What is the core value of excellent performance management model?

1. establishment direction: establish customer-centered values, clarify the mission and vision of the organization, and balance the needs of all stakeholders.

2. Formulate the development strategy, principles, objectives, systems and methods of the organization, guide the activities of the organization and guide the long-term development of the organization.

3, mobilize and motivate the enthusiasm of all employees, in order to achieve organizational goals to achieve full participation, improvement, learning and innovation.

4. Be honest and self-disciplined and protect the rights and interests of shareholders and other stakeholders.

5, with their own moral behavior and personal charm to play an exemplary role, forming the authority of the leadership and the loyalty of employees to the organization, leading all employees to overcome difficulties and achieve goals.

Second, customer-oriented pursuit of Excellence.

1. The quality of an organization's products and services is evaluated by customers and markets.

2. Create value for customers, establish stable customer relationships, and enhance customer satisfaction and loyalty.

3, it is necessary to understand the needs of customers today, but also to predict the future needs of customers.

4, as far as possible to achieve zero defects, quickly and enthusiastically deal with occasional mistakes, minimize customer dissatisfaction, and promote improvement and innovation.

5. Provide customers with personalized and characteristic products and services.

6. Maintain sensitivity to changes in customer demand and satisfaction, and enhance market adaptability.

Third, cultivate learning organizations and individuals.

1. Organizations and individuals should constantly learn new ideas and methods in order to constantly improve and adapt to new developments and changes.

2. Training is an investment in the growth of employees and a high return investment.

Learning should no longer be regarded as extra work, but should become a part of employees' daily work.

4. The learning content is not limited to skills and job training, but also includes awareness education, research and development, customer demand research, best working methods and benchmarking.

5. Carry out mutual learning and experience exchange, and realize knowledge sharing (KMS) within the organization.

6. Emphasize the effectiveness of learning.

Fourth, respect employees and partners.

1. Internally, it is necessary to improve employee satisfaction: commitment and guarantee to employees and cooperation with trade unions; Create a level playing field; Commend outstanding employees; Provide development opportunities for employees; Realize knowledge * * * to help employees in enterprises.

Current goal; Create an environment that encourages employees to meet challenges.

2. Externally, establish strategic alliances and partnerships with customers, suppliers, banks and social groups.

3. The principle of establishing strategic partnership is to achieve mutual benefit and complementary advantages, and to enhance the strength and profitability of both parties.

4. Successful internal and external partnerships should establish long-term strategic objectives, ensure the communication between systems and channels, and * * * understand the key requirements for success.

Verb (abbreviation for verb) is flexible and quick to respond.

1, the emergence of e-commerce has shortened the trade distance and time.

2. In order to achieve rapid response, it is necessary to shorten the product update cycle and the production cycle of products and services, simplify the organization and work procedures, and implement simultaneous engineering and business process reengineering (BPR).

In order to meet the diverse needs of the global market and customers, we should not be satisfied with simply "doing things according to regulations" or "producing according to standards", but also have more flexibility.

It is more important to train employees with multiple abilities to meet the needs of changing jobs and tasks.

5. Time will become a very important indicator, and the improvement of time will promote the improvement of organizational quality, cost and efficiency.

Sixth, pay attention to the future.

1, sustained growth and market leading position can give stakeholders long-term confidence.

2. Formulate the development strategy of the organization, and analyze and predict various factors affecting the development of the organization.

3. According to the strategic objectives set by the organization, make long-term and short-term plans and allocate the required resources to ensure the realization of the strategic objectives.

In order to pursue the sustained and stable development of the organization, we should pay attention to the synchronous development (alliance and cooperation) with employees and suppliers.

Seven. innovation management

1. Innovation is to make meaningful changes to products, services and processes, bring new performance to the organization and create new value for stakeholders.

2. Innovation is not only limited to technology and product innovation in R&D department, but also management innovation is very important. Management innovation includes concept, organization, operation mechanism and business process.

3, should lead and manage innovation, make it into daily work, become a part of organizational culture, and encourage all employees to actively participate in change (crisis awareness), management change (risk management), accept change (can tolerate failure).

Eight. Fact-based management

1, the organization depends on the measurement and analysis of performance.

2, performance measurement indicators should be consistent with the direction and strategy of the organization (itself should also be evaluated and improved), should reflect customer satisfaction, operational processes and financial performance and lead to their improvement.

3. The data and information on which performance measurement is based must be true and reliable, including the performance of customers, products and services; Comparison of operational, market and competitive performance, suppliers, employees, costs and financial performance.

4. Analyze the trends, gaps and reasons of data and information, and take measures to improve (PDCA).

5. Analyze the purpose of supporting diversity: planning, performance evaluation, operation improvement, change management and performance comparison with competitors or benchmarks.

Nine. Social responsibility and civic obligation

1. The leaders of the organization should be responsible to the society and fulfill their civic obligations.

2. Public responsibility requires the organization to abide by professional ethics, protect public health, safety and environment, save resources and prevent pollution.

3. The requirements of environment, resources and safety should be considered from the beginning of product design.

4. Not only meet the requirements of laws and regulations, but also pay attention to continuous improvement and exceeding standards.

5. Civic obligation refers to actively engaging in public welfare undertakings and playing a guiding and supporting role in social activities (taking it from the people and using it for the people) under the condition that resources permit.

X. Pay attention to results and create value.

1, operating results are the focus of evaluating organizational performance.

2. Create balanced value for stakeholders (customers, shareholders, employees, suppliers and society) and handle the relationship between short-term goals and long-term goals.

3. Operating results are not limited to sales and profits, but also include customer-centered results, product and service results, financial and market results, human resources results, organizational efficiency results, organizational self-discipline and social responsibility results.

4. "Result" should be the result of "cause" and "method-development"; The maturity of "method-deployment" depends on "result"; The improvement of "method deployment" should be "result-oriented"

XI。 Systematic viewpoint

1, excellent performance mode: manage the whole organization with systematic thinking to achieve excellent performance.

2, system = comprehensive, consistent and integrated:

1) "comprehensive" means that the organization is regarded as a whole, based on key business requirements, including strategic objectives and action plans (whole).

2) "Consistency" refers to linking standard requirements to ensure the consistency (vertical) of plans, processes, measurements and measures.

3) "Integration" means that the independent parts of the performance management system run in a completely connected way (horizontally).

3. The frame diagram of quality award standard describes the system viewpoint, including:

-Senior leaders attach importance to strategic direction and customers, and monitor, respond and manage performance according to business results.

-Use metrics to link key strategies and key processes and make them consistent with resource allocation, so as to improve overall performance and satisfy customers.