no.3-人力资源板块素质能力模型应用

人力资源模块—素质能力模型的应回素质能力模型在人力资源管理中的应素质能力模型应用的基素质能力在绩效管理中的应素质能力在人才甄选中的应回回回回素质能力模型在人力资源管理中的素质能力模型应用的基素质能力在绩效管理中的应素质能力在人才甄选中的应Career职业道路设

& 选继承计

绩效管

回素质能力模型在人力资源管理中的应素质能力模型应用的职位素质素质能力在绩效管理中的应素质能力在人才甄选中的应职位素质描述的定义和目职位素质描述的参与角 、人力资源代表。 职位素质描述的参与角色（续 （要求和职责（如果可能职位素质描述的流程－ 职位描述的分职位素质描述的工作表准素质的排设置期望的“精通层级审核、批准职位素质描职位素质描述的流程－ 职位描述的分委委

行分析并对应主要职责，标注位责任范围 素质“团队合作位职位素质描述的流程－ 职位描述的分质职位质作表类型 素 作表 日期职位名Creative精通精通精通层确定精通层ProjectMgrGrProjectMgrGrProjectMgrGrTechnicalSvcMgrSnrExecITMgrMercerHumanResource职位素质描述的流程－ 职位描述的分职位素质描述的工作表职位素质描述的流程－ 职位描述的分备 备 :职位名:职位名Creative精通精通精通层ProjectMgrGr1ProjectMgrGr2ProjectMgrGr3TechnicalSvcMgr1SnrExecITMgr2

日期职位素质描述的流程－ 职位描述的分职位素质描述的工作表准素质的排职位素质描述的流程－ 职位描述的分备 备 望职位名Creative望职位名Creative精通精通层精通层11ProjectMgrGr21ProjectMgrGr32TechnicalSvcMgr11SnrExecITMgr22职位素质描述的流程－ 足该职位典型面对的任务和要求，产生稳定的职位素质描述的流程－ 职位描述的分备 备 :望职位名:望职位名Creative精通精通层精通层111111ProjectMgrGr212121ProjectMgrGr323232TechnicalSvcMgr111112SnrExecITMgr222222

日期职位素质描述的流程－ 职位描述的分备 备 望职位Creative望职位Creative精通层精通精通层确定精通层r111111ProjectMgrGr212121323232TechnicalSvcMgr111112SnrExecITMgr222222审核 ive(E(Eive(E(Elle

SW

SW

SrSW

Consulting

Principle

(D)

(E)

(E)

(R)Role

RoleRolRole

DriveFor

(R)Role

(R)Role(E(ERolRolelle(E(Ellelleee(E(E

(D)

(D)

(E)

(R)Role

Role

(R)Role

(R)Rolellelle

ContinuousLearningg(D)

(E)

(E)

(E)(E(E

Ethicsand

ive(E(ED

附加素

Problem

(D)

(E)

(R)Role

(R)Role

(R)Role(E(E(E(ERolRolellelle

(D)

(E)

(E)

Roleive(E(Elle

(E)

(R)Role

Role

ive(E(Eive(E(E(E(E)

RolRoRolRole(E(E(E(E)

lllelle(E(E)

(E)职位描述的分专业素质职位素质描述的工作表准素质的排设置期望的“精通层级审核、批准职位素质描1.职位描述的分位委位委

行分析并对应主要职责，标注责任范围＝专业职位描述的分专业素质组织会议讨职位描述的分专业素质职位素质名素质素质素质素质成员YYNN成员NYYN成员YNYN职位描述的分质专业质职位素质类型 专业素 职位素质Creative精通精通精通层确定精通层ProjectMgrGrProjectMgrGrProjectMgrGrTechnicalSvcMgrSnrExecITMgr

日期职位描述的分专业素质选描述的职描述的

职位名Creative职位名Creative精通精通精通层ProjectMgrGr1ProjectMgrGr2ProjectMgrGr3TechnicalSvcMgr1SnrExecITMgr2素质职位描述的分专业素质选描述的职描述的

职位Creative职位Creative精通精通层精通层ProjectMgrGr11ProjectMgrGr2132TechnicalSvcMgr11SnrExecITMgr22素质设置职位描述的分专业素质选描述的职描述的

职位名Creative职位名Creative精通精通层精通层ProjectMgrGr111111ProjectMgrGr212121323232TechnicalSvcMgr111112SnrExecITMgr222222素质设置

日期职位描述的分专业素质选描述的职描述的

职位Creative职位Creative精通层精通精通层ProjectMgrGr111111ProjectMgrGr212121r323232准TechnicalSvcMgr111112SnrExecITMgr222222素质审核回素质能力模型在人力资源管理中的应素质能力模型应用的素质素质能力在绩效管理中的应素质能力在人才甄选中的应素质能力评估目确定任职者的能力强项和差并根据不同的应用目的使用上述结素质能力评估准能力评估的客户化的具体流素质能力评估 反馈－180度或360度评组织评估的计划和时间进行评估者培评估者自行评汇总分析评估结评估小组结果确认，审进行被评估者培反应InternalExternalx+InternalExternalx+50%ofinfluenceoverCompetencyRating50%ofinfluenceoverCompetencyRating+8corecompetenciesUpto8functional KCI与此职位相关KCI与此职位相关StepStep

