我要報(bào)名

咨詢電話：
手　　機(jī)：	郵箱：

培訓(xùn)受眾

1. 企業(yè)負(fù)責(zé)績(jī)效管理人員

Personnel taking charge of performance management

2. 企業(yè)人力資源管理人員

Human Resources Management personnel of the enterprise

3. 企業(yè)中高層管理人員和老板

Senior management personnel and boss of the enterprises

4. 有志于成為《績(jī)效管理專家》者

People willing to be an expert in performance management

課程收益

企 業(yè)：

1，提升公司和員工的績(jī)效，增強(qiáng)公司的贏利能力和競(jìng)爭(zhēng)能力

Enterprise: Improving company and staff’s performance, enhancing company’s profitability and competitiveness

2，提升企業(yè)的投資回報(bào)率、有效吸引和留住高素質(zhì)員工

Improving company’s return on investment, effectively attracting and keeping high-quality staff

受訓(xùn)員工：

1，獲得績(jī)效管理的專家級(jí)技能，加快本人職業(yè)發(fā)展速度和有效提升自身的職業(yè)競(jìng)爭(zhēng)力

Trainees: Obtaining the expert-level skills in performance management, accelerating self career development pace and effectively enhancing career competitiveness

課程大綱

第一天

the first day

模塊一：績(jī)效管理策略定位與激勵(lì)性績(jī)效管理體系的創(chuàng)建實(shí)務(wù)

Practice of setting up performance management strategy and motivating performance management system

—案例研討：令人沮喪的年度調(diào)薪績(jī)效評(píng)估

Case study: frustrating performance appraisal of annual salary adjustment

—經(jīng)驗(yàn)分享：業(yè)績(jī)導(dǎo)向的績(jī)效管理體系

Sharing experience: performance-oriented PMS

—激勵(lì)與績(jī)效管理

Motivation and performance management

—企業(yè)目標(biāo)/戰(zhàn)略與績(jī)效管理目標(biāo)

Enterprise objective/strategy/PM objective

—績(jī)效管理體系的選擇技巧

Skills and arts of selecting PMS

—MBOs, KPIs和BSCs績(jī)效管理體系

PMS of MBOs, KPIs and BSCs

—實(shí)操技能訓(xùn)練：選擇匹配的績(jī)效管理體系 Practical operation skills: selecting matching PMS

—績(jī)效指標(biāo)體系的選選技巧

Skills of selecting PIS

—實(shí)操技能訓(xùn)練：選擇合適的指標(biāo)體系

Practical operation skills: selecting appropriate indicators system

—有效的績(jī)效管理體系建立實(shí)務(wù)

Practice of setting up effective PMS

—建立與公司經(jīng)營(yíng)目標(biāo)匹配的績(jī)效管理制度

Setting up PMS matching company’s business goals

—績(jī)效管理制度實(shí)施技巧

Skills and arts of implementing PMS

—績(jī)效管理體系樣本分享

Sharing samples of PMS

—工作模擬：制定有效的績(jī)效管理制度

Job sampling: setting up effective PMS

—案例研討：強(qiáng)生公司的360度評(píng)估

Case study: Johnson&Johnson’s all-round evaluation

—績(jī)效管理制度熱點(diǎn)問(wèn)題解答

Answering hot issues of PMS

模塊二：開(kāi)發(fā)和應(yīng)用有效的績(jī)效指標(biāo)體系—MBO、KPI和BSC績(jī)效指標(biāo)體系

Developing and practicing effective performance indicators system and appraisal methods----MBO,KPI and BSC performance indicators system

—案例研討：獎(jiǎng)懲標(biāo)準(zhǔn)或是績(jī)效指標(biāo)

Case study: rewards and punishment standards or performance indicators

—經(jīng)驗(yàn)分享：業(yè)績(jī)導(dǎo)向的績(jī)效指標(biāo)體系

Sharing experience: performance-oriented PMS

—目標(biāo)與標(biāo)準(zhǔn)

Objectives and standards

—實(shí)操技能訓(xùn)練：制定目標(biāo)與標(biāo)準(zhǔn)

Practical operation skills: setting up objectives and standards

—建立SMARTA 指標(biāo)體系

Setting up SMATRA indicators system

—實(shí)操技能訓(xùn)練：建立培訓(xùn)經(jīng)理的SMARTA指標(biāo)

Setting up SMATRA indicators for training manager

—關(guān)鍵績(jī)效范圍的確定技巧與方法

Skills and arts and methods of key performance range

—實(shí)操技能訓(xùn)練：找出研發(fā)經(jīng)理的關(guān)鍵業(yè)績(jī)范圍

Practical operation skills: finding out research manager’s key performance range

—建立公司、部門(mén)和個(gè)人的KPI指標(biāo)

Setting up company’s, department’s and

individual KPI indicators

—工作模擬：定立關(guān)鍵績(jī)效指標(biāo)（KPI）

Job sampling: setting up KPI

—MBOs績(jī)效指標(biāo)開(kāi)發(fā)實(shí)務(wù)

