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                            向華為學習:華為績效管理實踐

                            課程編號:25897
                            培訓心得:
                            諸多精髓,同時還結合了講師在不同類型企業提供咨詢與培訓過程中提煉的實踐工具與技巧。課程大綱第一章如何正確理解績效管理一、探尋績效管理成功之路1績效管理的過程和目的調查分析:國內績效管理不成功企業的五大成因解析2績效管理的常見問題及解決思路3國內企業績效管理發展的幾個階段和主導思想案例分享:華為公司績效管理價值基礎與考核導向4行動學習研討:企業績效管理
                            相關專題:
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                            培訓總結:
                              。本書的內容并不是那種必須要遵循的條條框框,而是與項目管理相匹配的一些方法。通過,本書結合項目管理實踐,從而幫助讀者快速學習如何快速成功應對項目管理各個階段的不同問題。 作者簡介 孫科炎 通咨詢總經理,企業管理咨詢師、人力資源管理專家,研究方向包括企業戰略管理、人力資源管理和員工職業素質教育等,長期企業提供戰略管理、人力資源管理咨詢以及團隊職業素質、執行力培訓等方面的咨詢
                            相關近期企業培訓:

                            課程收獲
                            1、通過華為績效管理成功實踐的分享,正確的認識績效管理的目的和價值,能夠正確引導部門管理者正確看待績效管理工作,正確運用績效管理工具實現企業經營目標和業務戰略;
                            2、了解華為公司PBC績效管理運作模式,掌握KPI指標提取和分解的方法,能夠制定公司級KPI、部門級KPI及職位級KPI;
                            3、掌握KPI指標定性和定量設計描述方法,能夠輔助部門管理者設計和制定員工KPI指標;
                            4、了解華為目標管理的工具及使用方法,促進績效管理工作有效落實;
                            5、了解華為績效管理實施的過程和步驟、績效考核的方法及結果運用的策略和方式等,建立科學、規范的績效管理機制;
                            6、了解企業績效管理推行中的常見問題及風險,運用正確的推行策略,推動績效管理系統在企業中高效運作,更好的將績效管理融入企業文化,更好的為業務服務。

                            課程特色
                            歷經9年多時間傾力打造,課程內容不僅凝結了華為公司內部管理的諸多精髓,同時還結合了講師在不同類型企業提供咨詢與培訓過程中提煉的實踐工具與技巧。

                            課程大綱
                            第一章 如何正確理解績效管理
                            一、探尋績效管理成功之路
                            1.績效管理的過程和目的
                            調查分析:國內績效管理不成功企業的五大成因解析
                            2.績效管理的常見問題及解決思路
                            3.國內企業績效管理發展的幾個階段和主導思想
                            案例分享:華為公司績效管理價值基礎與考核導向
                            4.行動學習研討:企業績效管理如何更有效、更成功落地?
                            二、企業各類人員在績效管理工作中的角色認知
                            1.中層管理人員在績效管理中的角色與主要責任
                            2.中層管理人員與人力資源部的分工與合作
                            3.一般員工在績效管理中的角色與主要責任
                            4.HR管理人員在績效管理中承擔的責任和主要工作

                            第二章 華為公司PBC的績效管理模式運作與實踐
                            1.什么是PBC? 
                            2.基于PBC的績效管理與傳統績效管理的區別
                            3.PBC績效管理指標體系及主要內容
                            4.PBC績效管理全流程
                            5.如何有效運用PBC來落實企業戰略目標?
                            6.PBC的撰寫方法及要求
                            7.案例分享:華為公司績效管理模式

