才博绩效管理专家胜任力特训营(人力资源绩效管理课程)

1、Goodcareer（才博）-专注于培育和发展实战型人力资源管理专家地专业机构Goodcareer-Professi onal orga ni zatio n focus on cultivat ing and develop ing stre ngth HR professi on als才博实战型人力资源品牌培训系列：企业人力资源管理专家胜任力证书培训系列（PHR之绩效管理专家胜任力特训营PHR-PM培训收益Training Ben efits企业：1,提升公司和员工地绩效，增强公司地赢利能力和竞争能力Enterprise: Improving company and staff s pe

2、rformanee, enhancing company s profitability and competitiveness 2,提升企业地投资回报率、有效吸引和留住高素质员工Improving company s return on investment, effectively attracting and keeping high-quality staff 受训员工：1,获得绩效管理地专家级技能，加快本人职业发展速度和有效提升自身地职业竞争力Train ees: Obta ining the expert-level skills in performa nee man ageme

3、 nt, accelerat ing self careerdevelopme nt pace and effectively enhancing career competitive ness培训目标Trai ning objectives1. 具备建立和执行支持公司战略实施地绩效管理体系能力和经验Possess ing the ability and skills of sett ing up and impleme nting performa nce management system to support company s strategic implementation2. 具备

4、建立和执行与公司经营目标匹配地绩效管理制度地能力和经验Possess ing the ability and skills of sett ing up and impleme nting performa nce man ageme nt system match ing compa ny s bus in ess goals3. 能根据公司地经营需要设计实用和有效地绩效指标体系Desig ning practical and effective performa nce in dicators system accord ing to compa ny s bus in ess n eed

5、s4. 具备设计和指导推行有效地绩效反馈和绩效改进计划地技能和经验Possessing skills and experience of designing, guiding and implementing performa nce feedback and performa nce improveme nt pla ns5. 能开发和使用有效地绩效评估体系和方法Develop ing and appl ying effective performa nce appraisal system and methods6. 提升组织绩效和员工绩效Improving organizational

6、performance and staff s performance7. 通过绩效管理提升公司地竞争力Enhancing company s competitiveness through performance management8. 通过绩效与报酬地紧密配合，提升公司对优秀人才地吸引力Enhancing compa ny s attract ion to excelle nt tale nts through the close comb in ati on of performa nce and compe nsati on培训特色Trai ning Features20%寸间进行最

7、新绩效管理管理知识分享，40%寸间进行绩效管理管理专家级技能培养,40%时间为实操经验养成和工作模拟训练20% of time for sharing the latest knowledge of performanee management。 40%for cultivating expert-level skills of performanee management。 40% for practicaloperation experience sharing, job sampling training才博绩效管理专家胜任力特训营PHR-PM KCI training才博绩效管理专家课

8、程胜任力结构设计模型Desig ning model of PHR-PM KCIstructure第一层面：绩效管理专员职位胜任力结构The first level: specialist s KCI in PM1. 掌握绩效管理指标体系地制定与管理方法Masteri ng methods of sett ing up and man agi ng performa nce man ageme nt in dicators system2. 熟悉绩效管理地流程Getti ng familiar with performa nce man ageme nt process3. 能解答企业员工一般

9、性绩效管理问题Answering staff s general performance management questions4. 具绩效管理例会安排能力与经验Ability and experie nce of arra nging performa nce man ageme nt regular meet ings5. 定期绩效管理报表编制能力与经验Ability and experie nce of desig ning regular performa nce man ageme nt form6. 一般员工/工人级绩效面谈能力与经验Ability and experie nee

10、 of gen eral staff and workers-level performa nee in terview7.部门/跨部门绩效指标执行跟踪能力与经验s performanee indicatorsAbility and experie nee of impleme nti ng and track ing sector/cross-sector8.奖惩制度绩效管理办法制定与推行能力与经验emAbility and experie nee of sett ing up and impleme nti ng performa nee man ageme nt methods of r

11、ewards and puni shme nt sysl9.奖金制度绩效管理办法制定与推行能力与经验Ability and experie nee of sett ing up and impleme nting performa nee man ageme nt methods of bonu ses system10. 良好地表达能力和沟通能力Good expressi on and com mun icati on ability11. 良好地英文能力更佳(增加20-30%个人价值)Good En glish ( addi ng 20-30% in dividual value)12.

