绩效管理在企业的运营管理中始终发挥着杠杆的作用：一个企业想要长期良性、稳定地发展，就要推行合适的绩效管理体系并适时调整和优化。随着新时代科技、经济和社会等各个层面的高速发展，市场环境愈发复杂，企业之间的竞争也愈发激烈。企业都在寻找一套适用于自身的绩效管理制度，希望借此增强其在市场中的竞争力，实现企业长远稳定地发展。360度评价、BSC、KPI、MBO到OKR，在不同发展阶段、不同类型的组织内所有落地和应用。2013年，Google把自己采用的目标与关键结果法公开之后就引起了全球企业的关注，国内企业也随着计算机互联网行业的快速发展而争相效仿，尝试通过OKR为企业目标的达成打开新的思路。然而盲目地引进会出现“水土不服”的情况，X公司也是如此。

X公司在2016年引入OKR绩效管理，在发展前期，X公司处于起步和生存阶段，此时人员较少，管理者们可以直接覆盖管理所有员工，因此尽管此阶段采用的绩效管理相对粗放，OKR绩效管理依然产生明显的效果，最终X公司顺利实现行业立足，公司也迈入稳步发展期。随着公司业务规模的发展扩大和人员的增加，管理层级也在增多，此时的OKR绩效管理逐渐暴露出一些问题。例如，在绩效制定环节，员工与领导没有进行充分的信息沟通；在绩效实施过程中，组织内部的OKR进展没有及时同步和反馈，绩效信息闭塞；绩效评分阶段，评分逻辑过于主观，没有制定有效合理的评分标准；并且OKR的绩效结果直接影响员工的月薪收入，大大打击员工在OKR目标设定时的突破与创新性。因此，通过访谈的形式去了解OKR绩效管理的真实现状和员工的真实感受，梳理绩效管理的每个环节，提出相对应的建议与解决方案。同时总结出一些关于OKR如何被国内企业本地化运用的关键操作要点。

最后本文针对X公司绩效管理问题的分析，提出以下应用建议。目标与关键结果法作为自下而上的绩效管理工具，在引入时首先一定要做到充分有效的沟通。在目标制定、拆解、实施和复盘的每一个环节，充分的沟通是大前提，是整个绩效管理实施有效性的保障。同时，要确保绩效管理过程的公平与透明，绩效信息的传递需及时且对等。除此之外，还需把企业的战略目标与个人的工作目标、成长目标协调一致，形成共赢的局面。对于当前X公司的情况而言，只有在以上几个要素都完备的前提下，OKR绩效管理才能发挥真实作用。

Performance management has always played a leverage role in the management of enterprises: enterprises want to be healthy and stable in the long run, it must implement an appropriate performance management system and adjust and optimize it in a timely manner. With the rapid development of science, technology, economy and society in the new era, the market environment has become more complex, and the competition among enterprises has become more intense. Enterprises are looking for a set of performance management systems suitable for themselves, hoping to enhance their competitiveness in the market and achieve long-term and stable development of enterprises. Performance management tools ranging from 360-degree evaluation, BSC, KPI, MBO, to the popular OKRs are all implemented and applied in different development stages, different types of organizations, and different positions within the organization, such as functions, technologies, and operations. In 2013, after Google disclosed its own goals and key results method, it attracted the attention of global enterprises. With the rapid development of the computer Internet industry, domestic enterprises followed suit and tried to open new opportunities for the achievement of enterprise goals through OKRs. ideas. However, most of the blind introductions are "acclimatized", and the same is true for X Company.

Company X introduced OKR performance management in 2016. In the early stage of development, Company X was in the beginning and survival stage. At this time, there were few employees, and managers could directly cover and manage all employees. Therefore, although the performance management adopted at this stage was relatively extensive, OKR Performance management still produces obvious effects. In the end, Company X successfully achieved a foothold in the industry, and the company also entered a period of steady growth. As the size of the company's business scale and the number of personnel increase, the level of management has also increased., and the OKR performance management at this time gradually exposes some problems. For example, in the performance development stage, managers and employees did not conduct sufficient communication and analysis; in the performance implementation stage, the progress of OKRs within the organization was not synchronized and fed back in time, and performance information was blocked; in the performance scoring stage, the scoring logic was too subjective and did not formulate Effective and reasonable scoring standards; in addition, the performance results of OKR directly affect the monthly salary of employees, which greatly hinders employees' breakthroughs and innovations in OKR goal setting. Therefore, through the form of interviews, we can understand the real situation of OKR performance management and the real feelings of employees, sort out each link of performance management, and put forward corresponding suggestions and solutions. At the same time, it summarizes some key operational points on how OKR can be used locally by domestic enterprises.

As a bottom-up performance management tool, the objective and key results method must be fully and effectively communicated when it is introduced. In every link of goal formulation, dismantling, implementation and review, adequate communication is the major prerequisite and the guarantee for the effectiveness of the entire performance management implementation. At the same time, to ensure the fairness and transparency of the performance management process, the transmission of performance information needs to be timely and reciprocal. In addition, it is also necessary to coordinate the strategic goals of the company with the personal work goals and growth goals to form a win-win situation. For the current situation of Company X, OKR performance management can only play its true role on the premise that the above elements are complete.