宝马中国-经销商总经理能力模型

BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型

BMWChinaAssessmentCenter–DealerGeneralManagerCompetenceProfile

宝马中国评估中心

－经销商总经理甄选能力模型

1序号

No.

能力模型Competence profile

能力名称页码CompetencePage

能力Competence能力群组Domain1人际互动能力InterpersonalSkills有影响力的沟通CommunicatingwithImpact32客户导向CustomerOrientation43发展战略人际关系DevelopingStrategicRelationships54领导能力LeadershipSkills辅导/教导Coaching/Teaching65授权Empowerment/Delegation76团队发展TeamDevelopment87业务管理能力Business/ManagementSkills业务敏锐性BusinessAcumen98运营决策OperationalDecisionMaking109推动执行DrivingExecution1110个性特质PersonalAttributes正直诚信Authenticity1211结果导向DrivingforResults1312学习导向LearningOrientation1413知识Knowledge汽车零售洞察力AutoRetailIndustryInsight1514财务与会计FinanceandAccounting1515市场营销与公共关系MarketingandPR1516法务Legality1517经验Experience员工与跨职能职责People&Multi-functionalResponsible16BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型2Contents目录有影响力的沟通CommunicatingwithImpact定义在个人和团体场合中，以清楚、简洁和令人信服的方式表达思想、感受和意见；调整语言，吸引听众的注意力。Expressingthoughts,feelings,andideasinaclear,succinct,andcompellingmannerinbothindividualandgroupsituations;adjustinglanguagetocapturetheattentionoftheaudience.主要行为指标KeyAction

传达明确信息Deliversclearmessages

使用恰当的措辞；准确表达信息；逻辑而简洁地表达想法；使用有效的词语。Uses appropriatevocabulary;isincommandofthemessage;logicallyandsimply conveysideas;useseffectivevocabulary.

有影响力地展示（表达、视觉辅助工具）Presentswithimpact(delivery,visualaids)

使用适当的语速和语调；创造自信、轻松而热情的气氛；理解资料内容，使用适当的非 语言沟通形式；利用视觉辅助工具来增进听众对内容的理解。Speakswithappropriate paceandinflection;conveysanairofconfidence,ease,andenthusiasm; understandsthematerialandusescongruentnonverbalcommunication;mayuse visualaidstoenhanceunderstandingofthecontent.

清楚的书面沟通（技巧、组织、传达）Createsclearwrittencommunication (mechanics,organization,delivery)

书写清楚明白；按逻辑组织信息，帮助读者理解；正确使用语法和标点；避免使用行 话或术语；根据议题和听众，选择语气和格式。Writesclearlyandunderstandably; sequencesinformationinalogicalmannertoaidunderstanding;uses appropriategrammarandpunctuation;avoidsjargonortechnicalwords;usesa toneandformatsuggestedbythetopicandaudience.BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型3能力COMPETENCE人际互动能力InterpersonalSkills客户导向CustomerOrientation

定义培养战略性客户关系，从客户视角推动所有可增值的营运活动。Cultivatingstrategiccustomerrelationshipsandensuringthatthecustomerperspectiveisthedrivingforcebehindallvalue-addedbusinessactivities.主要行为指标KeyAction

努力了解顾客Seekstounderstandcustomer

积极地寻求信息，理解客户环境、问题、预期和需求。Activelyseeksinformationto understandcustomercircumstances,problems,expectations,andneeds.

引导顾客Influencecustomer

与客户分享信息，增进客户对问题的了解。Sharesinformationwithcustomerto buildtheirunderstandingofissues.

维持顾客信任Maintainscustomertrust

仔细聆听并善意回应客户的问题或想法；维护客户自尊、认可客户对讨论的贡献。

Listensandrespondswithempathytocustomerissuesorideas;acknowledges customercontributionstodiscussioninamannerthatmaintainsesteem.

采取行动满足顾客需求及关注Takesactiontomeetcustomerneedsand concerns考虑行动或计划对客户的影响；快速回应，满足客户需求并解决问题；避免过度承诺。Considershowactionsorplanswillaffectcustomer;respondsquicklytomeetcustomerneedsandresolveproblems;avoidsover-commitments.

