冲击目标并发展我们员工 绩效管理

1、1Performance Management InBev英博的绩效管理英博的绩效管理Hitting Targets while Developing our People冲击目标并发展我冲击目标并发展我们的员工们的员工Copyright 2005 InBev All rights reserved2Our people make the difference我们的员工创造与众不同的价值 We attract & keep the very best people 我们吸引和保留优秀的人才 We invest in development, support continuous lea

2、rning and reward success我们致力于发展、不断提供学习机会和奖励以达到成功 We respect & trust each other我们彼此相互尊重和信任3Development Planning发展计划发展计划Why are development plans so important?为什么发展计划非常重要？4Any Value in Doing It?做发展计划的价值？做发展计划的价值？Competencies能力Plan development objective计划发展目标Do the development执行发展 Check progress ag

3、ainst the development核对发展的进度Action to achieve development 行动已获得发展Reward the Right Result奖励正确的结果People have skills needed to hit their targets员工需要具有冲击目标时所需的技能People become more engaged with company工厂越来越吸引员工Retentionespecially for the middle 70%保留-尤其是中间的70%5Its all about the middle 70%包括所有中包括所有中间的间的70

4、%“The middle 70% are managed differently.”中间的70%要采用不同的管理“This group is enormously valuable to any company; you simply cannot function without their skills, energy, and commitment. After all, they are the majority of your employees. And thats the major challenge, and risk in the 20-70-10keeping the m

5、iddle 70 engaged and motivated.” 这类人员对任何公司来说十分宝贵。你不能简单的定义职责，职责中不包括技能、能力和承诺。毕竟，他们是工厂大多数的员工。这是最大的挑战，避免20-70-10的风险-使中间的70%员工被吸引并且有动力。“Thats why so much of managing the middle 70 is about development, positive feedback, and thoughtful goal setting.”这就是为什么要对中间70%的人员进行更多的管理，包括个人发展、正反馈和关注他们目标的设定。6Discoveri

6、ng Development发现发展发现发展What do we mean by “development?”我们认为的发展是指什么？“The transfer of learning, applied to produce results”转化知识，应用于产出结果。How does learning transfer actually occur?如何将所学的知识转化到实际的工作中？“While things are happening.” 当事情发生的时候。Who is in best position to orchestrate this transfer?谁最适合制定转化计划？“Th

7、e individual first. Then the line manager.”首先是员工本人，其次是直线经理。Who are the best trainers?谁是最好的培训师？“Managers. This is the only way learning transfer will be successful.” 经理。这是唯一的能够将知识转化为成功的方法。7Quick Check快速检查快速检查What % of InBev leaders completed development plans for their people?有多少英博的领导完成了员工发展计划的制定？ Wh

8、at % met minimum standards for development plans?有多少发展计划满足了最低标准的要求？Poll投票8Snapshot of some plans工厂的快照工厂的快照Source from SHARP源于SHARP系统9Critical Success Factors 成功要素成功要素Process流程Understanding the competencies and skills needed to succeed了解要达到成功所需的能力和技能Identify the priority development areas 识别优先发展的区域Se

9、t a SMART development objective设定一个SMART的发展目标Build an action plan for development建立发展的行动计划Execute against the action plan按行动计划执行Check & Follow-Up检查和跟踪Leadership领导力Spend time with your people: ENGAGEMENT花时间和员工在一起：约定时间Take performance management seriously认真地采用绩效考核Questioning and listening探询和聆听Prov

10、iding feedback on where people stand向所有部门的员工提供反馈Performance coaching绩效辅导10Development Choices发展机会发展机会On behavioral competencies行为能力Critical knowledge, skills, and behaviors-linked to our culturethat everyone is expected to demonstrate关键的知识、技能和行为-与我们的文化相关联的-期望每个人展示的Examples: 例子：Project management项目管理

