战略性人力资源体系建设.ppt

Engagement employees: employees who know and understand what the company requires of them, who understand the deal, and who, in return, are able to participate in people practices provided by their companies that enable them to deliver on the deal. Its all about balancing and aligning an organizations goals with the goals of its people. Engagement business results. We have developed this model of engagement over the last several years by reviewing academic and practical work, reviewing our past listening studies and surveys, and conducting listening focus groups. Additional Survey Results: Measures how employees feel about different areas that might be important May not focus on organizational goals/results May not reflect unique issues on culture Is not predictive Engagement Model Results: Measures behaviors that link to business results engagement Links to seven factors to level of engagement 評估：衡量行为的價值 探索：明確并保證行動的方向 診斷：確定需要注意什麼以及問題存在于何處 勣效監控与衡量：根據一定標準，評估勣效及其進展情況 個人或團隊職責：評估是否實現了承諾 Competencies: Leadership/ Core/ Technical Technology: ERP/ Knowledge sharing Climate/Culture: Communication/ Morale/ PM system More examples of KRA and KPIs… Examples of how employee KRA/KPIs linked up with departmental and company KRA and KPIs More examples of KRA and KPIs… Examples of how employee KRA/KPIs linked up with departmental and company KRA and KPIs More examples of KRA and KPIs… Examples of how employee KRA/KPIs linked up with departmental and company KRA and KPIs 13 员工将绩效问题归咎于你的管理不善或缺乏支持怎么办？ 不要还击！ 确定员工所说的有多少是真实的 重新解释共同制定的目标和绩效问题，具体明确的例子 与员工共同明年的制定行动计划 如果...怎么办？ 年度绩效评估：“要”与“不要” 要 观察绩效表现，提供反馈避免出现意外的感觉 准备充分 互相倾听，保持冷静 平衡表扬和建设性的反馈 正面的和负面的意见均应具体 向前看：采取行动，不要指责！ 不要 充当法官 过度主导谈话 将员工和他人相比 着眼于过去的绩效问题 意见不具体 针对“人”而不是“事” 讨论主题不集中 反馈与指导的检验清单 给予反馈者应确保 是 否 描述反馈所特指的行为方式 引用事例佐证要表彰或校正的行为 说明该行为方式的正(负)影响 明确表明自己的期望 让员工相信你真诚地想帮助他 积极倾听员工的意见 解决问题前，对问题所在达成共识 征询员工对解决问题的看法或建议 建议可能的行动方案 与员工一起制订行动计划 (谁，什么时候，干什么) 提供适当的帮助和支持 设定跟踪计划 绩效结果运用 绩效管理系统 培训系统 根据绩效评估中影响绩效的技能问题的分析，发现培训需求，有针对性地制定培训计划。 人員配置 根