建立合作伙伴关系Developsapartneringrelationship以长远的眼光与客户建立互利的商务关系。Adoptsalong-termperspectiveindevelopingmutuallybeneficialbusinessrelationshipswithcustomers.

识别客户服务上的问题Recognizescustomerserviceissues意识到某些行为或决策对顾客造成的正面或负面影响；向他人表达担心。Identifieswhenactionsordecisionswillaffectthecustomerinapositiveornegativeway;expressesconcernstoothers.

创造双赢解决方案Createswin/winsolutions根据对顾客需求和期望的理解，建立互利方案。Usesunderstandingofcustomerneedsandexpectationstogeneratemutuallybeneficialsolutionsoralternatives.BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型4人际互动能力InterpersonalSkills发展战略人际关系DevelopingStrategicRelationships

定义运用适当的人际互动方式和沟通方法去影响业务伙伴（例如同事，跨部门合作者，外部供应商，盟友）并建立有效的合作关系。Usingappropriateinterpersonalstylesandcommunicationmethodstoinfluenceandbuildeffectiverelationshipswithbusinesspartners(e.g.,peers,functionalpartners,externalvendors,andalliancepartners).主要行为指标KeyAction

澄清信息Clarifiesinformation提问并探求资讯，以了解他人对意见、计划或活动的立场。Questionsandprobestoseekinformationtounderstandthepositionothershaveregardinganidea,plan,oractivity.

建立共同目标Establishessharedgoals通过阐明需求、期望、问题及对合作各方的影响以说明共同目标；增强对方对问题及需求所带来的后续影响的警觉；赢得对方对共同目标的承诺。Describessharedgoalsbyidentifyingneeds,expectations,problems,andtheimpactoneachpartner;increasesawarenessofimplicationsofproblemsandneeds;gainscommitmenttosharedgoals.

制定影响策略Formulatesinfluencestrategy设计有效方法以推广及定位想法、计划或活动；利用有利因素；突破障碍；顾及关键决策者的特别需要和偏好。Devisesanapproachthatbestpositionsanidea,plan,oractivity;leveragessupportivefactors,breaksthroughbarriers,andaddressestheuniqueneedsandpreferencesofkeydecisionmakers.

合作制定解决方案Collaborativelydevelopssolutions通过提问并对他人想法进行补充，以发展他人和自己的想法，说明自己的想法，在过程中适当地提出程序性建议。Developsothers’andownideasbyseekingandbuildingonthesuggestionsofothers,presentingownideas,andmakingproceduralsuggestions.

影响对方去采取行动Influencesaction展示意见、计划或活动，让他人明白这些想法如何满足需要并产生益处；树立对方对意见、计划或活动的信心和承诺。Presentsanidea,plan,oractivitysoothersclearlyseehowitwouldmeettheneedsandprovidebenefit;buildsconfidenceinandcommitmenttotheidea,plan,oractivity.

建立对方采取行动的承诺Buildscommitment激励他人采取行动，或对某一意见、计划或行动获得热诚的共识。Spursotherstoactionorgainsenthusiasticagreementregardinganidea,plan,oractivity.

培养有效的人际网络Cultivatesanactivenetwork展示对关系和联盟重要性的理解；积极建立并使用重要关系网络，在缺少正式权力的情况下仍能进行合作。Demonstratesunderstandingoftheimportanceofrelationshipsandalliances;proactivelybuildsanduseskeyrelationships(network)togaincooperationwithoutformalauthority.

