新形势下如何提升员工的价值课件

HowtoRaiseEmployeeValueUndertheNewCircumstances

-Practicesoncreatingalearningorganization

JeremyYaoHowtoRaiseEmployeeValueUnHowtoRaiseEmployeeValue

-Practicesoncreatingalearningorganization

WhyCreatingaLearningOrganization?PracticeSharing:HowtoCreateaLearningOrganizationHowtoRaiseEmployeeValue

-Humancapitaldoesnotcreateshareholdervalue,

itisthemanagementofhumancapitalthatproducevalueHumanCapitalIntangibleassetsAmajorsourceofvalueOneofthelargestinvestment,butleastknownHumancapitaldoesnotcreateEOCEmployeeDelightLeadershipStyleLearningOrganizationCompanyImageRewards&RecognitionCommittedWorkforce/TeamsCommunicationEmployer-of-choicemodel(example)LearningOrganization:OneKeyfactorofEmployerofChoiceEOCEmployeeLeadershipCompanyRLearningandDevelopmentIsHighlyValuedbyEmployeesThe7ValuedFactors:EngagementCareerDevelopmentØGrowth/DevelopmentØAdvancementØInteractionQualityofLifeØPhysicalenvironmentØTime/Work/LifeLeadershipØCredibilityØTrustRelationshipsØCo–workersØManagersØCustomersWorkActivitiesØImpactØChallenge/InterestØStatus/PrideTotalCompensationØPay/FinancialrecognitionØBenefitsCultureØCompanycultureØOrganizationalvaluesandbehaviorsSource:HewittAssociatesLearningandDevelopmentIsHiWhatDopeopleneed-MaslowHierarchyTheorySelfActualizationEsteemSocialSafetyPhysiologicalMaslowHierarchyCareerDevelopmentChallengingWork&ProjectsContinuousLearning&DevCongratulationsCoaching&MentoringCultureConduciveEnvironmentCommunicationCompensationChangeManagementSystem-Based(HR)People-Based(Manager)WhatDopeopleneed-MaslowHWhatMotivatePeople-Herzberg'sMotivation-hygieneTheoryMotivators(激励因子)AchievementRecognitionWorkitselfResponsibilityAdvancementGrowth

Satisfaction

满意NoSatisfaction

没有满意Motivator激励因子NoDissatisfaction

没有不满意Dissatisfaction

不满意HygieneFactors保健因子HygieneFactors（保障因子）CompanypolicySupervisionRelationshipwithbossWorkconditionsSalaryRelationshipwithpeersWhatMotivatePeople-HerzberTheReality–EconomyRecession&UncertaintyTheReality–EconomyRecessioVision,BusinessstrategyBusinessmodelMarket,Clients,Price,OrganizationrightsizingTalentsisstillinshortageEfficiency,productivityCosts,costs&costs……OrganizationChallengesDuringEconomyRecessionVision,BusinessstrategyOrgPartnering

thebusinessDriving

HRsolutionsDelivering

effectivelyEngaging

peopleinchangeHRCompetencyHRKeyBehavioursWhatHRShouldFocusMoreOn?Partnering

thebusinessDrivinHowtoRaiseEmployeeValue

-Practicesoncreatingalearningorganization

WhyCreatingaLearningOrganization?PracticeSharing:HowtoCreateaLearningOrganizationHowtoRaiseEmployeeValue

-Whatisa“LearningOrganization”?“Organizationswherepeoplecontinuallyexpandtheircapacitytocreatetheresultstheytrulydesire,wherenewandexpansivepatternsofthinkingarenurtured,wherecollectiveaspirationissetfree,andwherepeoplearecontinuallylearningtolearntogether.”PeterSenge5Characteristicsofa“LearningOrganization”SystemThinkingPersonalMasteryMentalModelSharedVisionTeamLearning

