Study On Application Of BSC In The Performance Evaluation Of D Information Technology Company

The rise of more and more information technology companies has intensified competition among companies in the industry.To maintain a stable position in the competition,existing companies need to strengthen their internal management.The performance evaluation system has an important position in the internal management of the enterprise.Doing a good job in the performance evaluation of the enterprise is crucial to the survival of the enterprise.The current enterprise performance evaluation system is mainly designed for general enterprises and lacks applicability to information technology enterprises.For example,the current KPI performance evaluation method of information technology companies reflects only the benefits generated by the company's physical capital and monetary capital,but does not reflect the company's development potential and reserve power.It cannot comprehensively measure the company's operating results and cannot objectively Evaluate the performance of employees in different departments and positions.The balanced scorecard aims at long-term performance,and combines financial data with future performance drivers to provide performance evaluation for companies to implement differentiated strategies.Because the company D studied in this paper has such performance evaluation problems.Therefore,the combination of KPI and balanced scorecard can effectively overcome the above shortcomings and avoid the deficiencies of a single method.This article aims to analyze the problems existing in the current performance evaluation system based on the analysis of D company's current performance evaluation system,combined with the company's operating characteristics and development strategies,and build KPI and D for company D based on the relevant theory of performance evaluation.A performance evaluation system combining balanced scorecards.This article focuses on applied research,uses a combination of qualitative and quantitative analysis,and analyzes the internal situation and external environment of company D,starting from the strategic goals of the company,and subdividing the strategic goals of the company into four of the balanced scorecards.Dimensions,and select the corresponding key performance indicators to determine the key performance indicators of the company,departments,and all employees.In terms of indicator weight distribution,the analytic hierarchy process is used to analyze the importance of the indicators in each level.Standardizing the selected index values is beneficial to the implementation of the performance evaluation system.Finally,it points out the direction of the company's future efforts and the guarantee for the implementation of the new performance evaluation system.