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1、医药流通企业销售员工绩效考核机制探究本文导读：这是一篇关于医药流通企业销售员工绩效考核机制探究的文章,目前我国的基药制度已经建立健全，全面参保制度的建立已经惠及全民，以前被忽视的基层医疗卫生服务体系也在逐步建立和完善，药品市场需求持续扩大，国内医药行业保持着快速的增长，但同时市场竞争也更加激烈。 摘 要古往今来，医药在人类健康事业中发挥着重要的作用，它是人民生命健康的保障。随着社会科技的日渐进步，基因工程、生物制药等高科技手段越来越多地出现在人们的视野中，帮助人类解决了许多之前难以解决的疾病问题，制药行业也取得了快速的发展。目前我国的基药制度已经建立健全，全面参保制度的建立已经惠及全民，以前被
2、忽视的基层医疗卫生服务体系也在逐步建立和完善，药品市场需求持续扩大，国内医药行业保持着快速的增长，但同时市场竞争也更加激烈。H 公司是一家专门从事药品生产及销售的公司，属于医药流通领域，公司目前经营十数个品种，全部自主研发，质量层次高，市场竞争能力强，但同类产品也非常多，面对巨大的市场机会，和激烈的竞争，公司要保持健康持续的增长，对内部人员尤其是销售人员的激励机制显得至关重要。目前 H 公司内部激励机制还存在一定问题，销售人员流失率较高，一定程度影响公司销售业绩和未来发展。在此基础上，本文针对 H 公司销售人员的绩效考核制度进行了研究并提出优化方案。H 公司在全国设有五个销售大区，31 个办事
3、处，销售网络遍布全国。销售人员定岗 526人，占员工总数一半以上。从现有的销售人员组成情况来看，30 岁以下占比 82%，本科学历占比 81%，工作 1-5 年员工占比 72%，团队人员年轻且以本科学历为主，说明潜力很大。公司要求员工流动率在 10%以内，但从新员工比例 20%来看，员工流动率并不低。笔者通过对 H 公司销售人员绩效考核现状进行分析，并参考年终问卷调查结果，发现当前公司存在着：考核方式单一、缺乏完善绩效考核标准、绩效考核内容不合理、重视绩效考核而轻视绩效培养、考核结果比例固化、考核结果利用不充分等方面问题；针对以上问题，笔者认为产生的根本原因在于：公司高层管理者的观念问题和绩效
4、考核负责人对行业特殊性缺乏深入了解，导致指标设计缺乏针对性、考核结果流于形式。笔者联系自身所学知识，在老师指导下，参考大量文献，提出了 H 公司销售人员绩效考核优化的具体方案。首先是优化的目标、原则，绩效考核的目标应包括公司发展的战略目标、公司运营的管理目标以及员工个人的发展目标。然后提出具体优化方案，包括对绩效考核对象、考核主体、考核方式和对考核内容的优化。考核的对象方面，从对个人的考核优化为对个人和团队进行考核；考核主体方面，将原来以直线经理为单一主体进行的考核方式优化为多主体考核，包括销售人员自评、部门同事评价、跨部门同事评价、上级领导评价和外部客户评价等。考核方式上，除原 KPI 考核
5、外，还引入了 MBO 管理法和 360 考核等，采取多种方式相结合。在考核内容上，对考核的指标和考核标准进行了优化，这样有利于引导员工全方位完善和提升自我。针对 H 公司当前销售人员绩效考核制度具体实施措施的优化方案建议：在实施绩效考核的准备层面，要提升考核负责人和管理者的绩效考核管理意识，鼓励销售人员参与到绩效考核管理中来，建立并维护良好的公司氛围，实施公司绩效考核培训；在一线销售代表对绩效考核结果的反馈层面，应成立专门绩效监察部门监督绩效考核的实施，并建立通畅的绩效考核结果反馈流程，形成闭环；在对绩效考核结果的应用层面，绩效考核的结果应该在公司战略管理目标制定、代表薪酬调整、职位调整和员工
6、培训课程设置等方面得到充分的利用。本文的创新点：充分考虑到医药销售的特殊性，尝试设计可衡量的考核标准，引导员工提高合规性和专业性；在指标设计上的创新突破，可以有效转变员工追逐短期利益、考核方式主观性强等方面的问题，引导员工关注并形成可持续的长期职业发展目标；销售部门在同一个时间维度内，通过分类建立各种不同的评价指标体系，运用客观科学的绩效指标，充分调动员工的工作积极性，为公司谋取长远的发展的利益。文章最后总结了全文的研究内容，指出研究中的不足之处，并提出了相应的展望。关键词：销售人员；绩效考核；考核方案。AbstractThroughout the ages, medicine has pla
7、yed an important role in the cause of human health. It is the guarantee of people s life and health. With the advancement of social science and technology, high-tech means such as genetic engineering and bio-pharmaceuticals have appeared in people s field of vision, helping humans solve many difficu
8、lt diseases that were difficult to solve before, and the pharmaceutical industry has also achieved rapid development. At present,China s basic medicine system has been established and improved. The establishment of a comprehensive insurance system has benefited the whole people. The previously negle
9、cted primary health care service system is gradually established and improved. The demand for the pharmaceutical market continues to expand, and the domestic pharmaceutical industry maintains rapid growth. But at the same time the market competition is more intense.H Company is a company specializin
10、g in the production and sales of pharmaceuticals. It belongs to the field of pharmaceutical circulation. The company currently operates more than ten varieties, all of which are independently researched and developed, with high quality level and strong market competitiveness, but there are also many
11、 similar products in the face of huge Market opportunities, and fierce competition, the company must maintain healthy and sustained growth, and it is crucial for the incentive mechanism of internal personnel, especially sales personnel. At present, there are still some problems in the internal incen
12、tive mechanism of H Company, and the turnover rate of sales personnel is relatively high, which affects the sales performance and future development of the company to a certain extent. On this basis, this paper studies the performance appraisal system of sales personnel of H company and proposes an
13、optimization plan.H company has five sales regions and 31 offices across the country, and its sales network covers the whole country. Sales staff set a post of 526 people, accounting for more than half of the total number of employees. From the existing sales staff composition, accounting for 82% of
14、 the under 30 years old, 81% of the undergraduate degree, 72% of employees working 1-5 years,the team is young and mainly undergraduate, indicating that the potential is very Big. The company requires employee turnover to be within 10%, but from the perspective of 20% of new employees, employee turn
15、over is not low.The author analyzes the status quo of performance appraisal of H company sales personnel,and refers to the year-end questionnaire survey results, and finds that the current company exists: single assessment mode, lack of perfect performance appraisal standards, unreasonable performan
16、ce appraisal content, emphasis on performance appraisal and despise performance training, The results of the assessment results are solidified, and the results of the assessment are not fully utilized;In view of the above problems, the author believes that the root cause is that the concept of the top management of the company and the person
