HAY-素质模的建立及应用.pptVIP

素质模型的建立及应用 Hay(合益)集团　2009年2月 * That indeed, the culture needed to continue to evolve. And that this evolution had profound leadership implications. The outstanding executives we spoke with had already adapted their behavior to the new strategy and the new culture. Some of the biggest differences were found in How they led. Outstanding executives driving the strategy of internal integration needed to be really good at leading a team, but did so from the top down. They provided clarity, kept people aligned, and focused people who reported to them. To drive the new strategy, leaders were leading horizontally – which means they were influencing across boundaries, building commitment to shared goals (even when the metrics of each division competed) and building partnerships within and beyond IBM. How they worked with customers – which became clients. It’s a small word, but the difference really mattered. The new behaviors were around making clients successful --- even if it meant recommending a competitor’s products. How they built capability. They no longer simply coached and developed others (though they did continue to do that). They now also made IBM work more effectively for upcoming talent, breaking down silos, aligning metrics, and treating all people equally. The hierarchical nature of the past really changed quite drastically. * This slide simply shows the final competencies, with IBM’s values in the center. Since then, IBM has implemented these new competencies through the HR systems, selecting, developing, and rewarding executives for demonstrating them. The results are impressive as well – while IBM’s stock price was hit hard in the early part of this decade (as their entire industry was), the stock has continued to rise and is up 44% since 2003. * 拿IBM的领导力素质模型举例 * * * * * * * * 事件标题：　１００００米 个人参与的关键点：３０００米 １．临危受命　２．认真调研发现问题根源　３．解决方案 具体事件：１００米 所做所思所言所感：０米（像在拍电影） 练习： 1.判断是有效还是无效的数据；13道题 2.什么素质，什么层级；行为1、行为2 开放式问题 细节 本人 避免假设 具体的问题 * * 1、找一名国网人来现场演示