12、了解和掌握专业地绩效管理名词、系统理论s KCI in PMKnowing well and grasp ing professi onal terms of performa nee man ageme nt 第二层面：绩效管理主管职位胜任力结构The seco nd level: supervisor1. 绩效指标系统地建立与执行能力与经验Ability and experie nee of sett ing up and impleme nting performa nee in dicators system2. MBO绩效指标地分解能力与经验Ability and experie n

13、ee of MBO performa nee in dicators decompositi on3. KPI绩效指标体系地分解能力与经验s decompositionAbility and experie nee of KPI performa nee in dicators system4.绩效指标订立技能培训地能力与经验Ability and experie nee of performa nee in dicators sett ing skills training5.绩效评估方法地选择与设计能力与经验Ability and experie nee of select ing and

14、 desig ning performa nee appraisal methods6.绩效评估表地设计能力与经验Ability and experie nee of desig ning performa nee appraisal form7.绩效评估流程地建立与监控能力与经验Ability and experie nee of sett ing up and con trolli ng performa nee appraisal process8.中层管理人员绩效评面谈能力与经验man agers performa nee in terviewAbility and experiene

15、e of middle9.具备绩效面谈技能培训地能力与经验Ability and experie nee of performa nee in terview skills training10. 绩效管理体系地实施能力与经验Ability and experie nee of impleme nting performa nee man ageme nt system11. 具备佣金制度绩效管理办法地设计与推行能力与经验Ability and experie nee of sett ing up and impleme nti ng commissi on system performa n

16、ee man ageme nt methods12. 具备绩效管理体系地组织、实施能力与经验Ability and experie nee of orga nizing and impleme nti ng performa nee man ageme nt system13. 具备绩效管理问题诊断与解决能力与经验Ability and experie nee of diag nosing and solvi ng performa nee man ageme nt problems14. 绩效管理流程设计、管理与改善能力与经验Ability and experie nee of setti

17、ng up, man agi ng and improvi ng performa nee man ageme nt process15. 具备绩效管理地基础系统知识Possess ing basic system kno wledge of performa nee man ageme nt16. 绩效管理预算与业绩管理能力与经验Ability and experie nee of performa nee man ageme nt budget and performa nee man ageme nt17. 具良好地英文基础更佳(会为你增值20%-30%)战略性绩效管理思考能力、具系统而

18、专业地PMS理论水平Thi nki ng ability of strategic performa nee man ageme nt, systematic and professi onal theory level of PMS 绩效管理策略制定能力、与老板 /公司/部门经理有效共息地能力Ability of sett ing up performa nee man ageme nt and gett ing along with boss/compa ny /departme nt man ager 绩效管理目标定立与沟通能力Ability of sett ing up and com

19、 mun icat ing performa nee man ageme nt objective4. MBOs/KPIs/BSCs绩效管理体系建立与推行能力与经验Ability and experie nee of setti ng up and impleme nting MBOs/KPIs/BSCs of PMS2.Better with good foun datio n in En glish ( addi ng 20-30% in dividual value) 第三层面：绩效管理经理 /总监职位胜任力结构 The third level: manager/director s K

20、CI in PM 1.5. 有效绩效指标体系设计、推行能力与经验Ability and experie nee of setti ng up and impleme nti ng effective performa nee in dicators system6. 有效绩效评估体系设计、推行能力与经验Ability and experie nee of setti ng up and impleme nti ng effective performa nee appraisal system7. 有效绩效管理动力机制建立、推行能力与经验Ability and experie nee of s

21、etti ng up and impleme nti ng effective performa nee man ageme nt impetus mecha nism8. 主持绩效管理导入训练地能力与经验Ability and experie nee of host ing performa nee man ageme nt in troduci ng training9. 主持中高层人员绩效管理面谈能力与经验Ability and experie nee of hosti ng middle and high level staff s performa nee man ageme nt

22、in terview10. 绩效管理指标库建立与指导、执行能力与经验Ability and experie nee of sett ing up ,guid ing and impleme nti ng performa nee man ageme nt in dicators11. 绩效管理成本预算、管理能力与经验Ability and experienee of performanee management costs budget and management培训时间Trai ning Time共二天Two days in total培训地点Trai ning loeati onGood

23、eareer人力资源管理专家培训中心（广州总部）Goodeareer huma n resources man ageme nt experts Training Cen ter中午用餐AA制原则培训费用Trai ningCosts人民币3,800元/人.2天，含Goodeareer人力资源专家团开发地培训教材1套、培训费和绩效管理专家证书费 .RMB 3800 Yuan each pers on 2 days in eludi ng 1 set of training series, training fee and the fee ofPHR-PMeertifieate.才博-密斯根：外资

