主管核心才能介紹

1、1,Performance Management Effective Workshop績效突破的人才管理,,主講人----簡仁傑助理院長,,2,,Workshop Objectives課程目標(biāo),Understand the Roles and Responsibilities of People Manager to Enhance the Quality of Management 了解直線主管應(yīng)扮演的角色及責(zé)任，提昇

2、管理品質(zhì) Understand and Apply Performance Oriented HR Systems to Increase the Value and Performance of People 學(xué)習(xí)並應(yīng)用績效導(dǎo)向的人資系統(tǒng)與工具，提昇員工的價值 Understand the Management Tools and Skills, &, Apply to daily work 熟習(xí)

3、人才管理的工具和技巧及其應(yīng)用,3,Overall Workshop Plan整體訓(xùn)練計(jì)劃,4,Overall Workshop Objectives整體課程目標(biāo),THINK ….思考Inward: What kind of manager I am? What are my strengths and weaknesses as a manager? 內(nèi)省: 我是那一種主管? 我有那些強(qiáng)處和弱點(diǎn)?Forward: W

4、hat can I do to be more successful in the future? 往前想: 我可以做些什麼將來會更成功?PRACTICE ….練習(xí)New tools and skills in people management 人才管理的新工具和技巧PLAN …計(jì)劃How to apply back in work setting? 如何將所學(xué)應(yīng)用到工作場合?HAVE

5、 FUN ….,5,Learning Process學(xué)習(xí)流程,AWARENESS 察覺,Key concepts/tools and felt need for development 主要概念/工具及覺得有發(fā)展的需要,TOOL/PROCESS工具/流程,PRACTICE 練習(xí),APPLICATION 應(yīng)用,Simple tool/process to enhancemanagement effectiveness簡單的工具/

6、流程以加強(qiáng)有效管理,Practice how to use of the tool/process effectively練習(xí)如何有效利用工具/流程,Develop action items 發(fā)展行動方案,6,Module 1 Objectives: Achieving Through People單元一 目標(biāo): 以人為本的管理,Understand the importance of people management sk

7、ills in achieving business results 瞭解要達(dá)到企業(yè)經(jīng)營成果人才管理的重要性Understand the roles and skills of change leadership 瞭解變革領(lǐng)導(dǎo)的角色和技巧 Personal reflection on your required people management competencies 對自己人才管理能力的反思,

8、7,Competencies of Effective Managers高績效主管的核心能力,,ChangeLeadership變革領(lǐng)導(dǎo),,,,,,,SettingDirection目標(biāo)/方向設(shè)定,Empowerment& Enabling賦能授權(quán),Communication& Coaching溝通輔導(dǎo),ConsequenceManagement賞罰分明,8,Understand how to se

9、t KPI and “SMART” goals and clear expectations of performance 瞭解如何設(shè)定KPI 及 “SMART”的目標(biāo)和對績效清楚的期望Understand how to communicate performance plan and get commitment of achieving goals 瞭解如何溝通績效計(jì)劃，並得到達(dá)成目標(biāo)的承諾Throu

10、gh case study to learn the right approaches and skills of cascading goals 經(jīng)由個案研討，學(xué)習(xí)正確的方法和技巧傳遞目標(biāo),Module II Objectives:Setting Direction單元二 目標(biāo): 目標(biāo)/方向設(shè)定,9,Objective Setting目標(biāo)設(shè)定,Vision, Mission(Long term goal)願景, 使命

11、 (長期目標(biāo)),Key Expected Achievement(Yearly objective---Biz. KPI) 主要期待的成果(年度目標(biāo),主要績效指標(biāo)…),Common Dept.KPI 一般部門的KPI,Cross-FunctionalKPI 跨功能的KPI,Agreed Objectives 雙方同意目標(biāo)(Immediate Manager & the Individual) (直屬主管&個人)

12、,Periodical Review 定期檢討,Execution執(zhí)行,Performance Evaluation績效評估,,,,,,,,,,,,,,,,,Organization,Department,Individual,,10,Principles of Objective Setting 目標(biāo)設(shè)定的原則,S. M. A. R. T.,Specific 明確的 Measurable 可測量的 A

13、chievable 可達(dá)到的 Relevant 相關(guān)的Time-Bound 有期限的,11,WRAP-UP Setting Performance Expectation --- Reminder總結(jié)設(shè)定績效期望 -- 提醒重點(diǎn),1). Make sure Corporate KPI links up with individual Performance Objectives 確定公司 KPI 和個人績效目

14、標(biāo)連結(jié)2). Make sure to raise up the Job “Ownership” and “Accountability” of each individual 確定提高個人工作“擁有感”和“責(zé)任感”3). Make sure to have the 2-way communication, use “GROOM” process 確定有雙向溝通,利用“GROOM” 流程4)

15、. Practice makes Perfect! 熟能生巧! Make sure practice and application of learning happen!! 確定做練習(xí)和學(xué)以致用,12,Module Ⅲ Objectives:Communication and Coaching單元三 目標(biāo)：溝通輔導(dǎo)課程,Understand the factors of Communication 瞭解溝通要

