成长与困境——希诺电商的OKR管理体系变革之路

作        者：魏峰,徐立行,高书立

案例名称：成长与困境——希诺电商的OKR管理体系变革之路

案  例  库：中国工商管理国际案例库

入库时间：2021年8月

摘        要：本案例介绍了希诺电商公司自成立之初，便沿用了母公司希诺集团采用的关键绩效指标（KPI）的绩效考核方法。虽然希诺电商继承了母公司的企业文化，但组织结构和人员结构上却与母公司有很大的差异。因此，在实施KPI的过程中，希诺电商很快面临了问题。选用统一的关键指标，难以衡量公司不同岗位的工作价值，公平性受到挑战。员工为了完成指标，各自为政，部门间出现责任推诿扯皮的现象。 2016年，希诺电商引入目标与关键成果法（OKR），有效地解决了之前的绩效管理中出现的一些问题。但是紧接着新的问题又产生了。因为OKR不与绩效奖金挂钩，年终考核是否应该将OKR的完成情况作为考核的依据？如果将OKR作为绩效评估的依据，那该如何界定KPI与OKR的区别和权重？如果不作为依据，那OKR是否能很好地内在驱动员工来实现有效落地?或者是否还有更适合的绩效管理模式？

Abstract:This case introduces the performance appraisal method of key performance indicators (KPIs) adopted by XINO Group, the parent company, since its establishment. Although Xino has inherited the corporate culture of the parent company, its organizational structure and personnel structure are quite different from that of the parent company. Therefore, in the process of implementing KPI, XINO E-commerce soon faced problems. It is difficult to measure the work value of different positions in the company by selecting uniform key indicators, and fairness is challenged. In order to complete the target, the employees go their own way, and there is a phenomenon of buck-passing among departments. In 2016, XINO e-commerce introduced the objective and Key Results method (OKR), which effectively solved some problems in the previous performance management. But then a new problem arose. Since THE OKR is not linked to performance bonuses, should the year-end review be based on the completion of the OKR? If OKR is used as the basis of performance evaluation, how to define the difference and weight between KPI and OKR? If not, is OKR intrinsically good at motivating employees to land effectively? Or is there a more suitable performance management model?