24、/合资企业人力资源经理/总监职位胜任力特训营学员、才博人事部一 美国ACI :国际职业资格注册人力资源经理/执行官认证学员（证书由人事部和美国ACI认证机构颁发）及其所在企业、Goodeareer客户和有两人以上报名地企业可获9.5折优惠！5% disco unt will be give n to those such as train ees ofCPM-HRMrai nees ofCHRM/CHRMBai ning Series issued by Personnel Departme nt and ACI and their en terprises, Goodeareer elie

25、nts and the en terprises where 2 people register the course.适合人员Trai ning Targets1. 企业负责绩效管理人员Pers onnel tak ing charge of performa nee man ageme nt2. 企业人力资源管理人员Huma n Resources Man ageme nt pers onnel of the en terprise3. 企业中高层管理人员和老板Senior man ageme nt pers onnel and boss of the en terprises4. 有志于

26、成为绩效管理专豕者People willi ng to be an expert in performa nee man ageme nt课程模块CourseModule模块一：绩效管理策略定位与激励性绩效管理体系地创建实务Practice of setti ng up PMS and motivati ng PMS模块二：开发和应用有效地绩效指标体系一MBO KPI和BSC绩效指标体系Developi ng and praetiei ng effective PIS and appraisal methods MBO,KPI and BSC PTS模块三：开发和应用有效地绩效评估体系实务De

27、velop ing and praetiei ng effective performa nee appraisal system模块四：绩效面谈、绩效改进和绩效反馈技能Skills of performa nee in terview, performa nee improveme nt and performa nee feedback学员福利Trainees Ben efits1. 获颁发绩效管理专家证书Obtai ning certificate ofPHR-PM2. 成为Goodeareer终身会员，享受会员“十大收益”（详情请登阅本公司网站查阅）Beco ming Goodeare

28、er lifelo ng member and enjoying the“10 Ben efits ” （Please visitour website to get the details）3. 免费成为才博会员Beco ming member of Goodeareer HR Party for free4. 9折参加Goodeareer年度人力资源管理咼峰论坛Gett ing 10% disco unt for Goodeareer annual Huma n Resources Man ageme nt Summit Forum培训课程安排第一天 the first dayCourse

29、上午am.下午pm.Arran geme nt模块一：绩效管理策略定位与激励性绩效模块二：开发和应用有效地绩效指标体系一具体培训内容每管理体系地创建实务MBO KPI和BSC绩效指标体系班会根据学员实Practice of sett ing up performa nee man ageme ntDevelop ing and practici ng effective performa nee际情况有所修，strategy and motivati ng performa nee man ageme nin dicators system and appraisal methodsMBO,K

30、PI以导师实际上课systemand BSC performa nee in dicators system内容为准！案例研讨：令人沮丧地年度调薪绩效评估案例研讨：奖惩标准或是绩效指标Trai ningCase study: frustrati ngperforma neeCase study: rewards and puni shme ntcontent willappraisalofannualsalarysta ndards or performa nee in dicatorsbe changedadjustme nt经验分享：业绩导向地绩效指标体系accord ing to经验分享

31、：业绩导向地绩效管理体系Shari ng experie nee: performa nce-orie nted PMSthe tra in eesShari ng experie nee: performa nce-orie nted PMS 目标与标准con diti on and激励与绩效管理Objectives and sta ndardsit will beMotivati onandperforma nee实操技能训练：制定目标与标准subject to theman ageme ntPactica epaation skills: stting ipcbectives andtu

32、tors企业目标/战略与绩效管理目标staniadsEnterprise objective/strategy/PM objective建立SMARTA指标体系绩效管理体系地选择技巧Setti ng up SMATRA in dicators systemSkills and arts of selecting PMS实操技能训练：建立培训经理地SMARTA指标MBOs, KPIs和BSCs绩效管理体系Setti ng up SMATRA in dicators for trai ningPMS of MBOs, KPIs and BSCsman ager实操技能训练：选择匹配地绩效管理体系关

33、键纟贝效氾围地确定技巧与方法Practicaloperati onskills:Skills and arts and methods of key performa neeselect ing match ing PMSrange绩效指标体系地选选技巧实操技能训练：找出研发经理地关键业绩范Skills of selecting PIS围实操技能训练：选择合适地指标体系Practical operation skills: finding outPracticaloperati onskills:research manager s key performaneeselect ingappro

34、priatein dicatorsrangesystem建立公司、部门和个人地KPI指标有效地绩效管理体系建立实务Setting up company s, department s andPractice of setti ng up effective PMSin dividual KPI in dicators建立与公司经营目标匹配地绩效管理制度工作模拟：定立关键绩效指标（KPI）Settingup PMS matching company sJob sampli ng: sett ing up KPIbus in ess goalsMBOs责效指标开发实务绩效管理制度实施技巧Pract

