the current management strategy is verified, and the feedback mechanism drives the management strategy recommender to continuously evolve, ensuring that the recommended management strategies continue to adapt to actual needs and forming a virtuous cycle of management optimization system.

[0075] It should be noted that the descriptions of each embodiment in the above embodiments have different focuses. For parts that are not described in detail in a certain embodiment, please refer to the relevant descriptions in other embodiments.

[0076] Those skilled in the art will understand that embodiments of the present invention can provide methods, systems, or computer program products. Therefore, the present invention can take the form of a completely hardware embodiment, a completely software embodiment, or an embodiment combining software and hardware aspects. Furthermore, the present invention can take the form of a computer program product embodied on one or more computer-usable storage media (including, but not limited to, disk storage, CD-ROM, optical storage, etc.) containing computer-usable program code.

[0077] This invention is described with reference to flowchart illustrations and / or block diagrams of methods, apparatus (systems), and computer program products according to embodiments of the invention. It will be understood that each block of the flowchart illustrations and / or block diagrams, as well as combinations of blocks in the flowchart illustrations and / or block diagrams, can be implemented by computer program instructions. These computer program instructions can be provided to a processor of a general-purpose computer, special-purpose computer, embedded computer, or other programmable data processing apparatus to produce a machine, such that the instructions, which execute via the processor of the computer or other programmable data processing apparatus, generate instructions for implementing the flowchart. Figure 1 One or more processes and / or boxes Figure 1 A device that provides the functions specified in one or more boxes.

[0078] These computer program instructions may also be stored in a computer-readable storage medium that can direct a computer or other programmable data processing device to function in a particular manner, such that the instructions stored in the computer-readable storage medium produce an article of manufacture including instruction means, which are implemented in a process Figure 1 One or more processes and / or boxes Figure 1 The function specified in one or more boxes.

[0079] These computer program instructions may also be loaded onto a computer or other programmable data processing equipment to cause a series of operational steps to be performed on the computer or other programmable equipment to produce a computer-implemented process, thereby providing instructions that execute on the computer or other programmable equipment for implementing the process. Figure 1 One or more processes and / or boxes Figure 1 The steps of the function specified in one or more boxes.

[0080] Although preferred embodiments of the invention have been described, those skilled in the art, once they have learned the basic inventive concept, can make other changes and modifications to these embodiments.

[0081] Obviously, those skilled in the art can make various modifications and variations to this invention without departing from its spirit and scope. Therefore, if these modifications and variations fall within the scope of this invention and its equivalents, this invention also intends to include these modifications and variations.

Claims

1. A method for optimizing the management of performance indicators, characterized in that, The method includes: Based on business performance indicators, customer reputation indicators, and economic benefit indicators, obtain the target performance indicators for target employees, and compare them with the actual performance indicators to obtain the performance completion rate of target employees. Based on the performance completion rate of target employees, when the target completion rate falls below the preset completion rate threshold, the management procedure is activated; Obtain the personality type of the target employee, and based on the target employee's personality type, target performance indicators, actual performance indicators, and performance completion rate, call the management strategy recommender to obtain recommended management strategies; The recommended management strategies are used to manage the target employees, the management effectiveness is evaluated to obtain a management effectiveness evaluation index, and the management effectiveness is fed back to the management strategy recommender for iterative optimization.

2. The method for optimizing performance indicators according to claim 1, characterized in that, Based on business performance indicators, customer reputation indicators, and economic benefit indicators, target performance indicators for target employees are obtained, and these are compared with actual performance indicators to determine the performance completion rate of target employees, including: Based on the proficiency level of the target employees, set a target success rate for handling work matters as an indicator of their business performance. Based on customer feedback on the service quality of target employees, set customer reputation indicators for target employees; Based on the labor cost of the target employees, set economic benefit indicators for the target employees; The target performance indicators of the target employees are obtained by weighted summing of the business level indicators, customer reputation indicators, and economic benefit indicators of the target employees. The actual performance indicators of the target employees are calculated by weighting and summing the business level indicators, customer reputation indicators, and economic benefit indicators actually achieved by the target employees within the preset period. Calculate the ratio of actual performance indicators to target performance indicators, which serves as the performance completion rate of the target employees.

