工作计划_班员行为规范考核模拟工作计划

班员行为规范考核模拟运行启动会,会议目的,介绍模拟运行的工作计划说明实施行为规范考核的成功要素,目录,模拟运行的工作计划实施行为规范考核的成功要素,工作计划,后续的行动计划,存在的若干问题,班组存在对行为规范考核办法可操作性的怀疑执行上可能延续原有的思路，即班组长或小班负责人不完全的按照考核条款执行班组可能觉得考核办法比较复杂，产生抵触的想法班组在制订和完善考核内容时，可能会自然地将标准降低，而不是在现有能力的基础上进行合理的提高项目组还需要不断加强与班组的拜访和沟通，进一步地深入了解考核的执行情况和班组的真实想法,行为规范考核的3个关键步骤,行为规范考核内容表,行为规范月度绩效评分表,制订每个班组的行为考核内容和加分扣分,每日及时记录班员实际发生的考核内容事项,月末汇总计算每个班员的绩效分数表,行为规范每日打分表,首先，每个班组整理各自的行为考核内容表，并按照行为规范的7个维度归类,行为规范考核内容表,2004年,班组：线路运行班,然后，根据考核内容制订评分标准,行为规范绩效评分标准,2004年,班组：线路运行班,以线路运行班班员K为例，模拟行为规范考核流程,2004年1月线路运行班班员K发生如下的行为考核事项,根据班员K的实际发生考核事项，由班组长或小班负责人及时记录在行为规范每日打分表,行为规范每日打分表,行为规范每日打分表,2004年1月,班组：线路运行班,月末将每个班员本月考核事项的发生次数汇总输入计算机,行为规范月度计分表,2004年1月,班组：线路运行班,计算机将自动进行汇总计算，完成行为规范月度分数汇总表,行为规范月度分数汇总表,2004年1月,班组：线路运行班,根据评分标准，班组长每个月末完成所有班员的行为规范月度绩效评分表,2004年1月,行为规范绩效评分标准,行为规范月度分数汇总表,行为规范月度绩效评分表,目录,模拟运行的工作计划实施行为规范考核的成功要素,为什么要实施行为规范考核,时间,工作绩效,目标,现在,变革,新的考核体系对工作的影响：工作分心困惑不确定对变革的反映：陌生感个人或集体抵触,变革带来的,绩效项目组的主要任务是帮助员工逐渐接受和承诺，并适应过渡期以达到最佳绩效。,“低谷”,绩效,时间,启动,过渡,我们的挑战是如何有效地控制低谷的宽度和深度,变革给每个人带来的心里感受,改进的程度,快乐的程度,高,低,低,高,痛苦的接近成功者,快乐的成功者,痛苦的尝试成功者,快乐的失败者,不同的管理风格和团队文化,关心员工的程度度,关心工作的程度,高,低,低,高,乡村俱乐部型,团队管理型,贫乏型,中间型,独裁型,全球最好的公司如何使用团队,内部竞争通过集中的交流进行创新灵活,团队存在的问题,员工不愿意参加团队缺少自信个人的不安和危险感淡化组织实施的准则冲突,TheEffectsofChangeonPerformance:DistractionfromeverydayjobConfusionUncertaintyCommonReactionstoChange:FeelingsofalienationGrouporindividualresistance,TheHumanSideofChange,TheeffectofchangeonperformanceovertimeCurrentStateTransitionStateFutureStateWhattoExpectHurdlesNormalFeedbackMoraleImplications,TheChangeCurve1,1ChangeCurve,DarylConnor,ManagingattheSpeedofChange,1994,AWARENESS,UNDERSTANDING,BUY-IN,COMMITMENT,AdaptedfromDarylConnerManagingatthespeedofChange,TheRole:MoveTargetsuptheCommitmentCurve,Degreeofsupportforthechange,Time,Confusion,NegativePerception,Decisionnottoimplement,Changeabortedafterbrief/extensiveimplementation,Nocontact=unaware,AwarenessPhase,AcceptancePhase,CommitmentPhase,DecisionnottoSupport,Adoption,Installation,Contact,Awareness,Understanding,PositivePerception,Unawareness,Confusion,NegativePerception,AbortedAfterImplementation,DegreeofSupportforChange,Time,NegativeResponses,Researchindicatesthatpeoplegothroughthreekeyphasesthatleadtocommitment.Speedmayvarybutpeoplewillgothroughallphases,ChangeAcceptanceCurve,KeyoutcomescanbeexpectedduringeachphaseoftheChangeAcceptanceCurve,AwarenessPhase,“IknowthattheACEprojectishappening,whatitis,whyitisneeded,andwhatitaimstoachieve”,AcceptancePhase,“IcanexplainhowtheACEprojectaffectsme,andIhaveapositiveattitudeaboutthechangesIwillneedtomake”,CommitmentPhase,“Isupportthechangesassociatedwiththenewsystemandamactivelyinvolvedinmakingtheimplementationwork”,ChangeAcceptanceCurve,DegreeofSupportforChange,Time,TheChangeCoordinationteamskeyobjectiveistohelppeoplemovealongtheChangeAcceptanceCurvetoreachoptimumperformancethroughacceptanceandcommitment,“ValleyofDespair”,Performance,Time,GoLive,Transition,CommunicationFramework,Theteamisidentifyingthelevelofcommitmentrequiredforeachstakeholder,basedonthefollowing“CommitmentCurve:”,DegreeofCommitment,ProjectSchedule(Time),IndividualChangeCurve,Acceptance,Evaluation,TrialRun,Knowledge,Awareness,Results,TheKey:UserParticipation,Awareness,Understanding,Buy-in,Ownership,Buildstakeholderinvolvementandownershipbygeneratingawareness,understanding,buy-in,commitment,andaction.,BuildingOwnershipforPVCOARSDataIntegrity,ThekeyobjectiveofPVCOARSDataIntegrityprogramshouldbetorapidlybuildownershipoftheprocesschangesamongkeystakeholdergroups,andtoseamlesslytransitiontheworkforcetothePreventionprocesschanges:,Awareness,Commitment,Buy-in,Understanding,DegreeofInvolvement&OwnershipRequired,ElapsedSchedule,EncounterschangeRealizeschangeisimminent,Acceptsnatureandintentofchange,WorkstowardchangeInveststimeinchangeArticulatescommitmenttogoalsofchange,ArticulatesthechangeasnormsArticulateshis/herpersonalownershipofthechange,Action,ParticipatesinfacilitatingchangeAttendstrainingChangesbehaviourorprocedurestosupportprocesschanges,BuildingOwnershipforPVCOARSDataIntegrity(cont.),ThekeyobjectiveofPVCOARSDataIntegrityprogramshouldbetorapidlybuildownershipoftheprocesschangesamongkeystakeholdergroups,andtoseamlesslytransitiontheworkforcetothePreventionprocesschanges:,DegreeofInvolvement&OwnershipRequired,ElapsedSchedule,Trainingandperformancesupportcontinuetodeepen“Commitment”andleadto“Action.”,Communicationsactivitiestypicallyaddressearlierstagesofbuilding“Awareness,”“Understanding”and“Buy-in.”,Evaluatetheabovestatementsusingthescaleprovided:1=StronglyDisagree2=Disagree3=Neutral4=Agree5=StronglyAgree,Navigation,1.Differentchangeinitiativesareintegratedinthemindsofmanagement.2.Differentchangeinitiativesareintegratedinthemindsofemployees.3.Managementprioritizestheuseofresources.4.Changeinitiativesworktogether.(Thelefthandknowswhattherighthandisdoing.)5.Costsandbenefitsofallprojectsaremanagedasawhole.,Leadership,SeniorManagement:1.videcoachingandcounselingrelatedtochangeleadership5.effectivelycommunicateaboutchange(reasonsfor,benefits,strategies),Enablement,1.Processesareredesignedtoeliminatenon-valueaddedactivities.2.Organizationstructureisdesignedtofitfutureneeds.3.Competenciesfortheneworganizationarebeingidentified.4.Trainingsupportsnewskillandbehavioralrequirements.5.Performancemanagementandrewardsystemsareredesignedtofittheneworganization.,Ownership,Peopleaffectedbychange:1.areinvolvedintheprocessinameaningfulway2.believetheirideasandconcernsarebeingheardandrespondedto3.understandoftheneedforchange4.believethechangeispositiveforthecompany5.receiveeffectivecommunications(timely,relevant,honest),e