Advanced Seminar on Excellence in goal and performance management for the power industry (two-day combat edition)

Advanced Seminar on Excellence in goal and performance management in the power industry Outline

(Two- Day Combat Edition)

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"Course keywords" performance management cycle, work plan, MBO\KPI\BSC, corporate culture

"Course duration" 2 days (estimated 6.5 hours per day)

"Course object" business leaders, department managers, other levels of managers and supervisors

"Course format"

Lectures, problem discussions and case studies.

Discussions and case studies will be closely integrated with the lectures.

The teaching site needs to prepare a projector, power supply board, students with stickers, pencils and practice paper, such as the whiteboard and whiteboard pen better.

Using multimedia training techniques such as movie clips and contextual snippets, we strive to keep the training essentials tight and create an active, relaxed and positive training atmosphere.

A group of interactive teaching, the number of participants should not exceed 35 people.

Through this course simulation part of the training, students can refer to the management consultant's well-designed goals and performance management simulation of practical guidance, according to their own stage work focus, according to:

1. Target decomposition and work plan

2. Indicator design and performance plan

3. Performance Coaching and Promotion

4. Performance appraisal and interview

5. Performance Application and Motivation

Five practical steps, the real and systematic simulation of the completion of the unit or the position of the work focus of the goal and performance management of the whole case. In the course of the actual combat, the management consultant will provide students with a detailed description of the objectives and performance management tools and skills, while sharing with participants 15 years of multinational company goals and performance management career experience, inspire and help students to overcome the problems and difficulties encountered in the actual combat drills Because these problems and difficulties are closely related to the work of the trainees, the interaction between management consultants and trainees is very specific and the effectiveness of the consultative training can be achieved well.

"Course Background"

Performance management is the core content of the management work, and it is one of the important tools to combine the company's performance with staff development and guarantee strategy implementation. However, in the operation, due to the lack of understanding of HR managers, department managers, team leaders in the realization of the deviation and skills, so that it in the implementation of the drift, resulting in a mere formality, the form of a fake, and even the daily management of negative impact

This course begins with a comprehensive overview of the latest approaches and advances in goal and performance management, helping trainees to stand at the forefront of international goals and performance management, and then taking the process and methodology of goal and performance management as the main line, from

1. Target decomposition and work plan

2. Indicator design and performance plan

3. Performance Coaching and Promotion

4. Performance appraisal and interview

5. Performance Application and Motivation

and other five aspects of the goal and performance management of a full set of methodologies. This paper analyzes three technical means of performance management from the angle of practical operation, including how to choose the target management (MBO), the key Performance index (KPI) and the Balanced Scorecard (BSC), the comprehensive application, the key link and the specific technology of the course target and performance management, Selected classic industry cases to enhance understanding and increase interest in learning.

"Course benefits"

After receiving this course goal and the performance management method training:

Can stand at the forefront of international goals and performance management, proficiency, flexible selection of objectives and performance management of the Bsc/kpi/mbo tool methodology.

Can be the department or the stage of the job focus on scientific decomposition, interactive implementation to subordinate departments and posts.

Can lead the team to work out in accordance with the Department or the actual situation of the stage plan and performance plan.

Can skillfully use performance design, performance coaching, performance appraisal, performance interview, performance application of the various methods and techniques to improve the company, department and staff morale, efficiency and efficiency. Gradually build a vibrant and competitive enterprise and team culture.

? Proficiency in performance coaching, interviews and diversity incentives for low-performing employees.

Master the new thinking and new method of performing performance coaching and encouragement to the employees.

Master the technical treatment and application of labor law in enterprise performance appraisal

"Course Outline"

The first unit, the excellent manager's weapon: The goal and the performance management methodology

1. The four missions of modern managers

A) Set work objectives;

b) Implementation of performance management;

c) Continuous command of teaching;

d) building a corporate culture.

2. The latest development of target and performance management methodology

The latest development and comprehensive application of MBO\KPI\BSC and other methods

3. Overview of the whole process of goal and performance management

Scientific commitment: Target decomposition and work plan

Leading execution: indicator design and performance planning

Continuous improvement: Performance Coaching and promotion

The Pursuit of excellence: Performance appraisal and interview

Softness: Performance Application and motivation

4. Objective and performance management in-depth thinking

The exploration of the relationship between performance management and corporate culture

The exploration of the relationship between performance management and continuous innovation

☆ Case Study: The Rise and fall of a multinational company and its goal and performance management

Power industry case Showcase and analysis

Power Industry Case Study

Unit two, scientific commitment: target decomposition and work plan

1. The essence of Bruker's goal management (MBO)

A) building a responsible culture

b) Objectives are a prerequisite for effective implementation

c) Target management requires consensus-building and collaborative implementation

2, the enterprise, the Department and the staff work goal coordination

A) Synergy of the four dimensions of a balanced scorecard

b) Synergy and grading system for the work objectives of enterprises, departments and employees