11、P, D, C, A methodologies PDCA方法Leadership Engagement领导承诺On functional technical skills实用的专业技能 Critical knowledge, skills, and behaviors that are unique to your job or function关键的知识、技能和行为-你的工作和职能所特有的Examples:例子Negotiating raw materials谈判购买原材料Building a brand proposition设计商标的点子Balancing the ledger差额式总

12、帐11The Six Competencies六大能力六大能力What skills would someone need to have in order to improve in each competency?为了提高每项能力个人需要什么技能？12InBev Competency Planning英博能力计划英博能力计划Competency Planning Link能力计划链接13Critical Knowledge & Skills关键的知识和技能关键的知识和技能I / IIPMP LeadershipStrategic ExecutionLeading Across Bo

13、undariesP, D, C, ALeadership EngagementChange LeadershipIII / IVPMP Project LeadStrategy & FinanceFinance for Non-FinancialLeading Across BoundariesBuilding High Performance TeamsP, D, C, ALeadership EngagementChange ManagementEmotional IntelligenceVProject ManagementFinancials Persuasive Presen

14、tation Team DevelopmentP, D, C, ALeadership Engagement“Coaching”Personal EffectivenessVI / VIIProject ManagementOperationsFinancials NegotiationP, D, C, ALeadership EngagementPeopleManagementDirectionProject ManagementBusiness AcumenInfluenceTaskManagementEngagementPeople MgmtC1C2C3C4C5C614Could the

15、y do it if their job depended upon it?敢敢说他们能胜任本岗位的工作吗说他们能胜任本岗位的工作吗?Yes, but they are not doing it能胜任能胜任,但他但他们不愿意做们不愿意做Performance Gap绩效差距绩效差距The Issue:Understand why解解决方法决方法:了解原因了解原因Confront the Issue正视问题正视问题No不能胜任不能胜任Learning Need需要学习需要学习Knowledge / Skill:Developing知识知识/技能技能:发展发展Development Plan发展计

16、划发展计划Unsuccessful Outcome?Organizational Fit:Mentoring不成功的结果不成功的结果?组织的配置组织的配置:有经验的有经验的顾问顾问15Critical Success Factors 成功要素成功要素Process流程Understanding the competencies and skills needed to succeed了解要达到成功所需的能力和技能Identify the priority development areas 识别优先发展的区域Set a SMART development objective设定一个SMART的

17、发展目标Build an action plan for development建立发展的行动计划Execute against the action plan按行动计划执行Check & Follow-Up检查和跟踪Leadership领导力Spend time with your people: ENGAGEMENT花时间和员工在一起：约定时间Take performance management seriously认真地采用绩效考核Questioning and listening探询和聆听Providing feedback on where people stand向所有有员

18、工的地方提供反馈Performance coaching绩效辅导16Development Objectives发展目标发展目标What does a good development objective look like? 什么样的发展目标看起来才是有用的？17Use these Words用这样的词用这样的词Demonstrate有证据的Know熟悉Understand理解Able to Do/Use会运用18Add the Things you Want to Change添加你想改变的行动添加你想改变的行动Demonstrate that you KNOW and UNDERSTAN

19、D证明你了解和理解的The PDCA Model for Disciplined ExecutionThe InBev approach to Project ManagementThe 8-steps to a successful sales callHow to use aroma hops to enhance the “nose” on our beers怎样利用芳香物质增加我们啤酒的风味And are ABLE to USE会使用This methodology to successfully solve problems that may occur on the bottlin

20、g lineThis process to successfully complete your assigned projectThese steps to successfully identify opportunities to grow our business at retailThe right hops to add at the right time in the hop kettle在正确的时间向酒花罐中添加适量的酒花19Development Objectives发展目标发展目标Competency Planning Link能力计划链接20Critical Succes

21、s Factors 成功要素成功要素Process流程Understanding the competencies and skills needed to succeed了解要达到成功所需的能力和技能Identify the priority development areas 识别优先发展的区域Set a SMART development objective设定一个SMART的发展目标Build an action plan for development建立发展的行动计划Execute against the action plan按行动计划执行Check & Follow-U