                            第三章 華為績效考核指標體系設計實務
                            一、華為績效考核指標的兩種主要類別
                            1.KPI類指標設計
                            ? KPI定量指標量化設計方法(五個角度設計)
                            ? KPI定性指標定性的方式方法
                            ? 好的KPI應有的幾個特點
                            2.工作目標類指標
                            二、華為績效指標體系設計方法與流程
                            1.指標與目標的區別
                            2.績效指標設計的主要方法及要領
                            ?如何使用戰略地圖分析法
                            ?如何使用魚骨圖分析法?
                            ?如何使用層級分解法?
                            ?如何從職責中提練績效指標?
                            ?如何從關鍵流程中提練績效指標?
                            3.KPI體系設計思路與原則
                            4.KPI指標體系設計步驟
                            5.如何設計公司級KPI?
                            案例分享:企業公司級KPI指標設計與提取
                            6.如何設計部門級KPI?
                            現場練習:部門級KPI提煉與設計
                            7.如何設計職位級KPI?
                            現場練習:職位級KPI指標分解與設計
                            三、績效指標的規范化要求
                            1)KPI定義與計算方式(案例分享)
                            2)KPI計分方法(案例分享:某知名企業KPI計分表展示)
                            3)如何設計KPI的權重與配分?
                            4)關于配分的幾點經驗分享
                            5)關于考核周期的設計
                            現場演練:部分職位KPI描述規范(續前一個練習)

                            第四章 華為績效改進管理系統的設計與實施  
                            一、績效目標設定和分解
                            1.如何制定目標?
                            2.目標確定應考慮的因素
                            3.公司經營性目標如何分解到各業務領域(部門)
                            4.如何通過戰略解碼會分解、簽署PBC目標
                            5.如何確定各職位目標?
                            二、績效目標跟進與輔導
                            1.目標管理的主要要素
                            2.目標跟進形式與要求
                            3.績效目標與工作計劃的關系
                            4.季度目標如何與月度工作計劃聯動
                            5.績效輔導的要求和注意事項
                            三、績效考核實施
                            1.績效考核的類別及運用
                            ?什么是述職考核?
                            ?如何組織述職考核?
                            ?述職考核的流程及要求有哪些?
                            ?如何進行層級考核?
                            2.績效考核結果的形式及要求
                            3.績效考核等級結果如何合理控制?
                            四、績效反饋面談與改進
                            1.績效反饋的目的及要求
                            2.績效反饋的內容與原則
                            3.BEST績效反饋模型的有效運用
                            4.績效面談的準備工作及要求
                            5.績效面談應注意的幾個原則問題
                            現場演練:怎樣進行正確、有效的績效面談
                            五、績效結果運用
                            1.績效結果的激勵作用及運用策略
                            2.績效結果如何運用于薪酬?
                            3.績效結果如何運用于培訓管理?
                            4.績效結果如何運用于員工職業生涯規劃?
                            5.績效結果用于轉崗調配及勞動關系維護
                            6.績效結果運用的注意事項

                            第五章 績效管理實施推行的難點及解決策略
                            1.行動學習研討:績效管理推行的難點及解決
                            2.績效管理推行的難點盤點
                            3.績效管理實施推行的若干策略
                            4.績效管理組織設置與各部門的分工定位
                            5.如何將績效管理融入管理者的日常管理工作中?
                            現場提問互動:企業績效管理推行問題解答

                            專家簡介:錢慶濤
                            實戰經驗
                            十多年管理咨詢經驗,歷任大型企業的高級人力資源經理、人力總監、副總經理等職務。在華為任職期間曾參與華為公司招聘體系、培訓體系、績效管理體系的構建和優化。多年的人力資源管理實踐及咨詢經驗使其在人力資源管理、團隊建設、管理者技能提升等多個領域有著獨特的見解和深入研究。老師擁有8年的授課經驗,擅長將知名企業實際工作中的眾多典型案例與課程內容相結合,親自操作主持過近二十家企業的人力資源管理咨詢項目,積累了豐富的人力資源項目運作經驗。
                            授課特點
                            授課深入淺出,通俗易懂,容易操作;課堂互動強,行動學習與案例研討完美結合,深受學員歡迎。
                            主要課程
                            《招聘與面試技巧》、《基于勝任素質的戰略人力資源管理》、《招聘系統構建與獵頭式招聘實施》、、《培訓體系管理與開發》……
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