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People
BeforeStrategyMichaelChanDirector,China/HKTel:(852)25279797Tel:862162798832Operationalize
BusinessStrategies
through
PeopleManagement
toAchieveResultsPeopleBeforeStrategyMission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-Sort
HayMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJAmethodologyJEGuideChartHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitiveness
CoachingandMMPIprogramsBEIMission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-Sort
MethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEGuideChartHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEIConceptofWorkCultureHighPerformingOrganizations...
HowValueisCreatedFUNCTIONNETWORKPROCESSTIME-BASEDTechnicalandspecialistleadershipReliabilityResourceManagementCustomersatisfactionHighservicelevelsBalancedreturnsVenturedrivenEntrepreneurship
risk-takingEffectivepartnershipsSpeedtomarketTechnicaledgeExploringopportunitiesThesearethefactorsthatneedmeasuringandreinforcingTECHNOLOGYCUSTOMERRELIABILITYFLEXIBILITYC-SortHayFunctionalWorkCultureModel“OurFunctionalWorkCulture
Rewards,Encourages
andSupportstheFollowingBehaviorsandActivities...”VeryFrequently/ToaGreatExtent/
InMostPartsoftheOrganizationVeryInfrequently/ToaSmallExtent/
InFewPartsoftheOrganizationSometimes/ToSomeExtent/
InSomePartsoftheOrganizationMaximizingcustomer
satisfaction(4)Limitingthedownsideof
risks(32)Establishingclear,well-
documentedwork
processes(19)Minimizingunpredictability
ofbusinessresults(45)Beinghighlyorganized(7)Maintainingexisting
customeraccounts(11)Beingprecise(48)Providingsecure
employment(3)Beingloyalandcommitted
tothecompany(55)Maintainingclearlinesof
authorityandaccountability
(18)Treatingemployeesfairly
andconsistently(22)Usingprovenmethodsto
serveexistingmarkets(8)Anticipatingchangesinthe
businessenvironment(35)Minimizinghuman
error(52)Establishingclearjob
descriptionsand
requirements(26)Usinglimitedresources
effectively(15)Qualitychecking
subordinateswork(44)Attractingtoptalent(21)Supportingtop
managementdecisions(50)Deliveringreliablyon
commitmentstocustomers
(13)Developingnewproducts
orservices(54)Sellingsuccessfully(16)Continuouslyimproving
operations(20)Gainingtheconfidence
ofcustomers(46)Usingresourcesoutside
thecompanyto
getthingsdone(33)Respectingthechainof
command(37)Respondingtocustomer
feedback(30)Participatingintrainingand
continuingeducation(31)Achievingbudgeted
objectives(56)Providingemployeeswith
resourcestosatisfy
customers(10)Demonstrating
understandingofthe
customer’spointofview(6)Increasingdecisionmakingspeed(39)Rewardingsuperior
performance(23)Pushingdecision-makingto
thelowestlevels(51)Supportingthedecision’sofone’sboss(2)Toleratingwell-meaning
mistakes(29)Encouraginginnovation
(40)Takinginitiative(36)Pioneeringnewwaysof
doingthings(24)Beingflexibleandadaptive
inthinkingandapproach
(14)Takingactiondespite
uncertainty(43)Applyinginnovative
technologytonew
situations(28)Capitalizingonwindowsof
opportunity(27)Establishingnewventures
ornewlinesofbusiness
(12)Buildingstrategicallianceswithotherorganizations
(41)Maintainingahighsenseofurgency(25)Findingnovelwaysto
capitalizeonskillsthat
peoplehave(53)Acquiringcross-functional
knowledgeandskills(49)Encouragingexpressionof
diverseviewpoints(47)Encouragingteamwork(1)Capitalizingoncreativity
andinnovation(34)Organizingjobsaround
capabilitiesofindividuals
(38)Significantlydecreasing
cycletimes(9)Experimentingwithnew
managementtechniques(5)Promotingone’spointof
viewstrongly(17)Adaptingquicklyto
changesinthebusiness
environment(42)Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-Sort
MethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEIOrganisationStructure/ProcessesFieldofManagementExternalRelationsFinanceandControlMarketingHumanResourceManagementProductionPhysicalDistribution(Logistics)ResearchandDevelopmentSecretarialandLegalIRMAandProcessMappingMission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-Sort
MethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEIJob/RoleAnalysisNatureandScopeofActivitiesADescriptionof:Howthejobisperformed(Environment/Structure)whatisinvolvedinachievingthePrincipalAccountabilitiesPrincipalAccountabilitiesListofEndResultsthatarerequiredfromthejobholderKeyPerformanceIndicatorMeasuresofsuccessfulperformanceoftheaccountabilitiesCompetency/SkillRequirementSkillsandbehaviorsrequiredforsuccessfulperformanceinthejobandtheorganizationOrganisationRelationshipisasystemforrankingjobslogicallyandfairlybycomparingjobagainstjoboragainstapre-determinedscaletodeterminetherelativevalueofjobstoanorganisation.“Thetermjobevaluationreferstoaformalprocedureforhierarchicallyorderingasetofjobsorpositionswithrespecttotheirvalueorworth,usuallyforthepurposeofsettingpayrates.””NationalAcademyofSciences1979JobEvaluationTechnicalKnow-HowManagementBreadthHumanRelationsSkillsFreedomtoActAreaofImpactNatureofImpactThinkingEnvironmentThinkingChallengePROBLEMSOLVINGKNOW-HOWACCOUNTABILITY}ElementsofJobSizeMission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEIHay/McBer
CompetencyDefinitionAnymotive,attitude,skill,knowledge,behaviourorotherpersonalcharacteristicthatisessentialtoperformthejob,ordifferentiatesaveragefromsuperiorperformersUnderlyingCompetenciesBecomeMoreImportantasJobComplexityIncreasesNaturalTendenciesandTraitsTask-RelatedKnowledgeandSkillsForExample:KnowledgeofElectronics,CompaniesProducts,LaborRelations,LawSkillinactivelistening,NegotiatingForExample:TenacityInitiativeInterpersonalSensitivitySelfConfidenceJobComplexityRelativeImportanceHighLowIcebergModelofCompetenciesKnowledgeSkillSocialRoleSelf-ImageTraitMotiveInformationthataperson
hasinaparticularareaTheimageoneprojects
toothers(“outer-self”)AgeneraldispositiontobehaveinacertainwayBehaviouraldemonstration
ofexpertiseAperson’’ssenseofidentityandworth(““inner-self”)Recurrentthoughts
thatdrivebehaviourTheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformanceSelf
AwarenessSocial
AwarenessSelf
ManagementSocialSkillsEmotionalSelf-AwarenessAccurateSelf-AssessmentSelf-ConfidenceEmpathyOrganizationalAwarenessSelf-ControlTrustworthinessConscientiousnessAdaptabilityAchievementOrientationInitiativeInfluenceDevelopingOthersServiceOrientationLeadershipCommunicationChangeCatalystConflictManagementBuildingBondsTeamwork&CollaborationCriticalEICompetenciesTheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformanceCompetencyModelTheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformanceResearchHasIdentifiedSixManagerialStyles:CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching0%10%20%30%40%50%60%70%80%90%100%10%20%30%40%50%60%70%80%90%100%©1999McBerandCompany,Inc.AllrightsreservedManagerialStyleInventoryParticipantVersionAsiaNorms66=Dominant50-65=BackupCoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachingWhatStylesDoIThinkIamUsing?0%10%20%30%40%50%60%70%80%90%100%CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching10%20%30%40%50%60%70%80%90%100%ManagerialStyleInventoryEmployeeVersion(N=5)AsiaNorms66=Dominant50-65=Backup©1999McBerandCompany,Inc.AllrightsreservedWhatStylesDoTheyPerceiveMeUsing?TheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformanceSixclimatedimensionsrelatetoperformance:
Flexibility
Standards
TeamCommitment
Responsibility
Rewards
ClarityResearchindicates...OrganizationalClimateofOutstandingandTypicalExecutivesResponsibilityRewardsTeamCommitment0102030405060708090100FlexibilityStandardsClarityTotalOrganizationalClimate
GoodExecutivesOutstandingExecutivesClimateDimensionsEmployeeAssessmentHighPerformingLeadersandManagersCreateBetterClimatesTheResultsofInvestinginCompetenciesHay/McBerCompetencyMethodProducesSuperiorHiresL’OrealSalesforceCandidateSelection,1988-199015%41%6%0%78%68.7%18.7%10.5%21%0%QuitorFiredCandidatesforPromotionPromotedtoManagementAchievedSalesQuotaAverageSalesIncreasePerQuarterFocusingontherightcompetencieshasdirectbusinessimpact33candidateshiredusingtheHay/McBercompetencymethod44candidateshiredconventionallyRewardHowwillemployeesbecompensated?RecruitmentandSelectionHowshouldqualifiedcandidatesbeidentified,assessedandselected?CareerPlanningHowcanwehelpemployeesrealisetheirpotentialandaspirations?CompetencyModelandProfilesTraining&DevelopmentWhatarethedevelopmentrequirementsforourroles?Howcanwebuildthesecapabilities?SuccessionPlanningandWorkForceAuditWhatcapabilitiesdowehave?Whatdoweneed?PerformanceManagementHowwillwedrivesuperiorperformance?StrategicallyApplyingCompetenciesMission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRo
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