素质能力模型的应用

n素质能力模型在人力资源管理中的应用-职位素质描述-素质能力评估-职位素质描述-素质能力评估素质能力的各种应用及其影响力 /(KCIS)PerformanceManagement绩效管理PerformanceManagement绩效管理44n素质能力模型在人力资源管理中的应用-职位素质描述-素质能力评估职位素质描述的定义和目的n用于进行任职者的胜职评估。即对于职位要求的最相关和重要的素质和职位素质描述的参与角色），职位素质描述的参与角色（续）职位素质描述的流程－核心素质能力4.设置期望的“精通层级”职位素质描述的流程－核心素质能力责任范围＝核心素质“团队合作”职位素质描述的流程－核心素质能力 职位素质描述工作表 职位素质描述工作表ProjectMgrGr7ProjectMgrGr8ProjectMgrGr10TechnicalSvcMgr(11)SnrExecITMgr(12)职位素质描述的流程－核心素质能力职位素质描述的流程－核心素质能力 职位素质描述工作表ProjectMgrGr71ProjectMgrGr82ProjectMgrGr103TechnicalSvcMgr(11)1SnrExecITMgr(12)2职位素质描述的流程－核心素质能力核心素质能力职位素质描述的流程-核心素质能力2.职2.职“精通层级“精通层级”职位素质描述工作表ProjectMgrGr711XXProjectMgrGr821XXProjectMgrGr1032XXXXTechnicalSvcMgr(11)11XXSnrExecITMgr(12)22XXXX职位素质描述的流程－核心素质能力4.设置期望的“精通层级”职位素质描述的流程－核心素质能力””ProjectMgrGr7111111XXProjectMgrGr8212121XXProjectMgrGr10323232XXTechnicalSvcMgr(11)111112XXSnrExecITMgr(12)222222XX7职位素质描述的流程－核心素质能力ProjectMgrGr7111111ProjectMgrGr8212121ProjectMgrGr10323232TechnicalSvcMgr(11)111112SnrExecITMgr(12)222222s15CustomerFocus(D)Developing(E)Effective(E)Effective(R)RoleModel(R)RoleModels53DriveForResults(D)Developing(D)Developing(E)Effective(R)RoleModel(R)RoleModels14Creativity(D)Developing(D)Developing(E)Effective(R)RoleModel(R)RoleModelTeamwork(D)Developing(E)Effective(E)Effective(R)RoleModel(R)RoleModels32(D)Developing(D)Developing(E)Effective(E)Effective(E)Effectives22EthicsandValues(D)Developing(D)Developing(D)Developing(E)Effective(E)Effectives51ProblemSolving(D)Developing(E)Effective(R)RoleModel(R)RoleModel(R)RoleModels63(D)Developing(D)Developing(E)Effective(E)Effective(R)RoleModels27Informing(D)Developing(E)Effective(E)Effective(R)RoleModel(R)RoleModels67WrittenCommunications(D)Developing(E)Effective(E)Effective(E)Effective(R)RoleModels47Planning(D)Developing(D)Developing(E)Effective(E)Effective(E)Effective职位素质描述的流程－专业素质能力5.设置期望的“精通层级”职位素质描述的流程－专业素质能力责任范围＝专业素质“编码”职位素质描述的流程－专业素质能力）；职位素质描述的流程－专业素质能力职位素质描述的流程－专业素质能力职位素质描述工作表职位素质描述工作表ProjectMgrGr7ProjectMgrGr8ProjectMgrGr10TechnicalSvcMgr(11)SnrExecITMgr(12)职位素质描述的流程－专业素质能力职位素质描述工作表职位素质描述工作表ProjectMgrGr71ProjectMgrGr82ProjectMgrGr103TechnicalSvcMgr(11)1SnrExecITMgr(12)22职位素质描述的流程－专业素质能力职位素质描述工作表职位素质描述工作表ProjectMgrGr711XXProjectMgrGr821XXProjectMgrGr1032XXXXTechnicalSvcMgr(11)11XXSnrExecITMgr(12)22XXXX的“精通层级”职位素质描述的流程－专业素质能力的“精通层级”职位素质描述工作表职位素质描述工作表ProjectMgrGr7111111XXProjectMgrGr8212121XXProjectMgrGr10323232XXTechnicalSvcMgr(11)111112XXSnrExecITMgr(12)222222XX职位素质描述的流程－专业素质能力的“精通层级”职位素质描述工作表职位素质描述工作表ProjectMgrGr7111111ProjectMgrGr8212121ProjectMgrGr10323232TechnicalSvcMgr(11)111112SnrExecITMgr(12)22222288n素质能力模型在人力资源管理中的应用-职位素质描述-素质能力评估素质能力评估目的素质能力评估目的-作为绩效管理的一部分，影响绩效成绩-作为培训需求和发展计划的依据-作为招聘和选拔的工具-记入职业生涯管理的基础数据库素质能力评估准备素质能力评估准备-谁评估？