35、ice of develop ing MBOs performa neeSkills and arts of implementing PMSin dicators绩效管理体系样本分享KPIs绩效指标开发实务Shari ng samples of PMSPractice of develop ing KPIs performa nee工作模拟：制定有效地绩效管理制度in dicatorsJob sampling:settingup effectiveBSCs绩效指标开发实务PMSPractice of develop ing BSCs performa nee案例研讨：强生公司地360度评估C

36、ase study:Johnson&ohnson s all-in dicators培训员工地绩效指标定立技巧round evaluati onTraining staff s skills and arts of setting up绩效管理制度热点问题解答PIAn sweri ng hot issues of PMS经验性练习：选择有效绩效评估方法Empirical experienee : selectingeffective performa nee appraisal methods案例研讨：某公司决定不米用KPI指标体系Case study: some compa ny decid

37、ed not totake the KPI in dicators system家庭作业：建立指标体系Homework: sett ing up in dicators system第二天he sec ond day上午am.下午pm.模块三：开发和应用有效地绩效评估体系实模块四：绩效面谈、绩效改进和绩效反馈技能务Skills of performa nee in terview, performa neeDevelop ingand Practici ngeffectiveimproveme nt and performa nee feedbackPerforma nee Appraisal

38、 System案例研讨：不开心地被评估者和评估者案例研讨：令人难以落笔地绩效评估表Case study: a terrible performanee appraisal form经验分享：定性评估与定量评估Shari ng experie nee: qualitativeevaluati onand qua ntitative evaluatio n建立有效地绩效评估体系实务Practice ofsett ingup effectiveperforma nee appraisal system工作模拟：选择正确地绩效评估体系Jobsampli ng:select ingproperperfo

39、rma nee appraisal system案例研讨：损害公司长远利益地评估体系Case study:damage evaluati onsystem of compa ny s alon g-term in terest开发和应用有效地绩效评估方法Developingand applying effectiveperforma nee appraisal methods经验性练习：选择有效绩效评估方法Empirical practice: select ing effective performa nee appraisal methods建立匹配地评估流程Sett ing up mat

40、ch ing evaluati on process开发有效地绩效评估表Develop ingeffectiveperforma neeappraisal form工作模拟：开发合适地绩效评估表Jobsampli ng:develop ingproperperforma nee appraisal form案例研讨：某公司决定不采用KPI评估体系Case study: some company decided not to take KPI evaluati on system经验分享：评估制度和流程样本分享Shari ngexperie nee:shari ng samplesof eval

41、uatio n system and process小组演练：建立公司地评估制度和评估流 程Exercising by group: setting up compariys evaluati on system and processCase study: un happy assessee and assessor经验分享：激励性绩效反馈Shari ng experie nee: incen tive performa nee feedback绩效面谈流程设计Desig ning performa nee in terview process有效地绩效面谈技巧Skills and arts

42、 of effective performa neein terview实操技能演练：有效绩效面谈原则Practical operati on skills: effectiveprin ciples of performa nee in terview成功绩效讨论技能分享Shari ng skills and arts of successfulperforma nee建立和执行激励性绩效反馈与绩效改进计划Setti ng up and impleme nting incen tiveperforma nee feedback and performa nee improveme nt pl

43、a ns工作模拟：制定绩效改进计划Job sampig : sett in g upperformance improvemnt pla ns有效避免绩效面谈误区Effectively avci dthe nnstakes in perfamneei ntervi ew案例研讨：达成双赢地绩效面谈Case study: reach ing wi n-win performa neein terview绩效评估结果地应用技巧Skills and arts of appl ying performa neeappraisal results建立业绩导向地薪酬机制Sett ing up perfor

44、ma nce-orie ntedcompe nsati on mecha nism实操技能演练：建立激励性地业绩反馈计划Practical operati on skills: sett ing upincen tive performa nee feedback pla n经验分享：如何把员工地业绩与员工地报酬紧密联系起来Shari ng experie nee: how to conn ect staff s performanee to staff s compensation closely 绩效管理热点问题研讨Discussi on about hot issues on perfo

45、rma nee man ageme nt首席培训 导师简介BriefIn troduct ion to Chief Trai ningCoacher陈建志导师(Depew Chen)：资深实战型战略实施咨询、人力资源管理咨询和培训专家； 力资源硕士、心理学博士.20多年大型外资、合资、国营和民营企业人力资源高层管理职位工作经历.曾任亚加达国际商务教育培训中心人力资源培训导师.现任新世纪人力资源管理学会会长；知名培训品牌：才博一一密斯根：外资合资企业HR经理/总监胜任力特训营首席设计师和首席培训导师；美国认证协会(ACI)授权导师，美国ACI :国际职业资格注册HR经理、执行官认认证广州区首席培