3. The method for optimizing the management of performance indicators according to claim 2, characterized in that, Based on the proficiency level of the target employees, set a target success rate for handling work tasks as a business performance indicator, including: Obtain the target employees' years of service and skill ratings; The target retention rate is set based on the target employees' years of service and skill rating, wherein the target retention rate is positively correlated with the years of service and skill rating; The target reliability rate is used as a business performance indicator to calculate the target performance indicator.

4. The method for optimizing the management of performance indicators according to claim 2, characterized in that, Based on customer feedback regarding the service quality of target employees, establish customer reputation metrics for target employees, including: Obtain evaluation scores from multiple target customers for the services of target employees, and use these scores as multiple basic reputation indicators to obtain a set of basic reputation indicators; Obtain the length of cooperation and scale of cooperation with multiple target customers. Based on the length of cooperation and scale of cooperation with target customers, perform a weighted sum of multiple basic reputation indicators made by multiple target customers to target employees to obtain the customer reputation index.

5. The method for optimizing the management of performance indicators according to claim 2, characterized in that, Based on the labor costs of the target employees, set economic benefit indicators for the target employees, including: Obtain the average monthly labor cost of the target employees, including salary expenses, welfare expenses, and training expenses; Calculate the average monthly labor cost of multiple target employees and sum them up to obtain the company's total average monthly labor cost; Obtain the company's average monthly operating costs excluding average monthly labor costs, and add the company's average monthly operating costs to the preset monthly profit amount to obtain the company's monthly revenue target; Based on the proportion of the average monthly labor cost of different target employees to the company's total average monthly labor cost, the company's monthly revenue target is allocated to multiple target employees to obtain the economic benefit indicators of the target employees.

6. The method for optimizing the management of performance indicators according to claim 1, characterized in that, Obtain the personality type of the target employee, and based on the target employee's personality type, target performance indicators, actual performance indicators, and performance completion rate, invoke the management strategy recommender to obtain recommended management strategies, including: The personality type of the target employees is determined by conducting a personality test based on the Myers-Briggs type index. Input the target employee's personality type, target performance indicators, actual performance indicators, and performance completion rate into the management strategy recommender to obtain recommended management strategies.

7. The method for optimizing the management of performance indicators according to claim 6, characterized in that, Invoking the management strategy recommender includes: Obtain a sample set of personality types of multiple target employees, as well as a set of target performance indicators, actual performance indicators, performance completion rate, management strategies, and corresponding management effect sets from the historical management process, to train the management strategy recommender. Using machine learning methods, the management strategy recommender is built, and the management strategy recommender is trained using the above-mentioned multiple target employee personality type sample sets, target performance indicator sets, actual performance indicator sets, performance completion sets, management strategy sets, and corresponding management effect sets in the historical management process until convergence. Call the trained management strategy recommender to make management strategy recommendations.

8. The method for optimizing the management of performance indicators according to claim 7, characterized in that, The management strategy includes: Management strategies are divided into three categories: economic strategies, psychological strategies, and training strategies. Economic strategies include: increasing team reward mechanisms, increasing team punishment mechanisms, withholding bonuses from target employees, and no economic strategy. Psychological strategies include: conducting team building activities, encouraging target employees, admonishing target employees, criticizing target employees, and no psychological strategies. Training strategies include: assigning skilled personnel for training, hiring external experts for training, holding experience exchange meetings, and no training strategy. The management strategies used in the historical management process were a combination of economic strategies, psychological strategies, and training strategies.

9. The method for optimizing the management of performance indicators according to claim 1, characterized in that, Based on the recommended management strategies, target employees are managed, and the management effectiveness is evaluated to obtain a management effectiveness evaluation index. The management effectiveness is then fed back to the management strategy recommender for iterative optimization, including: The management effect after management is calculated, and the evaluation index of the management effect is the performance completion rate of the target employees within the preset period after management. The management effectiveness evaluation index is obtained by calculating the ratio of the target employee's performance completion rate within the preset period after management to the target employee's performance completion rate within the preset period before management. The management results are fed back to the management strategy recommender, and the parameters of the management strategy recommender are optimized.

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