Whatisa“LearningOrganizatiToaLearningOrganizationCreatingALearningOrganizationLearningOrganizationItachievesorganizationalpurposethroughcreatinglearningatmosphere;Learningissharedanddistributedamongmembersoftheorganization;learningoutcomesareembeddedintheorganization'ssystems,structuresandcultureDevelopmentAllsortsofcontent/actionbasedinterventions,leadingtodesiredchangesinabilities/behaviorsLearningLearningisaself-directedorlearner-centeredProcessleadingtoincreasedadaptivepotentialIt’sthemovementfromthedeliveryofcontenttothedevelopmentoflearningcapabilitiesasapeopledevelopmentstrategySharingToaLearningOrganizationCreaAfter-trainingSharingInternalTrainingProgrammeCertificationReadingCircleSubjectLearning&sharingTechnicalPublications&SharingCreatingaLearningOrganizationTrainingProgramsSHARINGPLATFORMSChina/worldWideSharingCompanywidesharingChinae-MagIntranetGroupSharingManagementMentoringActionLearningE-learningAfter-trainingInternalTraininApproachesinCreatingaLearningOrganizationLearningInitiativesDescription1234After-trainingsharingtoenhancetheirlearningandtosharetheirlearningwithothersAssigningsubjectstohighpotentialstodofurtherstudyandtosharetheirlearningwithothersManagerstotransfertheirknowledgeinamoreflexibleapproach.SeniorpeopletocoachselectedpotentialstoacceleratetheirDevtAfter-trainingSharingInternalTrainingprogramCertificationSubjectLearning&sharingManagementCoachingFormbookingreadinggrouptolearnandsharewithothersReadingCircle5Providingopportunitiesforpotentials/managerstoworkonbusinessprojectsandtheylearnthroughworkingontheprojectsActionLearning6SharingResearchresultsfromTechnicalPublicationsTechnicalPublications&Sharing7E-learningToenablemanagersaccesstoe-learningmodules8ApproachesinCreatingaLearnReadingCircleTocultivatelearninghabitsbyencouragingreadingandsharing

ReadingCircleFormation:

STEP1:

Interestedbookssurvey:

HRtocollectstaffinterestedbooklist

STEP2:

ReadingGroupsFormation:

HRpublicizetheselectedbooklistandinvitepeopletoselecttheirinterestedbooksPeoplewhochoosethesamebookwillformareadinggroupEachgroupwillsendHRtheirreadingactivitiesplanswithin1weekafterreceivingtheHRprovidedbook

STEP3:

SharingSessions

HRtofollowuptoarrangethesharingsessions

Top10bestbooks:

BestBooksvotedbyemployeesafterthesharingandrecommendedtocolleaguesReadingCircleTocultivateleAfter-TrainingSharingCoursesaremandatoryforsharing:

-Allexternaltrainingcourses

-AfewselectedcoursesAfter-trainingSharingSessionsAlltheparticipantsmustsharetheirlearningeitherbygrouporindividualthroughformalpresentationsHRtoscheduleSharingSessionbyinvitingalltheinterestedcolleagueswithin1monthafterthetrainingSharingApproaches:EitherindividuallyoringroupSharingFoldersSetup-AlltheshareddocumentstobearchivedunderasharedfolderToenhancelearningeffectivenessthroughafter-trainingsharingAfter-TrainingSharingCoursesInternalTrainingProgrammeCertificationatleast10participantsinanyevent,andminimum2hoursofactiveparticipationindeliveringtrainingorfacilitation(excludetraveltime,timespentonorganization)AllthestaffdesignedprogramshavetobeendorsedbyrespectivemanagementandlocalHR(2weekspriortostartdateofcourse).Tocascadefunctionalexpertise/ManagementknowledgeinamoreflexibleapproachInternalTrainingProgrammeCeSubjectLearning&SharingbyHighPotentialsSubjectsareidentifiedbyChinaorSiteManagementTeam;SelectedHighPotentialwillbeassignedwith1subjectTheHPwillinitiatethelearning&sharingprocess:Toformagrouptostudy,research,anddialoguetogainin-depthknowledgeofthesubjectDevelopaformalpresentation/packageonthesubjectTosharethelearningresultsofthesubjectToencouragehighpotentialstolearnsomespecificsubjectswhicharegoodfortheirdevelopment,andtheHPsareinvitedtosharewithotherstheirlearningSubjectLearning&SharingbyManagementCoachingCoachNameDeptCoacheeCoachingsubjectsCoachingSessionFrequencyCoachingStatus

Toencourageknowledge&experiencestransferandatthesametime,assessthepotentialityoftheselectedtalentsCoachingworkshopforthecoachCoachexpectedcoachingsubjectstobecollectedbyHRCoachwillbaseonhis/herinterestsandspecialtytoselectcoachesCoachingisorganizedonayearlybasisManagementCoachingCoachDeptCActionLearningisthemostEffectiveLearning

YouHear,YouforgetYouSee,YouRememberYouDo,Youunderstand-Confucius不闻不若闻之，闻之不若见之，见之不若知之，知之不若行之。学至于行之而止矣。

--《荀子·儒效》ActionLearningisthemostEfProjectsRealbusinessissueswithinthecompanyProjectexecutionperiod:6monthsTheprojectteamareresponsiblefortheresultsIt’samixedteamfromdifferentbusinesslines,functions,locations,etc.AwardforthewinningteamLearningismoreimportant,it’snotcompetition...ProjectsRealbusinessissueswProcessChinaleadershipteamtoagreeontheactionlearningapproachIdentifyrealbusinessprojectswithprojectsponsorfromrespectivebusinesslinesNominate3-4participants(HPs)fromeachbusinesstoformprojectteams(Max.4teamatatime)Nominate4managersatDirectorleveloraboveasrespectiveprojectcoachPlanandscheduleactionlearningprogramProcessChinaleadershipteamtActionLearningProgramKick-Off–Workshop–2-3daysWorkasateamtoworkontheprojectImplementpersonaldevelopmentplanPrepareprojectfindingstopresenttosponsorsandjuryFinal–Workshop–2daysPresentprojectfindingtosponsor/jurySharelearningwithpeersAwardwinner

ProjectExecution–6MonthsGaininsightsintocompanybusinessstrategyAttendchangemanagement&projectmanagementworkshoptopreparefortheprojectexecutionDiscusswithsponsortoprepareprojectframework,executionplansandtogetsponsor’sbuy-in132ActionLearningProgramKick-LeadersmodelingMin.1sessionayearActiveParticipationRecognitionImmediaterecognitionSharingPhotosduringannualpartyBestteamawardSponsoredtriptoothersitesforsharing1elementinPAGoodPromotion&PlanningTaskforcemonthlymeetingPromotionviae-mail,intranetandmasscomPublishingquarterlyplanandsharingcalendarQualityExecution&Follow–upRehearsalbeforepresentationEmployeeEvaluationoneverysharingsessionSlidespostedonintranetHowtoSustain&EnhanceLearning&SharingCultureLeadersmodelingHowtoSustain新形势下如何提升员工的价值HowtoRaiseEmployeeValueUndertheNewCircumstances

-Practicesoncreatingalearningorganization

JeremyYaoHowtoRaiseEmployeeValueUnHowtoRaiseEmployeeValue

-Practicesoncreatingalearningorganization

WhyCreatingaLearningOrganization?PracticeSharing:HowtoCreateaLearningOrganizationHowtoRaiseEmployeeValue

