在战略之前的人们英文2

People

BeforeStrategyMichaelChanDirector,China/HKTel:(852)25279797Tel:862162798832Operationalize

BusinessStrategies

through

PeopleManagement

toAchieveResultsPeopleBeforeStrategyMission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-Sort

HayMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJAmethodologyJEGuideChartHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitiveness

CoachingandMMPIprogramsBEIMission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-Sort

MethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEGuideChartHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEIConceptofWorkCultureHighPerformingOrganizations...

HowValueisCreatedFUNCTIONNETWORKPROCESSTIME-BASEDTechnicalandspecialistleadershipReliabilityResourceManagementCustomersatisfactionHighservicelevelsBalancedreturnsVenturedrivenEntrepreneurship

risk-takingEffectivepartnershipsSpeedtomarketTechnicaledgeExploringopportunitiesThesearethefactorsthatneedmeasuringandreinforcingTECHNOLOGYCUSTOMERRELIABILITYFLEXIBILITYC-SortHayFunctionalWorkCultureModel“OurFunctionalWorkCulture

Rewards,Encourages

andSupportstheFollowingBehaviorsandActivities...”VeryFrequently/ToaGreatExtent/

InMostPartsoftheOrganizationVeryInfrequently/ToaSmallExtent/

InFewPartsoftheOrganizationSometimes/ToSomeExtent/

InSomePartsoftheOrganizationMaximizingcustomer

satisfaction(4)Limitingthedownsideof

risks(32)Establishingclear,well-

documentedwork

processes(19)Minimizingunpredictability

ofbusinessresults(45)Beinghighlyorganized(7)Maintainingexisting

customeraccounts(11)Beingprecise(48)Providingsecure

employment(3)Beingloyalandcommitted

tothecompany(55)Maintainingclearlinesof

authorityandaccountability

(18)Treatingemployeesfairly

andconsistently(22)Usingprovenmethodsto

serveexistingmarkets(8)Anticipatingchangesinthe

businessenvironment(35)Minimizinghuman

error(52)Establishingclearjob

descriptionsand

requirements(26)Usinglimitedresources

effectively(15)Qualitychecking

subordinateswork(44)Attractingtoptalent(21)Supportingtop

managementdecisions(50)Deliveringreliablyon

commitmentstocustomers

(13)Developingnewproducts

orservices(54)Sellingsuccessfully(16)Continuouslyimproving

operations(20)Gainingtheconfidence

ofcustomers(46)Usingresourcesoutside

thecompanyto

getthingsdone(33)Respectingthechainof

command(37)Respondingtocustomer

feedback(30)Participatingintrainingand

continuingeducation(31)Achievingbudgeted

objectives(56)Providingemployeeswith

resourcestosatisfy

customers(10)Demonstrating

understandingofthe

customer’spointofview(6)Increasingdecisionmakingspeed(39)Rewardingsuperior

performance(23)Pushingdecision-makingto

thelowestlevels(51)Supportingthedecision’sofone’sboss(2)Toleratingwell-meaning

mistakes(29)Encouraginginnovation

(40)Takinginitiative(36)Pioneeringnewwaysof

doingthings(24)Beingflexibleandadaptive

inthinkingandapproach

(14)Takingactiondespite

uncertainty(43)Applyinginnovative

technologytonew

situations(28)Capitalizingonwindowsof

opportunity(27)Establishingnewventures

ornewlinesofbusiness

(12)Buildingstrategicallianceswithotherorganizations

(41)Maintainingahighsenseofurgency(25)Findingnovelwaysto

capitalizeonskillsthat

peoplehave(53)Acquiringcross-functional

knowledgeandskills(49)Encouragingexpressionof

diverseviewpoints(47)Encouragingteamwork(1)Capitalizingoncreativity

andinnovation(34)Organizingjobsaround

capabilitiesofindividuals

(38)Significantlydecreasing

cycletimes(9)Experimentingwithnew

managementtechniques(5)Promotingone’spointof

viewstrongly(17)Adaptingquicklyto

changesinthebusiness

environment(42)Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-Sort

MethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEIOrganisationStructure/ProcessesFieldofManagementExternalRelationsFinanceandControlMarketingHumanResourceManagementProductionPhysicalDistribution(Logistics)ResearchandDevelopmentSecretarialandLegalIRMAandProcessMappingMission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-Sort

MethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEIJob/RoleAnalysisNatureandScopeofActivitiesADescriptionof:Howthejobisperformed(Environment/Structure)whatisinvolvedinachievingthePrincipalAccountabilitiesPrincipalAccountabilitiesListofEndResultsthatarerequiredfromthejobholderKeyPerformanceIndicatorMeasuresofsuccessfulperformanceoftheaccountabilitiesCompetency/SkillRequirementSkillsandbehaviorsrequiredforsuccessfulperformanceinthejobandtheorganizationOrganisationRelationshipisasystemforrankingjobslogicallyandfairlybycomparingjobagainstjoboragainstapre-determinedscaletodeterminetherelativevalueofjobstoanorganisation.“Thetermjobevaluationreferstoaformalprocedureforhierarchicallyorderingasetofjobsorpositionswithrespecttotheirvalueorworth,usuallyforthepurposeofsettingpayrates.””NationalAcademyofSciences1979JobEvaluationTechnicalKnow-HowManagementBreadthHumanRelationsSkillsFreedomtoActAreaofImpactNatureofImpactThinkingEnvironmentThinkingChallengePROBLEMSOLVINGKNOW-HOWACCOUNTABILITY}ElementsofJobSizeMission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEIHay/McBer

CompetencyDefinitionAnymotive,attitude,skill,knowledge,behaviourorotherpersonalcharacteristicthatisessentialtoperformthejob,ordifferentiatesaveragefromsuperiorperformersUnderlyingCompetenciesBecomeMoreImportantasJobComplexityIncreasesNaturalTendenciesandTraitsTask-RelatedKnowledgeandSkillsForExample:KnowledgeofElectronics,CompaniesProducts,LaborRelations,LawSkillinactivelistening,NegotiatingForExample:TenacityInitiativeInterpersonalSensitivitySelfConfidenceJobComplexityRelativeImportanceHighLowIcebergModelofCompetenciesKnowledgeSkillSocialRoleSelf-ImageTraitMotiveInformationthataperson

hasinaparticularareaTheimageoneprojects

toothers(“outer-self”)AgeneraldispositiontobehaveinacertainwayBehaviouraldemonstration

ofexpertiseAperson’’ssenseofidentityandworth(““inner-self”)Recurrentthoughts

thatdrivebehaviourTheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformanceSelf

AwarenessSocial

AwarenessSelf

ManagementSocialSkillsEmotionalSelf-AwarenessAccurateSelf-AssessmentSelf-ConfidenceEmpathyOrganizationalAwarenessSelf-ControlTrustworthinessConscientiousnessAdaptabilityAchievementOrientationInitiativeInfluenceDevelopingOthersServiceOrientationLeadershipCommunicationChangeCatalystConflictManagementBuildingBondsTeamwork&CollaborationCriticalEICompetenciesTheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformanceCompetencyModelTheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformanceResearchHasIdentifiedSixManagerialStyles:CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching0%10%20%30%40%50%60%70%80%90%100%10%20%30%40%50%60%70%80%90%100%©1999McBerandCompany,Inc.AllrightsreservedManagerialStyleInventoryParticipantVersionAsiaNorms66=Dominant50-65=BackupCoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachingWhatStylesDoIThinkIamUsing?0%10%20%30%40%50%60%70%80%90%100%CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching10%20%30%40%50%60%70%80%90%100%ManagerialStyleInventoryEmployeeVersion(N=5)AsiaNorms66=Dominant50-65=Backup©1999McBerandCompany,Inc.AllrightsreservedWhatStylesDoTheyPerceiveMeUsing?TheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformanceSixclimatedimensionsrelatetoperformance:

Flexibility

Standards

TeamCommitment

Responsibility

Rewards

ClarityResearchindicates...OrganizationalClimateofOutstandingandTypicalExecutivesResponsibilityRewardsTeamCommitment0102030405060708090100FlexibilityStandardsClarityTotalOrganizationalClimate

GoodExecutivesOutstandingExecutivesClimateDimensionsEmployeeAssessmentHighPerformingLeadersandManagersCreateBetterClimatesTheResultsofInvestinginCompetenciesHay/McBerCompetencyMethodProducesSuperiorHiresL’OrealSalesforceCandidateSelection,1988-199015%41%6%0%78%68.7%18.7%10.5%21%0%QuitorFiredCandidatesforPromotionPromotedtoManagementAchievedSalesQuotaAverageSalesIncreasePerQuarterFocusingontherightcompetencieshasdirectbusinessimpact33candidateshiredusingtheHay/McBercompetencymethod44candidateshiredconventionallyRewardHowwillemployeesbecompensated?RecruitmentandSelectionHowshouldqualifiedcandidatesbeidentified,assessedandselected?CareerPlanningHowcanwehelpemployeesrealisetheirpotentialandaspirations?CompetencyModelandProfilesTraining&DevelopmentWhatarethedevelopmentrequirementsforourroles?Howcanwebuildthesecapabilities?SuccessionPlanningandWorkForceAuditWhatcapabilitiesdowehave?Whatdoweneed?PerformanceManagementHowwillwedrivesuperiorperformance?StrategicallyApplyingCompetenciesMission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRo