企业经营的核心就是如何经营客户，如何经营人才，而客户的资本价值是由员工所创造，因此企业发展的依据在于人才这个支撑点上。绩效管理系统居于人力资源管理的核心地位，建立基于员工发展为中心的绩效管理系统，可以帮助企业实现客户资本价值和企业人力资本价值两个核心经营要素的平衡发展，实现企业可持续发展、永续经营的战略愿景。
本文主要采取文献法和案例研究法为主要研究方法，以xx民营科技公司绩效管理体系为研究对象，在对其进行分析的基础上，把新的、实效的绩效管理体系理论引入该公司的绩效管理过程中，进行绩效考核管理的创新设计。首先，阐述了本文的选题背景及意义和研究思路及方法；接着对企业绩效管理理论进行了一个简单的回顾及简要的介绍，并对基于员工发展的绩效管理系统理论进行详细论证；然后，在对XX民营科技公司现有绩效管理体系存在的问题进行深入分析和研究的基础上，对公司现有的绩效考核体系进行再造，整个系统的设计始终以员工的发展与职业生涯规范为主轴。从理论工具而言，采用的是以平衡计分卡为工具建立的关键绩效指标，并注重对员工核心工作领域及能力的考核，将考核结果应用于各个层面的价值分配，促进员工核心能力与技巧的提升，从而有利于员工自我核心竞争力的形成；从考核内容与方法上来看，尽量在不影响员工正常工作的前提下对员工的整体素质进行全面考评，并在方法上做到有利于促进员工更好地发挥自己的优势并改正不足之处等。文章最后阐述了这一的绩效考核体系适用局限及发展展望。

The essential activity of management enterprise is to manage customer, manage staffer. And the capital value of the customer is created by staffer, so the enterprise development is based on the ability of the staffer. Performance management is the core procedure for the human source management system, and performance on employee development can help enterprise realize balanced development at customer capital value and employee capital value, and realize the strategic goal and vision of the sustained development and consistent business.
This paper mainly takes the performance management system of XX Private Company as the study object and on the base of analysis on this system it introduces the new and effective performance management system theory into this company’s performance management process and makes the innovative design on the performance management system. First, it set forth the background and significance of the selected subject, the ideas and methods used this paper. Then as BSC to a method, it rebuilt and designed an effective performance management system which is suitable for the development of the company on the foundation of analysis and study on the existing system of XX Private Company，The design of the entire system has always been to staff development and career standards as the principal axis, from a theoretical tool in terms of assessment, which used the Balanced Scorecard as based on the basis of KPI, focusing on core areas of work of employees and ability assessment From the perspective of incentives to promote employee core competencies and skills upgrading, thus contributing to employee self-formation of the core competitiveness; from the content and methods of assessment point of view, as far as possible without affecting the normal work of employees under the premise of the overall quality of the staff to conduct a comprehensive evaluation, and methods conducive to the promotion of employees to do a better play to their strengths and correct weaknesses and so on. At last it explained the implementation of the new system and an evaluation is made in this paper.