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                            績效激勵與門店合伙人方案班

                            課程編號:26488
                            考核、薪酬激勵、積分管理與門店合伙人制度。拿起電話,馬上預約學習名額。二、為什么績效考核推行這么難?全績效激勵幫助您:1、員工增加工作量,結果卻做的并不好!科學的KPI考核指標法!2、激勵無明顯增加,天天只有考核,壓壓壓!少激勵!績效激勵菜單!3、很多門店店務性工作、員工動機性言行;KPI考核不到;積分制救你!4、做店長時間久了,疲憊了,想做老板想創業了;門店合伙人制可以救你
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                            績效激勵與門店合伙人方案班課程內容

                            課程背景:
                            一、你從來沒有看到的績效考核誤區:
                            最近經常接到這樣的問詢電話,員工工作沒激情,制度執行不下去,留不住人,管理者不敢管員工,稍微一嚴格,員工就會辭職走人,如何解決這些問題是擺在經營者和管理者面前的首要問題?其實要想解決問題就要找到問題的根源,那就是什么讓員工在工作中感到痛苦而辭職?提到這個問題,很多人說到的一點就是錢,是錢少,是錢分配不公讓員工感到痛苦,可問題是員工拿多少錢也感到少,永遠叫喊不公平,永遠是拿多少也嫌少,有什么辦法可以重新調整這樣不公分配機制!所以有很多企業開始就做績效考核來調整這種分配不公狀態!事實上,現在很多企業在執行績效考核的企業大部分的考核都漸漸流于形式,僅僅是為了發工資的需要而不得不進行考核這一流程環節。
                            為什么原本激勵企業前進的工具在企業員工心目中淪為了“雞肋”,如何讓“雞肋”真正發揮其“功效”?考核是壓員工,激勵是拉員工,中小連鎖企業績效考核與激勵比例是多少?3:7還是5:5?這里學問大!考核過頭,員工感覺不舒服,離職增加。特別是95/00后的新生代。當然企業是希望做考核,考核指標又多又雜,員工卻反對考核,最后績效考核宣告失敗,怎么辦?老店長沒激情了,想自己創業,怎么辦?現有的薪酬激勵制度無能為力了嗎?苦啊!
                            如果你公司存在以上問題,歡迎參加績效激勵課題組任海群教授主講的《績效激勵與門店合伙人方案班》落地課程,一站式徹底解決績效考核、薪酬激勵、積分管理與門店合伙人制度。拿起電話,馬上預約學習名額。

                            二、為什么績效考核推行這么難?全績效激勵幫助您:
                            1、員工增加工作量,結果卻做的并不好!科學的KPI考核指標法!
                            2、激勵無明顯增加,天天只有考核,壓壓壓!少激勵!績效激勵菜單!
                            3、很多門店店務性工作、員工動機性言行;KPI考核不到;積分制救你!
                            4、做店長時間久了,疲憊了,想做老板想創業了;門店合伙人制可以救你!
                            5、中小連鎖企業目前還處于經營階段,活著就是對對手的最大打擊。不確定因素多!如何形成本企業富有激情的企業文化?

                            課程大綱:
                            第一模塊:老板不滿傳統績效考核的原因分析
                            一、增加了人手與資源投入,效果卻不明顯
                            二、聽到員工很多抱怨與抵觸
                            三、有一些核心員工離開,將責任推給績效考核
                            四、考核引起其他負面效應,如員工計較工資、相互比較等
                            五、老板覺得很復雜,自己掌握不到位
                            我們一直認為員工要的不是考核、員工需要的是激勵。原因有三:
                            第一、我反對為了考核而考核。
                            第二、我反對只為了給員工壓力而考核。
                            第三、我更反對為了扣員工工資的考核。
                            很多企業都想做績效考核,但大多數都不太成功,我們歸納為五大主因:
                            1、利益問題,怎么操作?2、條件問題,怎么操作?
                            3、技術問題,怎么操作?4、方法問題,怎么操作?
                            5、方向問題,怎么操作?6、高度問題,怎么操作?

