全能班组长培训-PPT(1).pptVIP

* Explain that despite one’s best efforts there may be times when people don’t meet the expected performance standards. Those are times when you have to be able to provide corrective feedback. Focus on the goal of corrective feedback: eliminate behaviour, but keep the employee The coach must be concerned with helping the employees perform better. Bring the performance problems to the attention of employees is part of being a supervisor. B= Behaviour, what the employee is doing or not doing that is unacceptable E = Effect, Why the behaviour is unacceptable, how it hurts productivity, bothers others, etc. E = Expectation, What you expect the employee to do or not do to change R = Result, What will happen if the employee changes (positive tone) or the consequences of this behaviour continuing (Negative tone) Conduct the feedback evaluation summary Using 80/20 rule Give positive feedback to their people based on the list they developed Give corrective feedback to resolve a current performance problem 讓员工知道自己的问题是主管的职責 * * * * * * * * * * * * * * * * * * * * * * * 如何让不同的人一起工作 如何客观面对与自己人格特质或经验相左的意见 如何沟通远景﹑整合策略资源及再生理想团体 * * 不遵守正確的工作方法，工作質量未達標準，常有做錯的現象，毀壞工具及設備，廢品及返工過多，發生工傷，沒有正確的使用安全裝置，員工對工作不感興趣，員工工作偷工減料，輔助器具及計測器的使用方法不當，浪費消耗品，員工不穩定 經常流失，工作態度不佳 部屬沒有學會，是因為我教不好 * * * * 我說給你聽 我做給你看 你做給我看 你說給我聽 * * * * * 案例：许多信息不能及时全面的被各相关配合部门所知悉并有效的保留最新资料，以致工作时需多方汇报后才能知晓资料已被更新,影响工作进度.如工程图纸与产品规格书不符,前次已与工程联络过但后续量产时发现规格书没有更改过来,或是已更改但不是所有相关配合部门人员知晓,而是只有部分人知晓,造成现场停线停机待判的狀況 * * How to use results in a positive manner when giving feedback? Effective coach provide regular feedback to people with whom they work. They can give both positive and corrective feedback. About 80% of the performance problems that occur in the workplace could be solved with better use of feedback. People do things right at least 80% of time, but rarely is the feedback they get 80% positive. 80/20 Rule Supervisors should try to give 80 % positive feedback to their employees and limit corrective feedback to 20 %