表扬贡献Acknowledgescontributions恰当地表扬他人的贡献、能力和潜力；聆听并回应他人关注的影响和内容。Appropriatelyrecognizescontributions,competencies,andpotential;listensandrespondstotheaffectandcontentofconcerns.BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型5人际互动能力InterpersonalSkills

辅导/教导

Coaching/Teaching

定义及时提供辅导、引导和反馈，协助他人在工作上表现出色并达到主要职责要求。Providingtimelycoaching,guidance,andfeedbacktohelpothersexcelonthejobandmeetkeyaccountabilities.主要行为指标KeyAction

促进开放的沟通Facilitatesopencommunication强调开放式讨论的重要性；确保讨论出具体的行动；持续确认双方同意的事项。Reinforcestheimportanceofopendiscussion;keepsdiscussionsaction-oriented;checksforagreement.

澄清绩效Clarifiesperformance寻求与绩效相关的信息和意见；有效分享和解释绩效相关的信息；给予及时、具体、建设性的反馈。Seeksinformationandopinionsaboutperformanceissues;effectivelypresentsorexplainsinformationonperformance;sharestimely,specific,andconstructivefeedback.

设定挑战性的绩效期望Setschallengingperformanceexpectations清楚传达对绩效的期望，及对他人可以达成优异表现的信心；确认对方理解绩效期望；适当促使他人接受绩效目标；建立跟进方法。Clearlycommunicateshighexpectationsforperformanceandconfidenceinindividual’sabilitytoexcel;checksforunderstandingofperformanceexpectations;appropriatelygainsbuy-intoperformancegoals;establishesmeansforfollow-up.

评估差距Evaluates与设定的期望对比以监督进度并处理绩效差距；与对方沟通发展需求及其重要性。Monitorsprogressagainstexpectationsandaddressesperformancegaps;communicatesanydevelopmentneedsandtheimportance.

提供支持Providessupport拨出个人时间；提供适当的引导、指示、正面示范和观察机会，帮助他人发展技能；提供持续的反馈。Offerspersonaltime;providesappropriateamountofguidance,instruction,positivemodels,andopportunitiesforobservationtohelpothersdevelopskills;providesongoingfeedback.

表示同理心Showsempathy聆听并回应他人关注的影响和内容。Listensandrespondstotheaffectandcontentofconcerns.

维护自尊Maintainsself-esteem称赞他人的贡献、能力和潜质。Praisesothers’contributions,competencies,andpotential.

持续发展新的方法Continuouslydevelops积极征询对方提升绩效的想法或建议；共同制定替代方案；采纳、深化并实施好的建议。Activelyseeksideasorsuggestionsforperformanceimprovement;collaborativelydevelopsalternatives;buildsongoodideasandimplementstheideas.

倡导积极成果Championspositiveresults寻找机会强化、奖励和庆祝个人成果。Looksforopportunitiestoreinforce,reward,andcelebratetheaccomplishmentsofindividuals.BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型6领导能力LeadershipSkills

授权

Empowerment/Delegation

定义运用适当的授权，使员工对更高层组织问题更有责任感，并鼓励个人超越当前能力水平。Usingappropriatedelegationtocreateasenseofownershipofhigher-levelorganizationalissuesandencouragingindividualstostretchbeyondtheircurrentcapabilities.主要行为指标KeyAction

选择授权对象Choosestargets根据时间、技能、经验、职位和成长机会，将工作分配给最适当人选。Givesworktothemostappropriatepersonbasedontime,skills,experience,position,andgrowthopportunities.

定义授权范围Defineslatitude定义行动范围和界线，提供充分的决策自主权，以提高工作责任感；让组织内部尽可能下放决策权，以推行自主的管理。Defineslatitudeofactionandboundariesthatprovidesenoughautonomyindecisionmakingtoencourageownershipoftasks;pushesdecisionmakingandautonomydownwardthroughtheorganization.

提倡承担责任Promotesaccountability授权；鼓励和支持他人承担责任；鼓励承担风险，深入了解失误原因，并从中学习。Delegates;providesencouragementandsupporttoothersinacceptingresponsibilitywithaccountability;promotesrisktaking,exploresthereasonsformistakes,andlearnsfromthem.

提供指导Providesguidance确认对方的理解程度；提供指示、资源和引导，以促进成功，但不干涉对方对整个授权的掌控。Checksforunderstanding;providesinstruction,resources,andguidanceasappropriatetosupportsuccesswithoutunderminingtheindividual’sfullownershipofissues.