                            第二模塊:一個高激勵的績效考核方案應滿足七項原則
                            一、目標一致:
                            ——企業經營目標與考核目標一致、清晰,希望員工做什么,就考核員工什么
                            二、標準量化:
                            ——標準要客觀、量化,很多企業的績效考核不能推行到位,流于形式,是因為標準模糊
                            三、心態良好:
                            ——企業必須具備相應的文化底蘊,要求員工具備一定的職業化的素質
                            四、與利益、晉升掛鉤:
                            ——績效考核與利益、與薪酬掛鉤才能夠引起企業由上至下的重視和認真對待
                            五、績效考核要堅持“三重一輕”原則:
                            1、重積累:平時的點點滴滴,正是考核的基礎
                            2、重成果:讓數據說話、注重成果,讓員工看到進步,才有前進的動力
                            3、重時效:按周、按月、按季度考核績效,兌現獎懲。發揮考核的激勵作用
                            4、輕便易行:指標不宜過多,要便于操作
                            六、用科學的KPI指標,從分配中來實現激勵和共贏:
                            員工如何才能自動自發?如何才能為自己做?員工如何才能自己加薪?具體操作如下:
                            1、什么是KPI?關鍵指標制定原則是什么?
                            2、制定各崗位的績效指標,如何設計?
                            3、每個指標中分配薪酬占比,如何設計?
                            4、每個指標中找到平衡點,如何設計?
                            5、課堂演練:以學員企業為背景,如何建立自己門店的績效KPI?
                            七、績效考核時代已經過期,現在是績效激勵的時代了
                            1、保持員工的期望
                            2、保持適度的壓力
                            3、PK、對賭競賽促進進步
                            4、旅游、榮譽、福利激勵方案設計的程序
                            5、常用激勵菜單、門店員工的激勵菜譜設計
                            6、認可與贊美,及其要點
                            7、情感激勵菜單
                            8、案例:任教授的建議使王總降低了90后員工的離職率

                            第三模塊:KPI績效考核永遠到達不到的地方怎么辦?積分制出場!
                            一、什么是積分制管理及價值體現?
                            1、除了獎錢、扣錢,還有什么績效管理方式?
                            2、積分制在企業管理中能夠解決什么問題?
                            二、積分制管理的四大核心問題
                            1、積分落地如何持續有效?
                            2、關于積分適用范圍的問題?
                            3、關于積分使用設計的具體問題?
                            4、門店實施積分管理實施應注意的事項?
                            三、積分制軟件功能介紹及演示
                            四、案例分享

                            第四個模塊:門店合伙人制全面驅動店長動力系統,店長當老板了!
                            一、推行門店店長合伙制的基礎
                            1、門店本身的標準
                            2、門店的盈利能力
                            3、門店的發展潛力
                            4、門店生意本身的意義
                            5、門店核心價值與店長的需求關系
                            二、門店合伙制的店長選擇技巧
                            1、具備合伙店長的四大心態
                            2、具備合伙店長的優秀品德考核
                            3、具備合伙制店長的五大管理能力
                            4、具備合伙制店長的溝通品質
                            5、具備合伙制店長的銷售能力
                            6、具備合伙制店長的營銷能力
                            三、門店店長合伙制的推行方案
                            1、推行合伙制前的三大工作
                            2、推行合伙制前的預熱工作
                            3、推行合伙制前的營銷炒作
                            4、單店店長合伙制推廣需要第三發發力
                            5、合伙制推行的重心:讓店長主動申請
                            6、合伙制推行的流程:
                            1) 績效激勵
                            2) 店長微承包
                            3) 店長合伙制
                            7、多店合伙制推廣的啟動大會流程
                            8、多店合伙制推廣的店長競選方案
                            9、店長合伙制推廣的PK方案
                            四、門店合伙制推行中的十大問題解答
                            1、門店合伙制的好處是什么?
                            2、門店為什么要推廣店長合伙制?
                            3、店長為什么不接受或者不愿意合伙制?
                            4、說服店長實施店長合伙制的話術?
                            5、店長合伙制模式就一定可以提升店鋪盈利能力嗎?
                            6、店長合伙制的成功點在哪里?
                            7、加盟商為什么要大力推廣店長合伙制?
                            8、店長不配合怎么辦?
                            9、員工不服從怎么辦?
                            10、店長合伙制實施后如何達到預期效果?

                            講師簡介:任海群教授 
                            資深管理培訓專家
                            中小企業人力資源管理專家
                            中小企業股權激勵落地輔導專家
                            中山大學管理學院EMBA總裁班組織系統特聘講師
                            任教授先后任職香港JH國際集團廣州公司人力資源經理、中山HGC連鎖公司人事行政經理、廣東ZGF餐飲管理有限公司人事專員、餐飲運營經理、投資管理部經理等職位。是一個擁有20年實踐經驗的實戰派管理咨詢師。目前擔任多家中小民營企業的管理顧問。任教授認為:中小連鎖企業的發展離不開規范、標準化的組織管理。任教授通過走訪調研眾多頂尖中小連鎖企業后發現,門店高效運營的核心奧秘就在于:組織戰略清晰,公司運營管理標準化、系統化,將薪酬與績效科學掛鉤,大大提升總部到分店的整體運營效率。他發明的3D績效快建模型,以3-5天時間幫助眾多小微連鎖企業改善了績效與薪酬制度,提升門店業績,廣受好評。在業內享有“中小連鎖企業薪酬績效快建第一人”之稱。他服務的客戶包括:真功夫、小龍坎餐飲、西貝餐飲、李寧服飾、NB運動服飾、五環勝道、卡帝樂鱷魚、新秀麗皮具(逸臣)、希伯萊皮具、完美女人、李醫生護膚、伊利奶粉、同仁堂藥業、哈藥集團、神威藥業、亨得利鐘表、海港城、歐普照明、華為手機、陽光寶寶集團、六福珠寶、7-11便利店、99便利等著名企業。

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