Practice of developing MBOs performance indicators

—KPIs績(jī)效指標(biāo)開(kāi)發(fā)實(shí)務(wù)

Practice of developing KPIs performance indicators

—BSCs績(jī)效指標(biāo)開(kāi)發(fā)實(shí)務(wù)

Practice of developing BSCs performance indicators

—培訓(xùn)員工的績(jī)效指標(biāo)定立技巧

Training staff’s skills and arts of setting up PI

—經(jīng)驗(yàn)性練習(xí)：選擇有效績(jī)效評(píng)估方法

Empirical experience : selecting effective performance appraisal methods

—案例研討：某公司決定不采用KPI指標(biāo)體系

Case study: some company decided not to take the KPI indicators system

—家庭作業(yè)：建立指標(biāo)體系

Homework: setting up indicators system

第二天

the second day

模塊三：開(kāi)發(fā)和應(yīng)用有效的績(jī)效評(píng)估體系實(shí)務(wù)

Developing and Practicing effective Performance Appraisal System

—案例研討：令人難以落筆的績(jī)效評(píng)估表

Case study: a terrible performance appraisal form

—經(jīng)驗(yàn)分享：定性評(píng)估與定量評(píng)估

Sharing experience: qualitative evaluation and quantitative evaluation

—建立有效的績(jī)效評(píng)估體系實(shí)務(wù)

Practice of setting up effective performance appraisal system

—工作模擬：選擇正確的績(jī)效評(píng)估體系

Job sampling: selecting proper performance appraisal system

—案例研討：損害公司長(zhǎng)遠(yuǎn)利益的評(píng)估體系

Case study: damage evaluation system of company’s along-term interest

—開(kāi)發(fā)和應(yīng)用有效的績(jī)效評(píng)估方法

Developing and applying effective performance appraisal methods

—經(jīng)驗(yàn)性練習(xí)：選擇有效績(jī)效評(píng)估方法

Empirical practice: selecting effective performance appraisal methods

—建立匹配的評(píng)估流程

Setting up matching evaluation process

—開(kāi)發(fā)有效的績(jī)效評(píng)估表

Developing effective performance appraisal form

—工作模擬：開(kāi)發(fā)合適的績(jī)效評(píng)估表

Job sampling: developing proper performance appraisal form

—案例研討：某公司決定不采用KPI評(píng)估體系

Case study: some company decided not to take KPI evaluation system

—經(jīng)驗(yàn)分享：評(píng)估制度和流程樣本分享

Sharing experience: sharing samples of evaluation system and process

—小組演練：建立公司的評(píng)估制度和評(píng)估流程

Exercising by group: setting up company’s evaluation system and process

模塊四：績(jī)效面談、績(jī)效改進(jìn)和績(jī)效反饋技能

Skills of performance interview, performance improvement and performance feedback

—案例研討：不開(kāi)心的被評(píng)估者和評(píng)估者

Case study: unhappy assessee and assessor

—經(jīng)驗(yàn)分享：激勵(lì)性績(jī)效反饋

Sharing experience: incentive performance feedback

—績(jī)效面談流程設(shè)計(jì)

Designing performance interview process

—有效的績(jī)效面談技巧

Skills and arts of effective performance interview

—實(shí)操技能演練：有效績(jī)效面談原則

Practical operation skills: effective principles of performance interview

—成功績(jī)效討論技能分享

Sharing skills and arts of successful performance

—建立和執(zhí)行激勵(lì)性績(jī)效反饋與績(jī)效改進(jìn)計(jì)劃

Setting up and implementing incentive performance feedback and performance improvement plans

—工作模擬：制定績(jī)效改進(jìn)計(jì)劃

Job sampling: setting up performance improvement plans

—有效避免績(jī)效面談?wù)`區(qū)

Effectively avoid the mistakes in performance interview

—案例研討：達(dá)成雙贏的績(jī)效面談

Case study: reaching win-win performance interview

—績(jī)效評(píng)估結(jié)果的應(yīng)用技巧

Skills and arts of applying performance appraisal results

—建立業(yè)績(jī)導(dǎo)向的薪酬機(jī)制

Setting up performance-oriented compensation mechanism

—實(shí)操技能演練：建立激勵(lì)性的業(yè)績(jī)反饋計(jì)劃

Practical operation skills: setting up incentive performance feedback plan

—經(jīng)驗(yàn)分享：如何把員工的業(yè)績(jī)與員工的報(bào)酬緊密聯(lián)系起來(lái)

Sharing experience: how to connect staff’s performance to staff’s compensation closely