-工具？-步骤？-结果的表现形式？-培训和沟通资料？素质能力评估者-组织环境-反馈工具-评估者的准备-数据处理和报告-被评估者的准备-其他素质能力评估步骤－使用个人、直接和相关上级评估方式-工具使用-评估的目的和应用-评估的原则和流程-评估参与人员的角色：评估者、人力资源、被评估者、审核素质评估的5步曲对每个素质能力:Step1Step2Step5KCI与此职位相关?Step3任职人的实际表现此KCI在现实中的Step3任职人的实际表现Step4Ratetheperson解释评估分值原因改进建议素质能力评估工具－示例行为反馈表•如不了解被评估者的行为，请注明“不能判断”素质能力评估工具－示例行为反馈表KCI行为出现的频度UnabletoInfrequently/NeverFrequentlyConsistently素质:ABC12345ooooo素质能力评估工具－示例素质评估反馈汇总核心素质评估反馈报告CORECOMPETENCIES1.OPERATIONALEXCELLENCEFEEDBACKRATINGSFORTARGETLEVEL:____3___CATEGORIESNO.OFRESPONSESAVERAGERATINGSDISTRIBUTION12345Self11RO13.01Co-workers/Peers43.04Customers63.0222DirectReports43.04FullPanel3.023ROCompetencyRating(weightageof50%):3.0FullPanelCompetencyRating(weightageof50%):3.0OVERALLCOMPETENCYRATINGS:____3.0_____(SumofROandFullPanelCompetencyRatingsxWeightage)DirectReports:DirectReports:COMMENTSCOMMENTS-RO:Co-workers/Peers:Customers:专业素质能力评估反馈报告1.PROJECTMANAGEMENTFEEDBACKRATINGSFORTARGETLEVEL:____3____CATEGORIESNO.OFRESPONSESAVERAGERATINGSDISTRIBUTION12345Self11RO11Co-workers/Peers44Customers6222DirectReports44FullPanel23ROCompetencyRating(weightageof50%):3.0FullPanelCompetencyRating(weightageof50%):3.0OVERALLCOMPETENCYRATINGS:_____3.0_____(SumofROandFullPanelCompetencyRatingsxWeightage)COMMENTSCOMMENTSRORO:Co-workers/Peers:Customers:DirectReports:反馈的情况反馈的情况示例1DISTRIBUTIONCategoriesResponsesAverageRating12345Self121Peer43.713InternalCustomer43.522Supervisor(RO)141FullPanel83.635PossibleInterpretation:UnrealizedStrengthAction:Checkcommentsforbetterunderstanding.DiscusswithROand/orpeer.Findwaystousethisstrengthmoreinone’sworkandbecomemoreawareofitsimpactonothers.示例2DISTRIBUTIONCategoriesNo.ofResponsesAverageRating12345Self141Peer42.331InternalCustomer42.0121Supervisor(RO)12.01FullPanel82.2152PossibleInterpretation:PotentialBlindspotAction:Checkcommentsforbetterunderstanding.DiscusswithROand/orpeer.ConsiderasimprovementprioritywithinPerformanceEnhancementActionPlan.reports.示例3－离散DISTRIBUTIONNo.ofCategoriesCategoriesResponsesAverageRating12345Self1Subordinate63.22InternalCustomer42.522Supervisor(RO)121PossibleInterpretation:Non-conclusivemessagefromratings.Maymeanthatcompetencyisnotwellunderstoodbythefeedbackprovidersandtherefore,thefeedbackisnotverymeaningful.Action:Checkcommentsforbetterunderstanding.DiscusswithROand/orpeer.SelectsomethingelseasPEOpriorityuntilthereismoreclarityfromfuturefeedback示例3A－出界点DISTRIBUTIONCategoriesNo.ofResponsesAverageRating12345Self131Peer43.3121Subordinate63.2123InternalCustomer43.331Supervisor(RO)141FullPanel3.5275PossibleInterpretation:Convergenceon3/4asreliablefeedbackrating,withanoutlierinthesubordinatecategory.Action:Focusonthedominateclusteroffeedbackratings.Donotobsessonthe“outlier”datapoints.Commentsmayprovidesomeinsightintoperceptionsofthe“outliers”.