3, the target decomposition technology

A) from macro abstraction to concrete feasibility: strategic map decomposition as a work action discussion

b) from the enterprise global to the Department and team share: Objective of the Fishbone diagram decomposition study

c) from the overall team to the job Responsibilities: Smart Principles

d) Tool Sharing: Target dialog Utility form

4. Supervisor's stage work plan

A) general requirements and precautions for target completion

b) Demonstration of the stage work plan of the supervisor

☆ Case Study: Enterprise target decomposition and work plan

Power industry case Showcase and analysis

Power Industry Case Study

Module III, leading execution: indicator design and performance planning

1, from the target to the indicator: Key performance indicators (KPIs) refining

A) performance driven factor analysis (technology, organization, people)

b) Workflow Analysis

c) "Short Board Management" analysis

d) Selection of financial indicators and non-financial indicators

e) KPI Indicators quantification Technology

2. From index refining to performance system

A) coordination of indicators in each position (department)

b) The art of trade-offs between pilot indicators and delay indicators

c) Trade-offs between long-term indicators and short-term indicators

d) Evaluation criteria design of indicators

e) Audit of indicators (consistency, operability, scalability, etc.)

f) The combination of performance system and enterprise culture construction activities

g) How to assess the work objectives that cannot be quantified (qualitative art)

h) How to assess the work objectives that cannot be evaluated with KPIs

3. From performance system to performance plan

A) The method of communication and identification between department and employee performance indicators

b) consultation between the basic standards and the ideal standards

c) Support coordination, assessment methods and assessment of the timing of the consultation

d) Situational discussion: How to set goals for subordinates, design indicators?

e) Subordinates do not agree with the performance indicators or evaluation criteria how to deal with?

f) What about the indicator "inseparable"?

g) Application of "Rotation Republicans joint responsibility system"

h) How to sign a performance plan (contract)

i) demonstration of personal Performance Plan Template

☆ Case study: IBM's PBC (Personal business commitments, personal commitment) Performance Planning model analysis

Power industry case Showcase and analysis

Power Industry Case Study

Unit four, continuous improvement: performance Coaching and promotion

1. Target and performance management Core Link: Performance Coaching

A) panel discussion: What are the benefits of coaching subordinates?

b) Performance coaching enables effective management of employee performance planning processes (external barriers, capacity defects, unforeseen circumstances)

c) Tool Demonstration: Checklist of key performance coaching points.

2. Research on the methods and steps of performance coaching for subordinates

A) a pair of side talks,

b) Monthly review and monthly performance Plan review form

c) New methodological research (tea break retreat, informal meeting, walk-in management, open office, Motivation technology, action learning, emergency vertical meeting, formal meeting)

D) Five misconceptions about coaching subordinates

3, the subordinate made a mistake how to deal with?

A) The use of "critical" art guidance subordinates

b) Burger principle

c) The best principle of criticism

4, Special topic: The new thinking and new method of employee performance management.

Power industry case Showcase and analysis

Power Industry Case Study

Unit five, The Pursuit of excellence: Performance appraisal and interview

1. Typical methods of performance evaluation

A) advantages and disadvantages of the ranking method

b) Pros and cons of scoring method

c) Attitude and outcome which is important?

d) Three-zone analysis of performance assessment (assessment area, reward area and penalty area)

2. The misunderstandings and countermeasures in the performance appraisal often occur

A) halo effect, proximate error, emotional effect

b) Focus on trends, turns Republicans, prejudices

3. Performance interview and Performance appraisal summary interview

A) Performance plan interview and performance coaching interview

b) Performance Appraisal summary interview

4. Performance Appraisal Summary Interview method

A) creating a team atmosphere

b) Preparation of data and documentation

c) Choice of time and environment

D) Ways for subordinates to participate

e) Future-oriented interviews

f) Tool sharing: Performance improvement commitment Letter

☆ Case Study: The challenge of performance interview for an enterprise in industry

Power industry case Showcase and analysis

Power Industry Case Study

Unit VI, Softness: performance application and motivation

1. Methods of application of performance appraisal results

A) The magical performance of the area of examination and guidance (no rewards and punishments)

b) The meaning of wages and the method of salary adjustment

c) Discussion on the method of bonus allocation

d) Tool Introduction: Bonus Distribution matrix model

e) Methods for the transfer and rotation of the hillock

f) Design a training system based on performance appraisal results

g) How to apply performance appraisal results to corporate and team culture building?

2. Special Topics: Diversified incentives for low-performance employees

3. Special topic: The technical treatment and application of labor law in the application of enterprise performance

A) The identification and management of incompetent workers

b) Correct dismissal of unqualified staff and dereliction of duty for performance appraisal

☆ Case ANALYSIS: The industry to use assessment results for personnel deployment

Power industry case Showcase and analysis

Power Industry Case Study

Advanced Seminar on Excellence in goal and performance management for the power industry (two-day combat edition)