YZ公司于2013年成立，是一家致力于发展人工智能的科技型企业，主营业务有自动驾驶、融合媒体、工业互联网和智慧口岸四大业务板块，至今尚未形成科学、规范、完整的绩效管理体系。现有的绩效管理未能全面真实准确的反映研发人员对于公司和岗位的实际贡献水平，大部分研发员工认为自己没有得到科学合理的评估，导致在YZ公司内部出现了大量的管理问题，比如研发人员离职率较高甚至于一些研发关键岗位流失严重、员工工作积极性不佳并且会出现互相抱怨、互相推诿工作与责任、工作完成情况不佳等问题。

本文在研究有关文献的基础上，通过采取问卷调查和员工访谈方法，诊断出了YZ公司现行研发人员绩效管理中存在的一些问题：一是在绩效计划的制定上，由于绩效管理理念缺失，绩效考核指标的设定未与企业的总体战略目标深度关联，并且指标不具体难量化。二是相关主管和领导对于员工的绩效辅导是缺失的，生硬的进行考核，必要的沟通不到位，员工没有就绩效方面得到相应支持从而进行提升改善。三是绩效考核评价主观性较强并且不全面，欠缺反馈及申诉相应机制。四是没有对绩效最终结果进行良好运用，虽然现在应用于薪资调整和奖金发放但力度不足，并且其他方面的应用基本没有。

针对YZ公司研发人员绩效管理中存在的上述问题，本文进行了相应的优化设计，在选择了更适合YZ公司使用的关键绩效指标法与平衡记分卡相结合的方式的基础上，具体优化有：一是对绩效目标及计划的制定过程进行优化，对公司战略目标进行分解，同时强化全体员工的绩效思维；二是强调绩效辅导，注重领导与基层员工间的双向交流。三是健全绩效反馈及申诉机制。四是优化绩效考核结果的应用，较为全面的体现在薪酬、培训、职业发展、人才招聘等方面。另外，从组织、制度及引进信息系统等方面制定了保障措施。通过本文对YZ公司研发人员绩效管理问题的诊断和进一步的优化设计，为YZ公司提高管理水平、运营效率，完善YZ公司的制度体系，促进YZ公司的可持续发展具有积极意义。

YZ, founded in 2013, is a technology-based company dedicated to developing artificial intelligence. It specializes in four major business sectors: autonomous driving, integrated media, industrial Internet and smart ports, so far has not formed a scientific, standardized, complete performance management system. The existing performance management can not reflect the actual level of R & D personnel's contribution to the company and the post. Most R & D personnel do not think they have been scientifically and reasonably evaluated, led to a large number of management problems within YZ company, for example, R & D staff turnover rate is high, even some r & D key job turnover, employee motivation is not good and there will be mutual complaints, buck-passing work and responsibility, poor job completion and other issues.

On the basis of studying relevant literature, this paper diagnoses some problems existing in the performance management of R & D personnel in YZ Company by means of questionnaire survey and employee interview, because of the lack of performance management concept, the setting of performance evaluation index is not deeply related to the overall strategic objectives of the enterprise, and the index is not specific and difficult to quantify. Second, the relevant supervisors and leaders for staff performance counseling is missing, Blunt assessment, the necessary communication is not in place, the staff did not get the corresponding performance support to improve. Third, the performance evaluation is subjective and not comprehensive, and lack of feedback and appeal mechanism. Fourth, there is no good use of the final results of performance, although now applied to pay adjustments and bonuses, but not enough, and other aspects of the application of BASIC.

In view of the above-mentioned problems in YZ Company's R & D personnel performance management, this paper carries out the corresponding optimization design, on the basis of choosing a combination of the performance indicator method and the balanced scorecard which is more suitable for YZ company, the specific optimizations are as follows: first, optimizing the process of setting performance objectives and plans; The second is to emphasize the performance counseling, and pay attention to the two-way communication between the leader and the staff. Third, improve the performance feedback and appeal mechanism. Fourth, optimize the application of the results of performance appraisal, a more comprehensive reflection in pay, training, career development, talent recruitment and so on. In addition, from the organization, system and the introduction of information systems and other aspects of the development of safeguards. Through the diagnosis and further optimization design of YZ Company's R & D personnel performance management, to improve the management level, operational efficiency and improve the system of YZ company, to promote the sustainable development of YZ company has positive significance.