示例3B－两级DISTRIBUTIONCategoriesNo.ofResponsesAverageRating12345Self141Peer44.331Subordinate62.0141InternalCustomer44121Supervisor(RO)141FullPanel3.214252PossibleInterpretation:Suggeststhatpersonbehavesdifferentlywithcustomers,peersandRO,thenwithsubordinates.Mayrepresenta“relativepower”response.Mayalsomeanthatsubordinatesviewcompetencyexpectationdifferentlythanotherpanelcategories.Action:Checkcommentsforbetterunderstanding.DiscusswithROand/orpeer.ConsiderasimprovementprioritywithinPerformanceEnhancementActionPlan,ifseenasamajorobstacletoperson’ssuccessasateamleader.素质能力评估原则素质能力评估原则-有时可能被评估人员表现出高层级的KCI但是未表现出低层级的KCI-如果对某些能力有疑问，请寻找相关信息n素质能力模型在人力资源管理中的应用-职位素质描述-素质能力评估 作为衡量团队和个人的基础的“绩效”定义overall++=MeasurementofMeasurementofoverallcontributiononTargetsCompetencyProficiencyDemonstrated(usingProfile)OtherPerformanceFactors其他绩效因素GROWTHOPERATIONS 转向一种高绩效文化通常要求员工调整其“舒适区”高业绩的文化高业绩的文化所需的舒适区高业绩的文化所需的舒适区过渡绩效经理的角色分配角色分配员工绩效分组角色分配员工绩效分组教练75%绩效优秀导师25%教练50%绩效不好绩效顾问75% n 成人学习的模式–Simulations成人学习的模式–Visualizingyouracti3.Performing4.Reflecting–Self-reflection积极的学习者自测题Checktheresponsesthatbestmatchyou:绩效强化行动计划绩效强化行动计划PERFORMANCEENHANCEMENTACTIONPLANNAME:____________________________________________POSITIONTITLE:____________________GRADE:____________________________DEPARTMENT/SITE:_______________________________REPORTINGOFFICER:_________________________________________________________DATEOFPREPARATION/UPDATE:____/____/____DATEOFRODISCUSSION:____/____/______(DD/MM/YY)(DD/MM/YY)ACTIONPLANFORPERFORMANCEENHANCEMENT(appliestoemployee’spositionresponsibilitiesandotherassignmentsforcomingyear)PerformanceEnhancementOpportunities(PEO)ActionStepsandTimingCoursesOtherActivitiesLearningResources/OtherSupportsNeededProgressIndicatorsLearningAccomplishmentsandPerformanceBenefits2.3.COMMENTSONPERFORMANCEENHANCEMENTSOPPORTUNITIESReportingOfficer:Employee:DesiredFunctionalAreaExpoDesiredFunctionalAreaExposure:_________________________PriorityLevelo1sto2nd2._________________________o2nd3._________________________o2ndPreferredNextiDAPosition(s)Self-PerceivedReadiness1.PositionTitle:______________oReadyNowo1-2yrso3-5yrsoNotCertain2.PositionTitle:______________oReadyNowo1-2yrso3-5yrsoNotCertain3.PositionTitle:______________oReadyNowo1-2yrso3-5yrsoNotCertainPosition(s)areattractivetomebecauseofthefollowingfactors:________________________________________________________________________________________________________91职业生涯开发表格CAREERDEVELOPMENTPLAN(CDP)NAME:____________________________________________POSITIONTITLE:____________________GRADE:____________________________DEPART