随着我国经济的快速发展，市场竞争变得越来越激烈，企业要想在快速变化的市场竞争中立于不败之地，就需要把目光放在人才培养上。21世纪是信息技术时代，IT企业要想保持活力和竞争力，必须拥有一支专业稳定的技术人才队伍，而如何激发技术人员的能力，使之更好的为企业创造价值，是IT企业面临的最大难题。随着人力资源管理不断深入企业，企业逐步将关注的目光投向人力资源管理，并将绩效考核管理作为人力资源管理的重心。V公司是一家从事IT系统集成解决方案与服务的公司，IT技术服务业务是其核心业务，对于技术工程师的培养任留、考核激励，直接关系到企业的市场竞争及发展。因此，如何运用绩效激励人才，激发潜能，推动技术工程师与企业共同发展，是V公司亟待解决的重要问题。 本文以V公司技术工程师作为研究对象，从V公司实际情况出发，系统介绍了技术工程师及其绩效考核现状，通过问卷调研和工作中的实地观察，发现V公司现有绩效考核方案存在考核缺乏发展战略导向、考核指标设置不合理、缺乏绩效沟通和反馈、考核结果运用不充分等问题。在分析绩效考核问题及原因后，结合V公司的发展战略和技术工程师的岗位特征，对V公司技术工程师绩效考核方案进行优化，构建平衡计分卡和关键绩效指标相结合的考核指标体系，并建立起完善、具体的考核实施方案和保障措施。 本文研究通过理论学习与案例分析相结合，构建平衡计分卡和关键绩效指标相结合的考核指标体系，有效反映了V公司的战略目标，保证了目标的有效实施，同时结合技术工程师的岗位特征，使得考核指标更具科学性、合理性，符合企业和技术工程师的发展需要。通过对技术工程师的绩效考核研究，优化绩效考核实施流程和保障措施，使绩效考核更加完整全面，有利于考核过程中的沟通反馈与监督，不仅解决了V公司绩效考核中的实际问题，而且使绩效考核更具客观性、有效性和可操作性。合理有效的绩效考核方式促进企业实现战略目标，完善管理机制，减少员工流失率，帮助技术工程师改善绩效，提高技术服务能力，实现自身价值，最终实现企业与技术工程师的共同发展。 本文对V公司技术工程师绩效考核的研究，理论上有利于绩效考核理论的发展，实践中切合公司的实际特点，解决了公司的实际问题，满足公司与技术工程师的发展需要，利于企业与员工互利共赢。本文的研究成果、成功经验与潜在不足，对其他公司进行或优化技术工程师绩效考核提供了可借鉴的范例和参考价值。

With the rapid development of China's economy, market competition has become more and more fierce. If companies want to remain invincible in the rapidly changing market competition, they must focus on personnel training. The 21st century is the age of information technology. IT companies must have a professional and stable team of technical talents if they want to maintain their vitality and competitiveness. How to stimulate the ability of technical personnel to create value for enterprises is an IT enterprise. The biggest problem. With the continuous deepening of human resource management, the company will gradually turn its attention to human resources management and regard performance appraisal management as the focus of human resource management. V company is a company engaged in IT system integration solutions and services. IT technology service business is its core business. The retention, assessment and incentive of technical engineers are directly related to the company's market competition and development. Therefore, how to use performance to motivate talents, stimulate potential, and promote the common development of technical engineers and enterprises is an important issue that V Company urgently needs to solve. This article takes V company's technical engineers as the research object, starting from the actual situation of company V, systematically introduces the status of technical engineers and their performance appraisal. Through questionnaire survey and field observation during the work, it is found that V company's existing performance appraisal plan lacks appraisal for development. Strategic orientation, irrational assessment indicators, lack of performance communication and feedback, and insufficient application of assessment results. After analyzing the problems and causes of performance appraisal, combined with the development strategy of V company and the post engineer characteristics of technical engineers, optimize the performance appraisal plan of V company's technical engineers, and build an assessment index system that combines the balance score card and key performance indicators. Establish a sound and concrete assessment implementation plan and safeguard measures. This paper studies the combination of theoretical learning and case analysis to build an assessment index system that combines a balanced scorecard with key performance indicators. This effectively reflects the company's strategic goals, ensures the effective implementation of the goals, and combines the job engineer's job characteristics. This will make assessment indicators more scientific and rational, and meet the development needs of companies and technical engineers. Through the performance appraisal of technical engineers, optimizing the performance appraisal implementation process and safeguard measures, making the performance appraisal more complete and comprehensive, it is conducive to communication feedback and supervision during the appraisal process, not only solves the practical problems in the performance appraisal of V company, but also makes Performance assessment is more objective, effective and operational. Reasonable and effective performance appraisal methods promote enterprises to achieve strategic objectives, improve management mechanisms, reduce staff turnover rate, help technical engineers meet specific needs, carry out potential development, realize their own values, and ultimately realize the common development of enterprises and technical engineers. The research on performance appraisal of V company's technical engineers is theoretically conducive to the development of performance appraisal theory. It meets the company's actual characteristics, solves the company's practical problems, satisfies the development needs of the company and technical engineers, and helps the mutual benefit of the company and its employees. Win-win situation. The research results, successful experience and potential shortcomings of this article provide useful examples and reference values for other companies to perform or optimize the performance evaluation of technical engineers.