借鉴OKR的公共部门青年员工考核激励机制设计——以央行分支机构为例

Design of Assessment and Incentive Mechanism for Young Employees in the Public Sectors Based on OKR——Taking Central Bank Branches as Example

公共部门员工的绩效考核历来是人力资源管理的难点和热点,对于绝大多数公共机构而言,如何提高员工绩效考核指标的科学性和满足员工的个性化发展仍需要进一步研究。文章通过对央行分支机构的青年员工的考核激励现状和存在的问题进行分析,运用目标与关键成果(Objectives and Key Resuits,即OKR)法及积分制管理等人力资源和绩效考核管理方法,针对青年员工特点设计了一套考核激励机制。针对现行考核模式缺乏差异化等问题,借鉴OKR工作法将单位和部门的发展目标层层分解为青年员工个人的工作目标,并对青年员工个人目标完成情况进行积分制管理,按全行青年员工积分排名确定考核等次,将员工考核结果作为绩效工资发放、评奖推优、提拔晋升等方面的重要参考。运用这一考核激励机制,能有效提高青年员工的积极性,营造比学赶超、奋勇争先的良好创业干事氛围。

Performance assessment of employees in public sectors has always been a difficult and hot topic in human resource management.For the vast majority of public sectors,further research is needed on how to improve the scientificity of assessment indicators and meet the personalized development of employees.This paper analyzes the current situation and existing problems of assessment and incentive for young employees of grassroots central banks,and designs a set of assessment and incentive mechanisms based on the characteristics of young employees using human resource and performance assessment management methods such as Objective and Key Results(OKR)and point-based management.In response to the lack of differentiation in the current assessment model,drawing on the OKR work method,the development objectives of units and departments are decomposed into individual work objectives of employees,and the completion of individual objectives of employees is managed through a point system.The assessment level is determined based on the ranking of young employees in the entire bank,and the employee assessment results are used as important references for performance-based salary distribution,award recommendation and promotion.By utilizing this assessment and incentive mechanism,it will effectively enhance the enthusiasm of young employees and create a good atmosphere for entrepreneurship,where they can compete with others and strive to be thefirst.