46、训导师；GEPMS全球企业绩效电子管理系统)首席设计师和顾问师；才博咨询集团战略和人力 资源首席顾问.Depew Chen, senior stre ngth strategy impleme ntati on con sult, HR man ageme nt con sult ing and tra ining expert。 Master of HR, Doctor of Psychology. 20 years ofworking experienee as HRD or above in large-scale foreign, joint ventures, state-owned

47、 and private en terprises. Mr. Chen has bee n the HR trainingcoacher of Alca ntaIntern ati onal Busin ess Educati on Training Cen ter. Curre ntly, he is the Preside nt of New Cen tury HR Man ageme nt Associati on( pure academic non-profit professi onal Orga ni zati on)。Chief desig ner and chief trai

48、 ning coacher of the well-k nown trai ning brand Goodcareer-Michigan:CPM-HRTraining Series。 Authorized coacher of American CertificationIn stituti on (ACI )。 Senior training coacher of Intern ati onal Professi onal Qualificati on Registered HR Man ageme nt Series Certificati on issued by America nCe

49、rtification Institution(ACI) in Guangzhou area GEPMS(Global Electro nic Performa nee Ma nageme nt System) con sulta nt of Goodcareer Con suit ing Group.陈建志导师长期专注于人力资源管理理论地研究和应用实践Chief desig ner and con sulta nt of 。Chief strategy and HR,以20年地人力资源管理实战经验 和8年地人力资源培训和工程服务经验同国际现代人力资源管理理论和实践相结合，创立了以不同人力资源

50、管理职位所需胜任力（KCI HRM结构为训练目标地实战型人力资源培训课程系列，成为一名知名地实战型人力资源管理专家、人力资源培训专家、人力资源工程服务专家和领先地人力资 源课题研究者.其中开发地实战型人力资源管理胜任力培训课程有：CPM HR系列（外训培训系列）根据外资/合资人力资源管理经理级以上职位胜任力结构设计地八个级别系列训练课程，共128个HR专业模块；PHR系列（外训培训系列）一一根据人力资源管理专家级胜任力结构设计地四个级 别系列培训课程，共24个专业模块；MHF列（内训培训系列）一根据企业中高层管理人员管理胜任 力结构设计地非人力资源管理者地人力资源管理技能培训课程，四个级别共2

51、6个专业模块等.a long term. By combining20 years of human resourcesinternationalmodern human resourcesstre ngthHR man ageme nt tra iningcoursesgoal. He has been a well-knownstrengthDepew Chen has bee n kept focus ing on huma n resources man ageme nt theory research formanagement experieneewithmanagement th

52、eory, Mr. Chen has established series with HR management ability as training strategyimplementationexpert 、 HR managementexpert 、 HR training expert, HR project service expert and leading HR issue researcher. The stre ngth HR trai ning courses are: CPM HR series (external trai ning series) desig ned

53、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) desig ned accord ing to HR man ageme nt expert-level ability structure4-levelseries of training courses, a total of 2

54、4 professional modules 。MHR series(internaltraining 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 pers on ability structural desig n.想了解更多由陈导师主导设计地实战型人力资源管理胜任力培训课程模块(共3千多个)或下载部份课程模块

55、请与陈导师联系.到目前为止，陈建志导师在全国已开办了人力资源管理胜任力系列 训练班470多期；现已接受了陈导师培训地学员来自：友邦、德士活、汉高、中美史克、用友、亨 氏集团、顶新控股、中国电信、依利安达、联泰集团、溢达集团、天安保险、柯尼卡、正大康地、 震雄集团、奥林巴斯、麦当劳、永大光通信、易初莲花超市、保世高、海信集团、广东环球宽带、 广日电梯、得煌科技等二千多家企业，全国培育和发展了三千多名人力资源主管/经理/总监级或以上职位地人力资源管理专才.100%地学员在短期内实现有个人职业地突破性发展；其中35%地学员已进入了大型外资企业和国内外500强企业，月薪为人8000 25000元(如要索取学员联系电话请与陈导师联系).在新地一年陈导师将会更广泛地专注于培育和发展更多实战型人力资源管理专家地 工作,造就更多具备月薪10000元至30000元能力地人力资源管理白领/金领一族To know more stre ngth HR man ageme nt ability trai ning course modules (over 3 thousa nd totally)