-Humancapitaldoesnotcreateshareholdervalue,

itisthemanagementofhumancapitalthatproducevalueHumanCapitalIntangibleassetsAmajorsourceofvalueOneofthelargestinvestment,butleastknownHumancapitaldoesnotcreateEOCEmployeeDelightLeadershipStyleLearningOrganizationCompanyImageRewards&RecognitionCommittedWorkforce/TeamsCommunicationEmployer-of-choicemodel(example)LearningOrganization:OneKeyfactorofEmployerofChoiceEOCEmployeeLeadershipCompanyRLearningandDevelopmentIsHighlyValuedbyEmployeesThe7ValuedFactors:EngagementCareerDevelopmentØGrowth/DevelopmentØAdvancementØInteractionQualityofLifeØPhysicalenvironmentØTime/Work/LifeLeadershipØCredibilityØTrustRelationshipsØCo–workersØManagersØCustomersWorkActivitiesØImpactØChallenge/InterestØStatus/PrideTotalCompensationØPay/FinancialrecognitionØBenefitsCultureØCompanycultureØOrganizationalvaluesandbehaviorsSource:HewittAssociatesLearningandDevelopmentIsHiWhatDopeopleneed-MaslowHierarchyTheorySelfActualizationEsteemSocialSafetyPhysiologicalMaslowHierarchyCareerDevelopmentChallengingWork&ProjectsContinuousLearning&DevCongratulationsCoaching&MentoringCultureConduciveEnvironmentCommunicationCompensationChangeManagementSystem-Based(HR)People-Based(Manager)WhatDopeopleneed-MaslowHWhatMotivatePeople-Herzberg'sMotivation-hygieneTheoryMotivators(激励因子)AchievementRecognitionWorkitselfResponsibilityAdvancementGrowth

Satisfaction

满意NoSatisfaction

没有满意Motivator激励因子NoDissatisfaction

没有不满意Dissatisfaction

不满意HygieneFactors保健因子HygieneFactors（保障因子）CompanypolicySupervisionRelationshipwithbossWorkconditionsSalaryRelationshipwithpeersWhatMotivatePeople-HerzberTheReality–EconomyRecession&UncertaintyTheReality–EconomyRecessioVision,BusinessstrategyBusinessmodelMarket,Clients,Price,OrganizationrightsizingTalentsisstillinshortageEfficiency,productivityCosts,costs&costs……OrganizationChallengesDuringEconomyRecessionVision,BusinessstrategyOrgPartnering

thebusinessDriving

HRsolutionsDelivering

effectivelyEngaging

peopleinchangeHRCompetencyHRKeyBehavioursWhatHRShouldFocusMoreOn?Partnering

thebusinessDrivinHowtoRaiseEmployeeValue

-Practicesoncreatingalearningorganization

WhyCreatingaLearningOrganization?PracticeSharing:HowtoCreateaLearningOrganizationHowtoRaiseEmployeeValue

-Whatisa“LearningOrganization”?“Organizationswherepeoplecontinuallyexpandtheircapacitytocreatetheresultstheytrulydesire,wherenewandexpansivepatternsofthinkingarenurtured,wherecollectiveaspirationissetfree,andwherepeoplearecontinuallylearningtolearntogether.”PeterSenge5Characteristicsofa“LearningOrganization”SystemThinkingPersonalMasteryMentalModelSharedVisionTeamLearning

