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1、突破绩效的人才管理People Management Effectiveness,讲师：陈威伸先生（Wilson chen）,以人为本的管理Module 1：Achieving Through People,标杆领航亚洲典范 Setting New Standards for Asian Executive Education People Management Effectiveness 突破绩效的人才管理 Module 1 Achieving Through People 单元一：以人为本的管理,以人为本的管理Module 1：Achieving Through People,COMPET
2、ING FROM INSIDE 从内而外的竞争力 Our Challenges:我们的挑战： 1.人才流失率高 2.缺乏成就感 3.赏罚不明 4.本位主义 5.执行力差,以人为本的管理Module 1：Achieving Through People,Key Management Initiatives 关键管理主动出击行动,以人为本的管理Module 1：Achieving Through People,Overall Workshop Objectives 整体课程目标 THINK思考 Inward:What Kind of manager I am?What are my strengt
3、hs and weaknessse a manager? 内省：我是哪一种主管？我有哪些强处和弱点？ Forward:What can I do to be more successful in the future? 往前想：我可以做些什么将来会更成功？ PRACTICE练习 New tools and skills in people managenment 人才管理的新工具和技巧 PLAN计划 How to apply back in work setting? 如何将所学应用到工作场合？ HAVE FUN 亨乐,以人为本的管理Module 1：Achieving Through Peo
4、ple,Learning Process 学习流程,以人为本的管理Module 1：Achieving Through People,Overall Workshop Plan 整体训练计划,以人为本的管理Module 1：Achieving Through People,Module 1 Objectives： Achieving Through People 单元一目标：以人为本的管理 Understand the importance of people management skills in achieving business results 了解要达到企业经营成果人才管理的重要性
5、 Understand the roles and skills of change leadership 了解变革领导的角色和技巧 Personal reflection on your required people management competencies 对自己人才管理能力的反思,以人为本的管理Module 1：Achieving Through People,Module 1 Schedule: Achieving Through People 单元一时程：以人为本的管理 Best boss 最好的老板 Becoming a better manager 成为更好的主管 Ref
6、lection and application 反思与应用 Change Leadership：Facilitating change 变革领导：协助变革,以人为本的管理Module 1：Achieving Through People,Learn From My Best Boss 从最佳老板的学习 1.If you look back to many bosses you worked with throughout the years （work and non-work setting），who is your best boss？ 如果回顾你过去曾经合作过的主管（工作或非工作场合），
7、谁是你最好的老板？ 2.What has s/he done that makes you think s/he is the best boss？ 他/她做了什么，让你觉得他/她是最好的老板? 3.What are the effects of his/her management behaviors to you and to the whole team? 他/她的管理行为对你和整个团队造成什么样的影响？,以人为本的管理Module 1：Achieving Through People,Competencies of Effective Managers 有效主管的核心能力,以人为本的管
8、理Module 1：Achieving Through People,Become an Effective Manager： Starting from Where We Are 成为一位更有效主管：就以现在为起点 Managers develop different management styles and behaviors due to personality，values，and early life experience（childhood ，school，early career，functional background） 由于个性，价值观，和早期生活经验（童年，学校，早期工
9、作，职能背景），管理者发展出不同的管理风格和行为 Step 1：Be aware of current styles and behaviors and their consequences 步骤一：察觉目前的风格和行为以及产生的后果 Step 2：Identify 2-3 areas of improvement 步骤2：指出2-3个可以改进的地方 Step3：Develop concrete actions to upgrade oneself 步骤3：发展提升自己的具体行动 Self Discovery Journey 自我探索之旅,以人为本的管理Module 1：Achieving T
10、hrough People,Different Profiles for Improvement 需要改善的不同情景,以人为本的管理Module 1：Achieving Through People,Group Discussion In your group ，discuss the following questions based on the assigned profile 根据指定的场景，在你们这一组讨论以下的问题 Q1：Have you seen this kind of manager ？As a subordinate，how would you feel working w
11、ith this kind of manager？ 问题一：你有见过这样的主管吗？身为部署，和这样的主管工作，你觉得如何？ Q2：What are the consequences of his/her management behaviors to the team and company ？ 问题二：这样的管理行为对团队和公司有哪些后果？ Q3：If you were his/her best friend，what is your advice to this manager？ 问题三：如果你是他/她最好的朋友，你对这主管的劝告是什么？ Please record discussion
12、summary of Q2and Q3in flipchart。 请把问题二和问题三的讨论摘要写在简报架上。,以人为本的管理Module 1：Achieving Through People,Improvement Profile #1：Setting Direction 需要改善的情景（1）：目标/方向设定 Common Behaviors 常见行为 Dont waste time in planning and analysis.Just do it. 不要浪费时间做规划和分析，做就是了. Play safe by betting on many different projects 保险
13、起见，同时做很多不同的Projects，分散风险 Change directions too fast or frequently .Many projects or initiatives not follow through 太快或太常改变方向，很多专案没有贯彻到底 Provide vague direction .Seldom clearly defines performance expectations with mutually agreed goals 提供模糊的大方向，很少清楚界定变方同意的绩效目标 Avoid making importance decisions promp
14、tly 逃避很快作重大决定,以人为本的管理Module 1：Achieving Through People,Improvement Proiles #2：Empowerment 需要改善的情景（2）：赋能授权 Common Behaviors 常见行为 Not trust or respect employee competencies 不信任或尊重员工的专业能力 Not satisfied with technical skill and performance standard of subordinates.Often jump directly into the project to
15、 get work done 不满意部署的技术能力和表现水准，经常直接自 己跳下去把工作完成 Delegate more than one person/team to do the same job/project so in case another one fails 指派一个以上的人或小组做相同工作/专案，以防 其中一个失败 Micro-manage to ensure success 管理很细，以确保成功 Ask subordinates to do trivial supportive work rather than one whole piece of work 要求部署做些琐
16、碎的支援性工作，而不是一个完整的工作,以人为本的管理Module 1：Achieving Through People,Improvement Proiles #3：Communication/Coaching 需要改善的情景（3）：沟通教导 Common Behaviors 常见行为 Busy in attending meeting with senior management Do not conduct regular staff meeting 忙于和高阶主管开会 ，没有定期召开自己部门会议 Make important decisions promptly without soliciting subordinates input 没有征求部署任何意见，很快便做出重要决定 。 Always call key persons to give instructions individually。 总
