评定与促进员工敬业度之培训.pptVIP

建设理想的工作环境? 评定与促进员工敬业度之培训 2007年6月 议程 为什么要衡量员工的意见 事实查录 1993年 – 财富500家公司的人力资源与机构发展负责人接受访问有关创造积极文化变革- -方法与途径 ... 百分之八十有进行员工调查 平均长度 – 150个问题 频率 – 每隔1至2年 百分之六十认为情况在调查后变得更糟 为什么？ 期望过高 目标含糊不清 没有有效地使用调查结果 两道问题……... 理想的工作场所是怎么样的？ 对一百多万名员工进行了调查 优秀的管理人员是如何建立理想的工作场所的？ 与八百多万名管理人员深入面谈 工作投入等级 2003年 Q12? 整合性分析 对企业业绩指标的影响 (2003) 百分位 征求团队意见及制定行动计划IMPACT 征求团队意见及制定行动计划 介绍会的提示 为您的投资制造回报 数据令人感兴趣，但本身的价值不大。 要制造价值，就必须了解数据背后的课题，并且采取积极行动改善工作文化。 管理人员的教育和工作小组行动策划都是关键阶段。 为什么 Q12??? 管理课题和讨论话题 谢谢! The extreme wording of some of these items is controversial. Remember these were discovered in the most productive workgroups, when we went back to the most productive and dropped or even softened the extreme wording, the most productive became indistinguishable from the average and mediocre. The extremes in themselves describe something different is occurring in the most productive Link back to Jim and the path - talk about stakeholder value being driven by a loyal customer bas. Define Customer Facing Employee Emphasize the value of loyal customers to an organization Decreased cost to serve Increased revenue Establish value of loyal customers in the path part of the presentation Gallup discovered a disturbing fact in 1993 Organizations were not being helped via current employee survey efforts We wanted to know why? Purpose: Never been clear, no desired outcomes established Strategic: 36,000 feet level - results - a homogenized average of the best and the worst Dissemination: Inconsistent, result - “don’t take this seriously” Confusion: When you ask 150 questions, you communicate “we are so out of touch with you, that we have to ask this many questions to try and get our arms around what’s going on here?” Here are the four phases Here are the four phases Here are the four phases THE GALLUP ORGANIZATION PRINCETON THE GALLUP ORGANIZATION PRINCETON 为什么要衡量员工的意见 如何解读评分表 如何主持征求团队意见及制定行动计划会议 盖洛普路径 起点 发现优势 因才适用 优秀的经理 敬业员工 忠实客户 可持续增长 实际利润增长 股票增值 介入区 盖洛普路径 起点 发现优势 因才适用 优