Whatisa“LearningOrganizatiToaLearningOrganizationCreatingALearningOrganizationLearningOrganizationItachievesorganizationalpurposethroughcreatinglearningatmosphere;Learningissharedanddistributedamongmembersoftheorganization;learningoutcomesareembeddedintheorganization'ssystems,structuresandcultureDevelopmentAllsortsofcontent/actionbasedinterventions,leadingtodesiredchangesinabilities/behaviorsLearningLearningisaself-directedorlearner-centeredProcessleadingtoincreasedadaptivepotentialIt’sthemovementfromthedeliveryofcontenttothedevelopmentoflearningcapabilitiesasapeopledevelopmentstrategySharingToaLearningOrganizationCreaAfter-trainingSharingInternalTrainingProgrammeCertificationReadingCircleSubjectLearning&sharingTechnicalPublications&SharingCreatingaLearningOrganizationTrainingProgramsSHARINGPLATFORMSChina/worldWideSharingCompanywidesharingChinae-MagIntranetGroupSharingManagementMentoringActionLearningE-learningAfter-trainingInternalTraininApproachesinCreatingaLearningOrganizationLearningInitiativesDescription1234After-trainingsharingtoenhancetheirlearningandtosharetheirlearningwithothersAssigningsubjectstohighpotentialstodofurtherstudyandtosharetheirlearningwithothersManagerstotransfertheirknowledgeinamoreflexibleapproach.SeniorpeopletocoachselectedpotentialstoacceleratetheirDevtAfter-trainingSharingInternalTrainingprogramCertificationSubjectLearning&sharingManagementCoachingFormbookingreadinggrouptolearnandsharewithothersReadingCircle5Providingopportunitiesforpotentials/managerstoworkonbusinessprojectsandtheylearnthroughworkingontheprojectsActionLearning6SharingResearchresultsfromTechnicalPublicationsTechnicalPublications&Sharing7E-learningToenablemanagersaccesstoe-learningmodules8ApproachesinCreatingaLearnReadingCircleTocultivatelearninghabitsbyencouragingreadingandsharing

ReadingCircleFormation:

STEP1:

Interestedbookssurvey:

HRtocollectstaffinterestedbooklist

STEP2:

ReadingGroupsFormation:

HRpublicizetheselectedbooklistandinvitepeopletoselecttheirinterestedbooksPeoplewhochoosethesamebookwillformareadinggroupEachgroupwillsendHRtheirreadingactivitiesplanswithin1weekafterreceivingtheHRprovidedbook

STEP3:

SharingSessions

HRtofollowuptoarrangethesharingsessions

Top10bestbooks:

BestBooksvotedbyemployeesafterthesharingandrecommendedtocolleaguesReadingCircleTocultivateleAfter-TrainingSharingCoursesaremandatoryforsharing:

-Allexternaltrainingcourses

-AfewselectedcoursesAfter-trainingSharingSessionsAlltheparticipantsmustsharetheirlearningeitherbygrouporindividualthroughformalpresentationsHRtoscheduleSharingSessionbyinvitingalltheinterestedcolleagueswithin1monthafterthetrainingSharingApproaches:EitherindividuallyoringroupSharingFoldersSetup-AlltheshareddocumentstobearchivedunderasharedfolderToenhancelearningeffectivenessthroughafter-trainingsharingAfter-TrainingSharingCoursesInternalTrainingProgrammeCertificationatleast10participantsinanyevent,andminimum2hoursofactiveparticipationindeliveringtrainingorfacilitation(excludetraveltime,timespentonorganization)AllthestaffdesignedprogramshavetobeendorsedbyrespectivemanagementandlocalHR(2weekspriortostartdateofcourse).Tocascadefunctionalexpertise/ManagementknowledgeinamoreflexibleapproachInternalTrainingProgrammeCeSubjectLearning&SharingbyHighPotentialsSubjectsareidentifiedbyChinaorSiteManagementTeam;SelectedHighPotentialwillbeassignedwith1subjectTheHPwillinitiatethelearning&sharingprocess:Toformagrouptostudy,research,anddialoguetogainin-depthknowledgeofthesubjectDevelopaformalpresentation/packageonthesubjectTosharethelearningresultsofthesubjectToencouragehighpotentialstolearnsomespecificsubjectswhicharegoodfortheirdevelopment,andtheHPsareinvitedtosharewithotherstheirlearningSubjectLearning&SharingbyManagementCoachingCoachNameDeptCoacheeCoachingsubjectsCoachingSessionFrequencyCoachingStatus

Toencourageknowledge&experiencestransferandatthesametime,assessthepotentialityoftheselectedtalentsCoachingworkshopforthecoachCoachexpectedcoachingsubjectstobecollectedbyHRCoachwillbaseonhis/herinterestsandspecialtytoselectcoachesCoachingisorganizedonayearlybasisManagementCoachingCoachDeptCActionLearningisthemostEffectiveL