此KCI在现此KCI在现实中StepRateStepRate

素质能力评估工具－示行为反馈评估原则根据您的观察填关注近一年来的表现行是实际的行为而非潜在如不了解被评估者的行为，请注明“不能判断鼓励填写开放式问填表者信：与被评估者关系素质能力评估工具－示行为反素质I定义UnableD12 5 素 :…..are……Builds……..ActivelyscanstheearlysignsofnewtrendsMakestimelydecisionsCommentsonBehaviours素质能力评估工具－示CORECORECOMPETENCIES OPERATIONALEXCELLENCENO.RESPONSESAVERAGE123NO.RESPONSESAVERAGE1234511RO11Co-446222Direct44Full23ROCompetencyRating(weightageof50%):FullPanelCompetencyRating(weightageof50%):OVERALLCOMPETENCYRATINGS: (SumofROandFullPanelCompetencyRatingsx

Direct1.PROJECTMANAGEMENTFEEDBACKRATINGSFORTARGETLEVEL: CATEGORIESNO.RESPONSESAVERAGERATINGSDISTRIBUTION123451111446222Direct44Full23ROCompetencyRating(weightageof50%):FullPanelCompetencyRating(weightageof50%):OVERALLCOMPETENCYRATINGS: (SumofROandFullPanelCompetencyRatingsxDirect无反仅评估分值－无意分值和有限的建分值和具体，详细的意No.ofAverage12345121413Internal422Supervisor141Full835PossibleInterpretation:Unrealized Action:Checkcommentsforbetterunderstanding.DiscusswithROand/orpeer.Findwaystousethisstrengthmoreinone’sworkand emoreawareofitsimpacton结果No.ofAverage12345141431Internal4121Supervisor11Full8152PossibleInterpretation:Potential Action:Checkcommentsforbetterunderstanding.DiscusswithROand/or结果3

No. Average

Internal Supervisor Full PossibleInterpretation:Non-conclusivemessagefromratings.Maymeanthatcompetencyisnotwellunderstoodbythefeedbackprovidersandtherefore,thefeedbackisnotvery Action:Checkcommentsforbetterunderstanding.DiscusswithROand/orpeer.SelectsomethingelseasPEOpriorityuntilthereismoreclarityfromfuturefeedback结果3A

No. Average

Internal Supervisor Full PossibleInterpretation:Convergenceon3/4asreliablerating,withanoutlierinthesubordinate Action:Focusonthedominateclusteroffeedbackratings.Donotobsessonthe“outlier”datapoints.Commentsmayprovidesomeinsightintoperceptionsofthe结果3B

No. Average

Internal Supervisor Full

PossibleInterpretation:Suggeststhat behavesdifferentlywithcustomers,peersandRO,thenwithsubordinates.Mayrepresenta“relativepower”response.Mayalsomeanthatsubordinatesviewcompetencyexpectationdifferentlythanotherpanel Action:Checkcommentsforbetterunderstanding.DiscusswithROand/orpeer.ConsiderasimprovementprioritywithinPerformanceEnhancementActionPlan,ifseenasamajorobstacleto ’ssuccessasateamleader.素质能力评估原 如果对某些能力有疑问，请寻找相关信总体评价与KCI回素质能力模型在人力资源管理中的应素质能力模型应用的基素质能力在绩效管理中的素质能力在人才甄选中的应

Resultson目标完成的结CompetencyProficiencyOtherPerformance其他绩效

Core

LEARNING

Teams&Core

H-L

IndividualPeriodicProgressPeriodicProgressResultsTargetCompetencyAssessmentviaCareerCareer转向一种高绩效文化通常要求员员员员调整后舒适绩效经理的角色分(career(career导师50%and激励性“热键”举 激励性“热键”举家和/或公司的交流活中真正并且是与他们最强的日常相联系的。让团队能够表达其为了团队成功他RoleRoleRehearsingVisualizingyourApplyingitinyourFindingtherightSelf-CheckingyouronWatching积极的学习者自测ChecktheresponsesthatbestmatchIproactivelyseekoutdevelopmentalopportunitiestobuildnewknowledgeand Ienlistthesupportofothersin allearning Iaskothersfeedbacktoimproveone’s Ilearnfrommistakesandtransferthislearningtonextrelated Iidentifyexpertsandcloselyobservewhatthey Ifindwaystoreinforcemylearning Itrackprogress aldevelopment 绩效强化行动计PERFORMANCEPERFORMANCEENHANCEMENTACTIONNAME: POSITIONTITLE: GRADE: DEPARTMENT/SITE: REPORTINGOFFICER: DATEOFPREPARATION/UPDATE: / / DATEOFRODISCUSSION: / / (DD/MM/YY(DD/MM/YYACTIONPLANFORPERFORMANCEENHANCEMENT(appliestoemployee’spositionresponsibilitiesandotherassignmentsforcomingyear)PerformanceEnhancementOpportunities(PEO)ActionStepsandLearningResources/OtherSupportsNeeded andPerformanceOtherCOMMENTSONPERFORMANCEENHANCEMENTSReportingReportingNAME: POSITIONTITLE: GRADE: DEPARTMENT/SITE: REPORTINGOFFICER:NAME: POSITIONTITLE: GRADE: DEPARTMENT/SITE: REPORTINGOFFICER: DATEOFPREPARATION/UPDATE: / / DATEOFRODISCUSSION: / / (DD/MM/YY(DD/MM/YYSelf-PerceivedPositionTitle: Now PositionTitle: Now PositionTitle: Now Position(s)areattractivetomebecauseofthefollowingfactors: CAREERCAREERDEVELOPMENTPLANDesiredDesiredSkillAreaDesiredFunctionalAreaPriority Priority NewWorkNewWorkTasks/AssignmentsofPreferredNextiDA Priority 职业生涯 PARTII.CAREEROPPORTUNITYDEVELOPMENTSTEPSTOBESUPPORTRESOURCETIMINGORPROGRESSDURING(Indicatestepsthatyouwouldliketopursuefurtheryourcareer(Indicatespecificsupportyouwouldlikefrom(Indicateapproximatescheduledesiredforsteps)(