16、素Understand the importance of being a Coach for a people manager 瞭解做為一個人員管理者的輔導(dǎo)員的重要性Work on the coaching process---The “GROW” model 工作教導(dǎo)流程做做看 --- “GROW”模式Understand and Practice the Coaching skills

17、輔導(dǎo)技巧的瞭解和練習(xí),13,Empowerment: A Paradigm Shift授權(quán): 一種思維轉(zhuǎn)換,,,,Achieving by Self靠自己達(dá)成,Achieving through Others藉由他人達(dá)成,Performance,,Management Level,Low,High,14,Module IV Objectives: Consequence Management單元四 目標(biāo): 賞罰分明,Under

18、stand the Philosophy and Principle of Reward Management 瞭解薪酬管理的理念和原則 Work on the Individual Development or Improvement Plan 著手進(jìn)行員工個人發(fā)展或改善計(jì)劃Understand how to handle poor performer 瞭解如何處理績效不佳的員工,15,W

19、hat We Want PRD to Achieve?,Corporate Vision/Objectives/Strategy be Translated into Clearly Defined Individual GoalsEmployee’s Full Participation – Fair/Equitable Process Timely Feedback, Coaching and Corrective Action

20、People Accountable for Their ResultsReward for PerformanceFocus on Improvement & Future Development,,Regain Competitiveness !!,16,PRD Process,,1st Level MGR,2nd Level MGR,Dot-line MGR,HR Guidelines,

21、Employee,KPI Deployment,,Input,Promotion, Demotion & Separation Decision,Appraisal,Execution,Goal-setting,,Incentive/Re-wards,,Succession Plan,,Development Plans,,Merit Increase,,Internal Transfer,,,,,,Output,,P.R.D.

22、 Process,17,PRD Process and Schedule,,Appraisal,Execution,Goal-Setting,HR Decisions & Action,KPI Deployment,Jan-Feb.,Jan-Dec.,Time,2nd MGR,1st MGR,Employee,HR Division,,Clear Company & Dept. KPI Deploy ment,P

23、re-review PRD quality & balance rating distribution Provide necessary guidanceSolve disagreement btw Ind & 1mm Mgr if any,Review self evaluationDiscuss with employeeSign agreementRecommendation to employe

24、e for future improvement,Ongoing face to face review, coaching & counselingPP adjustment, if necessary Implementation confirmed by line mgr in Mar/Sep,Present resultsHighlight difficulty & seek assistance fr

25、om mgr or HR,Self evaluationProvide relevant evidenceElaborate career aspiration and development plans,Facilitating & Tracking,June & Dec.,Ind/team goal identified& aligned w/ KPIIndividualS.M.A.R.T. G

26、oalEmployee’s involvement & inputA copy to mgrs concerned & HR for tracking,18,Performance Management Cycle績效管理循環(huán),Setting Performance Expectation(At the beginning of the period)設(shè)定績效期望(期初),Follow Up(Dur

27、ing the period)追蹤(期中),Performance Evaluation(At the end of the period)績效評估(期末),,,,,,? Objective Setting 目標(biāo)設(shè)定? Expected outcome 期待結(jié)果? Expected standard 期待標(biāo)準(zhǔn)? Performance plan 績效計(jì)劃,? Empowering/Enabling? Coaching

28、 - Motivating - Counseling - Correcting - Documentation,,? App. Interview? Reward/Recognition? Improvement Plan? Training & Development,The CORE:Communication ?Feedback Giving ?Consen

29、sus & Commitment,19,Performance Management Process 績效管理流程,Performance Plan績效計(jì)劃(At the beginning of the year),根據(jù):?工作描述?Business Focus: ?接下來6-12個月的業(yè)務(wù)重點(diǎn) --KPI?課/部門目標(biāo),,目標(biāo)設(shè)定:?SMART 原則?需經(jīng)雙方討論且同意

30、,Periodic Review定期考核(During the period),,主管:? 授權(quán)? 諮商輔導(dǎo),Preparation for Appraisal Interview(Before the Appraisal) 評鑑面談準(zhǔn)備,,個人準(zhǔn)備:?瞭解如何填寫評估表(員工先完成 自我評估部份)? 準(zhǔn)備concerns/議題在評鑑會議中討論,主管準(zhǔn)備:?Review 員工的自我評估?諮詢上一層主管的建議 ?

31、 行政: ?規(guī)劃 Agenda ?預(yù)約時間/會議室,不受干擾,Appraisal InterviewDiscussion 評鑑面談討論(During the Appraisal),,Agreed Outcome 雙方同意的結(jié)果Future Improvement/Development Plan,,風(fēng)格:?開放?誠實(shí)?過去為本?展望未來,專注在:?實(shí)際的事實(shí)/達(dá)成的證據(jù)?溝通/相互的瞭解?如何改