后续追踪Followsup在组织流程中建立追踪方法和相关责任义务，对授权适当控制。Buildsfollow-upandaccountabilityintoorganizationalprocessestomonitorissues.BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型7领导能力LeadershipSkills

团队发展

TeamDevelopment

定义运用适当的方法和人际互动方式，发展、激励并指导团队取得成功并达成业务目标。Usingappropriatemethodsandinterpersonalstylestodevelop,motivate,andguideateamtowardsuccessfuloutcomesandattainmentofbusinessobjectives.主要行为指标KeyAction

组建团队Buildsteam评估资源需求，聘用、吸引、选拔并留任人才；从组织内部及跨组织两个方面发展团队。Evaluatesresourceneedsandrecruits,attracts,selects,andretainstalentedindividuals;workstodevelopteamsbothlocallyandacrossorganizationalboundaries.

设定团队期望Establishesteamexpectations与同事和团队成员协同工作，建立达成目标的绩效期望。Workscollaborativelywithcolleaguesandteammemberstoestablishperformanceexpectationsnecessarytoachieveobjectives.

澄清角色、职责和目标Clarifiesroles,responsibilities,andobjectives与团队成员共同澄清团队内的角色与责任，以确保成功。Workswithandinvolvesteammembersinclarifyingtheteamrolesandresponsibilitiesnecessaryforsuccess.

鼓励团队Encouragesteam寻找并利用机会激励、庆祝并奖励成功的团队绩效。Looksforandcapitalizesonopportunitiestomotivate,celebrate,andrewardsuccessfulteamperformance.

监控团队绩效表现Monitorsteamperformance关注团队绩效；帮助团队维持正确方向；必要时，协助团队调整。Staysclosetoteamperformance;helpstokeeptheteamontrack;facilitatesadjustmentswhennecessary.

提供团队支持Providesteamsupport向团队提供个人时间；帮助克服障碍；提供持续反馈和适当引导。Offertheteamownpersonaltime;helpsinovercomingbarriers;providesongoingfeedbackandappropriateguidance.BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型8领导能力LeadershipSkills业务敏锐性BusinessAcumen

定义了解和利用经济、金融和行业资料，准确判明业务优势和弱点，确定关键问题并制定战略和计划。Understandingandutilizingeconomic,financial,andindustrydatatoaccuratelydiagnosebusinessstrengthsandweaknesses,identifyingkeyissues,anddevelopingstrategiesandplans.主要行为指标KeyAction

分析Analyzes准确进行充分的财务定量计算和/或理解财务图表的含意。Accuratelyperformssubstantialquantitativefinancialcalculationsand/orunderstandstheimplicationsoffinancialgraphs,charts,tables,etc.

整合信息Integrates有效整合财务数据，并识别关键问题和决策标准以决定战略和计划。Integratesfinancialdataeffectively,allowingfortheidentificationofkeyissues,decision-makingcriteria,andthedeterminationofstrategiesandplans.

理解财务策略和系统的应用方式Understandstheapplicationoffinancial strategiesandsystems使用适当的财务战略和系统，使现金流最大化，并降低组织风险。Usesappropriatefinancialstrategiesandsystemstomaximizecashflowandlimitrisktotheorganization.BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型9业务管理能力Business/ManagementSkills运营决策OperationalDecisionMaking

定义对比与发掘信息的关联性；获取相关信息并确定关键问题；综合考虑资源、限制条件和组织价值观，制定可选的一系列行动方案，选择方案并付诸行动。Relatingandcomparing;securingrelevantinformationandidentifyingkeyissues;committingtoanactionafterdevelopingalternativecoursesofactionthattakeintoconsiderationresources,constraints,andorganizationalvalues.主要行为指标KeyAction

搜集信息Seeksinformation确认/识别需要补充的额外信息，并清楚信息需求的内容以及获取方式，以获取这些额外的信息；询问相关的具体问题，去确认事实并获得额外的信息。Identifies/Recognizesinformationgapsortheneedforadditionalinformationandobtainsitbyclearlydescribingwhatneedstobeknownandhowitcanbeobtained;makesrelevant,clear,andspecificinquiriestoverifyfactsandobtainadditionalinformation.