—績(jī)效管理熱點(diǎn)問(wèn)題研討

Discussion about hot issues on performance management

陳老師

陳建志導(dǎo)師（Depew Chen）：資深實(shí)戰(zhàn)型戰(zhàn)略實(shí)施咨詢、人力資源管理咨詢和培訓(xùn)專家；

力資源碩士、心理學(xué)博士。20多年大型外資、合資、國(guó)營(yíng)和民營(yíng)企業(yè)人力資源高層管理職位工作經(jīng)歷。曾任亞加達(dá)國(guó)際商務(wù)教育培訓(xùn)中心人力資源培訓(xùn)導(dǎo)師?，F(xiàn)任新世紀(jì)人力資源管理學(xué)會(huì)會(huì)長(zhǎng)；知名培訓(xùn)品牌：外資合資企業(yè)HR經(jīng)理/總監(jiān)勝任力特訓(xùn)營(yíng)首席設(shè)計(jì)師和首席培訓(xùn)導(dǎo)師；美國(guó)認(rèn)證協(xié)會(huì)（ACI）授權(quán)導(dǎo)師，美國(guó)ACI：國(guó)際職業(yè)資格注冊(cè)HR經(jīng)理、執(zhí)行官認(rèn)認(rèn)證廣州區(qū)首席培訓(xùn)導(dǎo)師；GEPMS(全球企業(yè)績(jī)效電子管理系統(tǒng))首席設(shè)計(jì)師和顧問(wèn)師。

Depew Chen, senior strength strategy implementation consult, HR management consulting and training expert; Master of HR, Doctor of Psychology. 20 years of working experience as HRD or above in large-scale foreign, joint ventures, state-owned and private enterprises. Mr. Chen has been the HR training coacher of Alcanta International Business Education Training Center. Currently, he is the President of New Century HR Management Association(pure academic non-profit professional Organization); Chief designer and chief training coacher of the well-known training brand—Goodcareer-Michigan: CPM-HR Training Series; Authorized coacher of American Certification Institution （ACI）; Senior training coacher of International Professional Qualification Registered HR Management Series Certification issued by American Certification Institution （ACI）in Guangzhou area; Chief designer and consultant of GEPMS(Global Electronic Performance Management System); Chief strategy and HR consultant of Goodcareer Consulting Group.

陳建志導(dǎo)師長(zhǎng)期專注于人力資源管理理論的研究和應(yīng)用實(shí)踐，以20年的人力資源管理實(shí)戰(zhàn)經(jīng)驗(yàn)和8年的人力資源培訓(xùn)和項(xiàng)目服務(wù)經(jīng)驗(yàn)同國(guó)際現(xiàn)代人力資源管理理論和實(shí)踐相結(jié)合，創(chuàng)立了以不同人力資源管理職位所需勝任力（KCI—HRM）結(jié)構(gòu)為訓(xùn)練目標(biāo)的實(shí)戰(zhàn)型人力資源培訓(xùn)課程系列，成為一名知名的實(shí)戰(zhàn)型人力資源管理專家、人力資源培訓(xùn)專家、人力資源項(xiàng)目服務(wù)專家和領(lǐng)先的人力資源課題研究者。其中開(kāi)發(fā)的實(shí)戰(zhàn)型人力資源管理勝任力培訓(xùn)課程有：CPM—HR系列（外訓(xùn)培訓(xùn)系列）——根據(jù)外資/合資人力資源管理經(jīng)理級(jí)以上職位勝任力結(jié)構(gòu)設(shè)計(jì)的八個(gè)級(jí)別系列訓(xùn)練課程，共128個(gè)HR專業(yè)模塊；PHR系列（外訓(xùn)培訓(xùn)系列）——根據(jù)人力資源管理專家級(jí)勝任力結(jié)構(gòu)設(shè)計(jì)的四個(gè)級(jí)別系列培訓(xùn)課程，共24個(gè)專業(yè)模塊；MHR列（內(nèi)訓(xùn)培訓(xùn)系列）—根據(jù)企業(yè)中高層管理人員管理勝任力結(jié)構(gòu)設(shè)計(jì)的非人力資源管理者的人力資源管理技能培訓(xùn)課程，四個(gè)級(jí)別共26個(gè)專業(yè)模塊等。

Depew Chen has been kept focusing on human resources management theory research for a long term. By combining 20 years of human resources management experience with international modern human resources management theory, Mr. Chen has established strength HR management training courses series with HR management ability as training goal. He has been a well-known strength strategy implementation expert、HR management expert、HR training expert, HR project service expert and leading HR issue researcher. The strength HR training courses are: CPM—HR series (external training series) designed according to ability structure of HR management manager level or above--- a total of 8- level series training courses and 128 professional modules. PHR series(external training series) designed according to HR management expert-level ability structure ——4-level series of training courses, a total of 24 professional modules; MHR series(internal training series);Non-HR Managers’ HR management ability training courses--- a total of four-level and 26 modules in accordance with enterprise middle and high-level management person ability structural design.

我要報(bào)名

在線報(bào)名：績(jī)效管理專家勝任力特訓(xùn)營(yíng)（人力資源績(jī)效管理課程）(廣州)