财务部内部人员KPI的量化及改善
价值要点：
-找到财务部内部KPI量化的突破口，从多方面分解绩效考核指标
-学习如何从后续反馈中获取信息进行调整、完善KPI量化管理
活动介绍：
绩效管理良好的、有效地实行不仅为企业提高了业务成绩，还能够提高财务部人员效率。然而财务部的绩效管理似乎仍是给管理人员带来难以言喻的困惑。在F-Council的调研中发现，几乎所有的绩效管理负责人都曾遇到过障碍。其中，KPI的量化和改善是悬而未决的问题之一。
同行困惑：
1.财务人员的工作通常难以用数值去衡量，即使设定了一些指标，例如出勤率，报表准确率或者工作效率，也很难去评估他是否是一个好员工。难道作为公司的财务人员不应该把报表做对做好，不应该按时出勤吗？
2.哪些指标是值得去量化的？有些指标我做了量化但是感觉也没起到什么作用。
3.我财务部门实行绩效管理，但是好像效果就这样，不过有总比没有好吧。想要进行改善，却也无从做起，心有余而力不足。
4.有时想要整顿团队，却不知如何下手，好像制定的所有KPI标准都模棱两可，大家评出来结果都差不多。
MS. Chen 现任Infosys BPO中国区客户总监
曾任毕马威管理咨询高级经理
陈女士具有19年的企业财务及绩效管理实务及咨询项目经验，从事咨询工作之前曾在某大型国有银行、某财富500强日资汽车企业、某财富500强美资管理咨询及信息技术服务公司、某国内大型会计师事务所担任财务管理职务。
她的专长包括财务战略、集团管控与组织架构设计、共享服务、财务/绩效诊断及对标、财务运营优化、成本优化、KPI管理报告及分析、全面预算管理、企业绩效管理、企业风险管理、资产管理、资金管理等。
企业观察员
普杰（中国）财务总监
工商管理硕士，澳大利亚注册会计师，美国注册管理会计师、中国注册税务会计师。
多年财务管理工作经验，曾在国内上市集团公司，欧美500强企业担任财务总监。四川大学苏州研究院经济学客座讲师。
雪梨 副总裁 协同共享企业服务（上海）股份有限公司
流程安排： -成本考核的量化
预算准确度
内控
-效率考核的量化
财务报表及时、准确性
财务信息有效性
现金管理差错率
-风险考核的量化
坏账比率
-服务质量考核的量化
外部客户满意度
公司内部满意度
（二）量化体系的后续改善
反馈资料利用
根据岗位修正
公司战略变化调整
外部环境变化调整
（三）案例分享
15:00 企业嘉宾实际案例分享
15:30 Q&A
15:45 END
Value Points:
-Find the methods of finance department KPI quantification; analysis the KPI from various aspects
-Learn the way of adjusting appraisal standards from feedback, prefect the management of KPI quantification
Activity Introduction:
Good performance management can not only improve the business performance, but also bring positive effect on finance staff. However, administrator seems like still have confusions on performance management of finance department. Through the research, F-Council found that most of performance managers met the difficulties. KPI quantification is one of the problems that still not be solved till now.
Peer Confusions:
1.Commonly, it is difficult to measure the finance staff work by numbers. It is hard to assess a staff by some indicators such as attendance rate, correct rate or work efficiency. I think it is the duty of a finance department staff.
2.What kinds of indictors are necessary to have quantification? I feel that some quantification indicators are useless.
3.My finance department has the performance management, but it does not have quite big effect. Anyway, something is better than nothing. I want improve the performance management but do not know how.
4.I have no idea about rectify team. It seems like all of the KPI are not essential, and the assessment results are nearly same to each staff.
Speaker:
Ms. Chen Infosys BPO China Account Director
Previous KPMG Senior Consulting Manager
Ms. Chen has 19 years working experience of enterprise finance, performance management and consulting. She also worked for some large state-owned bank, Global 500 Japanese auto enterprise, Global 500 US management consulting and IT Limited Company.
She is good at financial strategy, enterprise control and structure design, shared service, performance consulting, KPI management and analysis, risk management and financial management.
Enterprise Observers:
PGI (China) Financial Director
She awarded MBA, ASCPA, CFM and China Certified Tax Agents.
She had many years working experiences for finance management, and held post of financial director for Chinese listed group company, Europe 500 Company. She is also the guest lecturer for Suzhou Academy Economics.
Shelley Liu, Vice President, China Finance Executive Council
Agenda:14:00 Event begin
14:05 KPI quantification of Finance Department
-Quantification of Cost Assess
Accuracy of the budget
Internal control
-Quantification of Efficiency
Accuracy and timeliness of financial statement
Effectiveness of finance information
Cash management
-Quantification of Risks
Bad debt
-Quantification of Service quality
Customer Satisfaction
Intercompany Satisfaction
Further Improvement of KPI Quantification
-Take advantage of feedbacks
-Correction by job position
-Correction by enterprise strategy
-Correction by external environment
Case Sharing
15:00 Enterprise Guests Sharing
15:30 Q&A
15:45 End