组织信息Organizesinformation组织定性信息和数据，以识别/解释趋势、问题及其原因；比较、对照并整合信息，以鉴别深层的问题根源；寻找表面上彼此独立问题或事件之间的联系，以认清趋势、问题和潜在的因果关系。Organizesqualitativeinformationanddatatoidentify/explaintrends,problems,andtheircauses;compares,contrasts,andcombinesinformationtodetermineunderlyingissues;seesassociationsbetweenseeminglyindependentproblemsoreventstorecognizetrends,problems,andpossiblecause-effectrelationships.

执行数据分析Performsdataanalysis整理并处理数据，识别/解释相关趋势、问题及其原因。Organizesandmanipulatesquantitativedatatoidentify/explaintrends,problems,andtheircauses.

发展并评估方案Developsandconsidersalternatives提出并鼓励他人提出处理问题的备选方案；根据影响客户、员工和组织的因素制定决策准则；将备选方案与决策基准进行对比，综合考虑机会与风险；选择最佳行动方案。Generatesandencouragesotherstogenerateoptionsforactiontoaddressanissueorproblem;developsdecisioncriteriabasedonfactorsthataffectcustomers,employees,andtheorganization;comparesoptionstocriteriabyconsideringtheopportunitiesandrisks;selectsthebestcourseofaction.

获取承诺Gainscommitment让相关人员参与决策/行动制定，理解他们的需求并获取他们对行动的承诺；必要时建立大家的共识。Involvesthoseaffectedbyadecision/actioninamannerthatdemonstratesunderstandingoftheirneedsandgainstheircommitmenttotheaction;buildsconsensuswhenappropriate.

展示决断力与行动Demonstratesdecisiveness/action采取或促成行动处理问题，防止问题产生或解决问题。Takesorinitiatesactiontoaddressanissue,preventaproblemfromarising,orsolveaproblem.BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型10业务管理能力Business/ManagementSkills推动执行DrivingExecution定义将策略转化为实际运作；将战略优先事项或业务举措分解为若干项关键任务，并确定职责；对沟通、人员、文化、流程、资源和体系加以整合，以确保有效执行和达成预期结果。Translatingstrategyintooperationalreality;breakingdownstrategicprioritiesorbusinessinitiativesintokeytasksandidentifyingaccountabilities;aligningcommunication,people,culture,processes,resources,andsystemstoensureeffectiveimplementationanddeliveryofrequiredresults.主要行为指标KeyAction

聚焦关键任务Focusesonkeytasks将战略优先事项转化为具体的任务和行动；将长期目标分解为中、短期的阶段性目标；根据情况变化调整任务和活动。Translatesstrategicprioritiesintospecifictasksandactionsrequiredtoimplementastrategicpriorityorbusinessinitiative;breaksdownlong-termgoalsintoshort-andmedium-termmilestones;adjuststasksandactivitiesascircumstanceschange.

制定沟通策略Establishescommunicationstrategy以吸引和激励员工的方式向个人或者团队清楚地传达战略、计划、信息和观点，并帮助他们理解其在战略实施中的作用；建立有效的流程和系统以推动和策略执行相关的信息的双向交流。Clearlyconveysstrategy,plans,information,andideastoindividualsorgroupsinamannerthatengagesandmotivatespeopleandhelpsthemunderstandtheirroleinimplementingthestrategy;developsprocessesandsystemsthatenablethecommunicationrelatingtothestrategyimplementationtoflowbackandforth.

确立执行职责Createsaccountabilityforexecution与那些参与执行的人合作，确保他们的工作方向与目标一致，并增进他们对自身角色与期望目标的理解；确保员工对行动负责、拥有行动的权限，并在执行中遵循组织的价值观。Workswiththoseinvolvedinimplementationtoensuretheiralignmentwithobjectivesandtoimprovetheirunderstandingoftheirroleandrequiredoutputs;ensuresthatpeoplewhoareaccountableforactionshavetheauthoritytoactandimplementconsistentwithorganizationalvalues.

