某码头人力资源部门在港集团的统一要求下开始着手制定绩效管理实施方案,准备在原有的“德、勤、技、能”的框架下细化量化,制定严格的考核办法。经过一段时间的研讨,人力资源部门发现现有的框架总有不尽如人意的地方,无法达到绩效管理的目的。于是经老总批准,引入第三方咨询机构协助完成码头绩效管理体系设计。咨询机构通过系统的调研访谈明确需求后,运用绩效管理工具设计出一 A port of human resources department in Hong Kong Group under the unified request to start the development of performance management implementation plan, ready to refine the quantification, the development of strict assessment methods under the original “Germany, diligence, technology, can ” under the framework. After a period of discussion, human resources department found that the existing framework is always unsatisfactory, unable to achieve the purpose of performance management. So approved by the boss, the introduction of third-party advisory body to help complete the terminal performance management system design. Consulting agencies through systematic research interviews to clarify the needs, the use of performance management tools to design a