Direct answer：How to build a performance plan? Cascade from annual goals, link to bonus/promotion, point KPIs on floor and result metrics for managers.
Root causes of theater reviews:
Builds a scientific performance system tied to strategy and talent development channels.
Principles: goal-based, results-oriented, Pareto, two-way communication.
Simple, cascaded metrics integrated with daily ops, not review theater.
Key parameters on process inputs/outputs to decompose strategy into operational targets, foundation of the performance system.
Listed among XieChunQiu R&D outputs in the company introduction.
Cup-shaped KPI targets management and staff roles, cascades from strategy decode through indicator design, system build, coaching, and culture import: “everyone carries weight, everyone has metrics.”
The performance method emphasizes: goal-based, results-oriented, Pareto, two-way communication; simple, integrated with daily ops, not review theater.
Listed among XieChunQiu R&D outputs in the company introduction.
Point-based KPI for shop-floor roles with divisible steps and measurable output, paired with cup-shaped KPIs for a dual-track factory design.
Existing case materials describe: headcount modeling, point KPI linked to management reviews, one coherent system, not piece-rate vs. KPI double books.
“Vertical goals, horizontal processes”，targets carried through the org while processes connect and drive execution.
Shows how goals cascade and pressure moves down, the logic behind strategy-to-floor alignment.
Breaks silos, smooths handoffs, links upstream/downstream, the org runs as one self-driving system.
Each role finds its internal customer; the customer evaluates deliverables, reducing cross-department blame.
Internal customers carry performance accountability first, reducing favoritism and arbitrary scoring.
Helps the business run without constant owner intervention.
Performance infrastructure requires internal capability plus tools and change methods from strategy through rollout.
Existing service materials cite 500+ implementations; strategy decode, indicator design, system build, coaching, culture import.
Cubic Compensation addresses incentive, external competitiveness, and internal equity via 3P×3B×3T, especially for private firms.
3P: Position (job evaluation), People (capability standards), Performance (appraisal results).
3B: Base pay, bonus, benefits, base for role duty, bonus for over-delivery and surplus, benefits for retention and culture.
3T: short-, mid-, and long-term incentives.
Deliverables: surveys, positioning, pay-grade tables, modeling, transition, policies, bonus/benefit design, equity plans.
Publicly described project outcomes (project-specific): pay ratio down 1-2%, pay drives performance, full compensation system, per engagement scope.
| Dimension | Theater review | XieChunQiu plan |
|---|---|---|
| Metrics | HR forms | Goal cascade |
| Floor | Vs piece-rate | Point-based KPI |
| Managers | Unused scores | Cup-shaped KPI + coaching |
| Pay | Disconnected | 3P Cubic linkage |
600+ staff, floor point KPIs and management reviews aligned.
1,200+ staff plant, role/headcount and KPIs for floor and managers.
Cup-shaped and point-based KPIs on the floor (anonymized).
previously published KPI page defines KPI; full plan adds org, process, pay linkage per performance service list.
Cup-shaped KPI cascades management metrics from strategy; point-based KPI measures shop-floor output, dual-track factory design. Often paired with Zongheng-Baihe and internal customer models, see methodology section.
previously published principles: goal-based, results, Pareto, two-way comms; cascade integration, see electronics/packaging cases.
Bring current forms for gap review against previously published principles.
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