22、p检查和跟踪Leadership领导力Spend time with your people: ENGAGEMENT花时间和员工在一起：约定时间Take performance management seriously认真地采用绩效考核Questioning and listening探询和聆听Providing feedback on where people stand向所有有员工的地方提供反馈Performance coaching绩效辅导21Developing Skills发展技能发展技能How can you and your people enhance your skills

23、in these areas? What options do you have?在这些领域你和你的员工如何加强技能？你有哪些可供选择的方法？Think about your own development, how did you learn this stuff?考虑你个人的发展，如何学习这些东西？Who is responsible?谁负责？22The Case for an Integrated Approach to International Leadership and Management Development完整地达到国际领导力和管理力发展的例子Traditional ex

24、ternal training PerformanceEvaluationSpecial projectsWay Jobs are StructuredSpeed of job movesRole modelsTold strengths and weaknessesInformal coaching and feedback360-degree feedbackMentoringIndividual learningTraditional internal trainingNontraditional learning programsImportance to self-developme

25、nt: rated “absolutely essential” or “very important” (%)Executive EducationDevelopmental assignments Individual Feedback/CoachingEffectiveness of implementation: rated “excellent” or “very good” (%)01020304050607080 90 02030401050607080Response from Executives in 50 large US companies (McKinsey, 200

26、0)JobRotationDevelopmentPlansOutside TestingSource: How Executives Grow, McKinsey, 200023Development Options发展机会发展机会On-the-job experience, supported by observational coaching methods现场的工作经验，提供观测的培训方法。On-the-job experience, supported by directional coaching methods现场的工作经验，提供方向性的培训方法。Leveraging other

27、company experts in different ways促使其他工厂不同领域的专家改变。Projects, Audit Missions策划，审核任务Functional technical learning实用技术的学习Internal leadership experiences内部领导经验Internal/External workshops内/外部专题研讨会Books/audio tapes, etc.书或录音磁带等Stretch people24Development OptionsJob/Function shadowing工作/职能的跟踪Interim assignme

28、nt临时的任务Project assignment规划任务Role-plays角色扮演Cross Training通过培训Mentoring顾问Research探讨Joining an Association联系社团Train the Trainer培训培训师Vacation relief1 to 1 Coaching一个一个辅导25Development OptionsReading books/listen to audio books读书/听录音磁带E-Learning网络学习On-line meetings在线会议Brewery/Dept tours酿造/部门的观光Field sale

29、s visits实地销售的访问HR exams人力资源考试Just doing your job正是做你的工作Evaluation of trainings培训评价30 minute training modules30分钟的培训Videos录象Benchmarking基准Supplier visits供应商访问26Development OptionsExperimenting试验University/College大学/学院Study groups学习研讨会Utilize SME利用制造工程师学会Lead an Internal Task Force (ITF)领导问题改进专责小组Six

30、SigmaDevelop training materials开发培训材料Sharing best practices分享最佳经验Writing book summaries编写书的摘要International Exchange国际汇兑Conducting surveys引导调查Development Centre发展中心Correspondence信件27So if it is important, why dont we do it?如果发展计划如果发展计划如此重要，为什么我们不按发展计如此重要，为什么我们不按发展计划做呢？划做呢？Can we solve this riddle?我们能

31、解答这些难题吗？28A good development plan好的发展计划好的发展计划Is similar to a good pdca action plan与好的PDCA的行动计划相似吗。So what elements should it include?需要包括哪些基础？29What should it include?应包括的内容应包括的内容Scope范围Objective目标Actions行动Responsible职责Checkpoints检查点Measure of Success成功衡量30InBev Competency Planning英博能力计划英博能力计划Development Plan Format发展计划的格式31Development Options发展可选择的方法发展可选择的方法Competency Planning Link能力计划链接32Time to Practice练习的时练习的时间间Build your own development plan建立你自己的发展计划Prioritize 1 area