Optimization Design Of Performance Management For Financial Employees Of LNTB Company

The medical device industry is one of the important indicators for assessing a country's technological and national economic development level.Therefore,many countries attach great importance to the strategic position of the development of the medical device industry.In recent years,China has also introduced a series of support policies to promote the healthy development of the medical device industry.LNTB is a high-tech enterprise integrating R&D,production and sales of new special glass materials.The main products are medium and low boron silicon medical packaging products,heat-resistant glass and electro-optic glass.The company's vision is to focus on pharmaceutical packaging and heat-resistant glass and become a leader in market segments.The financial staff is responsible for the company's financial operations,financial security and financial system,which provides strong support for the company to achieve strategic planning.Therefore,it is necessary to pay attention to the performance of financial personnel.Based on the theory of performance management,this article takes the financial staff of LNTB company as the research object.Firstly introduce the related theory of performance management,and then through questionnaire survey and data analysis,summarize the problems existing in the LNTB financial department's current performance management system,such as:(1)lack of performance management links;(2)the coverage of performance indicators is too small;(3)The evaluation subject is not comprehensive;(4)The application scope of the evaluation results is too narrow;(5)The performance management system is inconsistent with the company's strategy.Aiming at the problems in the LNTB performance management system,the KPI and objective management methods were used to optimize the performance,such as redesigning performance evaluation indicators,expanding the coverage of performance indicators,increasing the performance planning and performance feedback stages,and improving the performance monitoring and performance evaluation stages.Safeguard measures were also formulated to ensure the implementation of the new performance management program,including cultural guarantees,institutional guarantees,personnel guarantees and organizational guarantees.The main innovations of this article are as follows:(1)An indicator system combining qualitative and quantitative indicators is constructed.The original performance indicators were mainly focused on quantitative indicators.After this optimization,a combination of quantitative indicators and qualitative indicators was adopted,and the focus on performance indicators was changed to focus on performance,attitude and ability indicators,which is more conducive to all aspects.Perform performance evaluations.(2)The internal and external integration of the performance appraisal subject,and the performance appraisal results shall be diversified.After the optimization,the main body of performance evaluation of financial personnel is not confined to the department and the company,and additional personnel from other departments and the company are added.As a result,the application is no longer limited to calculating salary,and it has added training rotation opportunities,employee selection,and job promotion.(3)The performance appraisal system is more complete and more closely linked to the company's strategy.The optimization has added and improved performance planning,performance monitoring and performance feedback links,making the performance management system more complete.At the same time,considering the company's listing plan,the performance appraisal indicators and methods of the staff in the financial department have been improved accordingly.