确保具备技能并准备就绪Ensuresskillsandreadiness确定并发展员工推进具体战略和目标的能力，这包括对所需技能和知识的培训和/或学习；针对员工的技能薄弱环节进行辅导。Identifiesanddevelopspeoplecapabilitytodrivespecificstrategiesandobjectives,whichmayincludetrainingand/oracquisitionofneededskillsandknowledge;coachespeopleinareaswhereskillsarenotstrong.

整合系统和流程Alignssystemsandprocess确定并整合系统与流程，以支持具体战略的实施。Alignssystemsandprocess—Identifiesandalignssystemsandprocesstosupportimplementationofspecificstrategies.

建立评估准则Createsmeasurementdiscipline建立追踪实施步骤和结果的标准和制度，包括领先和滞后标准。Establishescriteriaandsystemstotrackimplementationstepsandresults,includingbothleadandlagmeasures.BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型11业务管理能力Business/ManagementSkills正直诚信Authenticity

定义通过表现坦率和真诚、举止始终如一，并且一切行为遵从道德、伦理、专业和组织的准则，赢得他人的信任。Gainingotherpeople’strustbydemonstratingopennessandhonesty,behavingconsistently,andactinginaccordancewithmoral,ethical,professional,andorganizationalguidelines.

主要行为指标KeyAction

信息公开Openlydiscloses与他人分享有关自己的信息，承认自己的优点与缺点；公开谈论公司的原则、价值观、动机和意图；准确完整地提供信息。Sharesinformationaboutoneselfwithothers,acknowledgingstrengthsaswellasvulnerabilities;declaresfirmprinciples,values,motives,andintentions;representsinformationaccuratelyandcompletely.

表里如一Staystruetoself即使在压力下也按照个人的价值观、标准和信仰行事；在不同情况下言行一致Actsinaccordancewithone’sownvalues,standards,andbeliefsevenwhenunderpressure;ensuresthatwordsandactionsareconsistentacrosssituations.。 正直诚实Actswithintegrity遵守道德、伦理和专业标准、规章及组织政策；信守承诺。Adherestomoral,ethical,andprofessionalstandards,regulations,andorganizationalpolicies;keepscommitmentstopromisedactions.BMWChinaAssessmentCenter-DealerGeneralmanagerCompetenceprofile宝马中国经销商总经理能力模型12个性特质PersonalAttributes结果导向DrivingforResults

定义为个人或团体工作设定高目标；使用衡量方法监督目标达成情况；为达到或超越目标不懈努力；并从目标的完成及持续进步中获得满足感。Settinghighgoalsforpersonalandgroupaccomplishment;usingmeasurementmethodstomonitorprogresstowardgoalattainment;tenaciouslyworkingtomeetorexceedthosegoalswhilederivingsatisfactionfromtheprocessofgoalachievementandcontinuousimprovement.主要行为指标KeyAction

确定机会Targetsopportunities系统评估商业机会，寻求可能产生最大正面业务结果的机会。Systematicallyevaluatesbusinessopportunitiesandtargetsthoseopportunitieswiththegreatestpotentialforproducingpositivebusinessresults

建立挑战性目标Establishesstretchgoals为自己和他人设立挑战性目标，以实现正面的业务结果。Establishesstretchgoalsforselfandothersthataredesignedtoachievepositivebusinessresults.

实现目标Achievesgoals努力工作达成挑战性目标，并从达成目标、取得正面业务结果中得到满足。Workstenaciouslytowardandderivessatisfactionfromachievingstretchgoalsrelatedtopositivebusinessresults.

保持专注Staysfocused保持自律；评测进程和结果；必要时重新排定优先次序；防止无关事项干扰重要任务的及时完成。Remainsself-disciplined;measuresprogressandevaluatesresults;reprioritizesasappropriate;preventsirrelevantissuesordistractionsfrominterfe