班组模拟运行启动材料V1”.pptVIP

班员行为规范考核模拟运行启动会;会议目的;目录;工作计划;后续的行动计划;存在的若干问题;行为规范考核的3个关键步骤;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;然后，根据考核内容制订评分标准;以线路运行班班员K为例，模拟行为规范考核流程;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》;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;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》;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》;目录;为什么要实施行为规范考核;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;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???到最佳绩效。;变革给每个人带来的心里感受;不同的管理风格和团队文化;全球最好的公司如何使用团队;团队存在的问题;;The Effects of Change on Performance: Distraction from everyday job Confusion Uncertainty Common Reactions to Change: Feelings of alienation Group or individual resistance ;The Human Side of Change;AWARENESS;Awareness Phase;;The Change Coordination team’s key objective is to help people move along the Change Acceptance Curve to reach optimum performance through acceptance and commitment;Communication Framework;Individual Change Curve;Build stakeholder involvement and ownership by generating awareness, understanding, buy-in, commitment, and action.;Building Ownership for PVCOARS Data Integrity (cont.);Evaluate the above statements using the scale provided: 1=Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly Agree;Business as usual, then something changes...;Communicating Change