1、主管中心才干發(fā)展主辦：宏鉅光電科技(中山) 品保部講師：趙蘇平追求績效的人才管理.課程架構 以人為本的管理 (Achieving through people)好主管的角色與責任如何成為高績效的主管反思與應用.課程架構 領導變革 (Change leadership)協(xié)助變革領導變革.課程架構 目標/方向設定 (Setting direction)目標設定的原則/戰(zhàn)略/實習.課程架構 績效計劃的溝通個案研討和角色扮演行動計劃.課程架構 賦能授權授權的主要概念與技巧創(chuàng)造授權的環(huán)境(Empowerment / enabling).課程架構 溝通輔導 (Coaching and Communicat

2、ion)輔導的主要概念與技巧有效溝通輔導的流程.課程架構 賞罰清楚 薪酬管理的概念/原則.課程架構 績效不佳者之管理 部屬個案探討行動計劃.Module 1Achieving Through People單元一：以人為本的管理People Management Effectiveness追求績效的人才管理.第一課以人為本的管理.COMPETING FROM INSIDE從內(nèi)而外的竟爭力EmployeeSatisfactionAnd Loyalty員工滿意與忠誠CustomerSatisfactionAnd Loyalty客戶滿意與忠誠ShareholderSatisfactionAnd Loy

3、alty股東滿意與忠誠Our Challenges 我們的挑戰(zhàn)：High employee turnover 人才流失率高Perceived “unfairmess 賞罰不明Sense of achievement 缺乏成就感Unhealthy culture 公務員心態(tài)Poor execution power 執(zhí)行力差.Key Management Initiatives關鍵管理主動出擊行動Execution Power 執(zhí)行力 KPI setting,review,Feedback,coach,Improvement設定KPI,檢討,回鐀,輔導,改進Performance-BasedHR

4、Systems 績效導向的人資系統(tǒng)Incentive 獎金Promotion 晉升Separation 解雇Merit increase 調(diào)薪PerformanceReview & Development績效考核與發(fā)展Quality ofManagement管理才干HealthyCulture具竟爭力文化+Productivity/Result生產(chǎn)力/結果EmployeeSatisfactionLoyalty員工滿意/忠誠CustomerSatisfaction/loyalty客戶滿意/忠誠.Overall Workshop Objectives整體課程目標THINK . .思索 - Inwa

5、rd: What kind of manager I am？What are my strengths and weaknesses a manager？ 內(nèi)?。何沂悄囊环N主管？我有哪些強處和弱點？ - forward：What can I do to be more successful in the future？PRACTICE . .練習 - New tools and skills in people management 人才管理的新工具和技巧PLAN . .計劃 - How to apply back in work setting？ 如何將所學應用到任務場合？Heve fun

6、. . .Learning Process學習流程Key concepts/tools and felt need for development主要/概念工具及覺得有發(fā)展的需求AWARENESS 察覺TOOL/PROCESS 工具/流程PRACTICE 練習APPLICATION 應用Simple tool/process to enhanceManagement effectiveness簡單的工具/流程以加強有效管理Practice how to use lf the Tool/process effectively練習如何有效利用工具/流程Learn about survey resu

7、ltAnd develop action items了解問卷結果發(fā)展行動方案.Overall Workshop Plan整體訓練計劃Mldule 1 ： 單元一Achieving through People 以人為本的管理Change leadership 變革領導Mldule 2 ： 單元三Empowerment/Enabling 賦能授權Communication & coaching溝通輔導Mldule 3 ： 單元二Setting direction 目標/方向Mldule 4 ： 單元四Consequence management 賞罰清楚.Module 1 Objectives：

8、Achieving Through People單元一 目標：以人為本的管理Understand the importance of people management skills in achieving business results 了解要達到企業(yè)經(jīng)營成果人才管理的重要性Understand the roles and skills of change leadership 了解變革領導的角色和技巧Personal reflection on your required people management competencies 對本人人才管理才干的反思.Module 1 Sche

9、dule：Achieving Through People單元一 時程：以人為本的管理第一課 以人為本的管理 (Achieving through people)好主管的角色與責任如何成為高績效的主管反思與應用第二課 領導變革 (Change leadership)協(xié)助變革領導變革.Learn From My Best Boss從最正確老闆學習If you look back to many bosses you worked with throughout the years )work and nonwork setting),who is your best boss？ 假設回顧他過去曾

10、經(jīng)協(xié)作過的主管(任務或非任務場 合)，誰是他最好的老闆？What has s/he done that makes you think s/he is the best boss？ 他/她做了什麼，讓他覺得他/她好的老闆？What are the effects lf his /her management behaviors to you and to the whole team？ 他/她的管理行為對他和整個團隊造什麼樣的影響？.Become an Effective Manager：Starting from Where We Are成為一位更有效主管：就以現(xiàn)在為起點Managers d

11、evelop different management styles and behaviors due to personality, values,and early life experience (childhood,school,early career,functional background) 由於個性，價值觀，和早期生活經(jīng)驗(童年，學校，早期任務，職能背景)，管理者發(fā)展出不同的管理風格和行為Step 1: Be aware of current styles and behaviors and their consequences步驟一：察覺目前的風格和行為以及產(chǎn)生的後果St

12、ep 2: Identify 2-3 areas of improvement步驟二：指出2-3個可以改進的地方Step 3: Develop concrete actions to upgrade oneself步驟三：發(fā)展提升本人的具體行為Self Discovery Journey 自我探求之旅.Different Profiles for Improvement需求改善的不同情景ChangeLeadership變革領導SettingDirection目標/方向設定ConsequenceManagement賞罰清楚Communication& Coaching溝通輔導Empowermen

13、t& Enabling賦能授權.Croup DiscussionIn your group,discuss the following questions based on the assigned profile: 根據(jù)批定的情景，在他們這一組討論以下的問題：Q1: Have you seen this kind of manager?As a subordinate ,how would you feel working with this kind of manager問題一：他有見過這樣的主管嗎？身為部屬，和這樣的主管任務，他覺得如何？Q2: what are the conseque

14、nces of his/her management behavior to the team and company ?問題二：這樣的管理 行為對團隊和公司有哪些後果？Q3*: If you were his/hwr best friend ,what is your advice to this manager?問題三：假設他是他/她最要好的朋友，他對這主管的勸告是什麼？Please record discussion summary of Q2 and Q3 in flipchart. 請把問題二和三的討論摘要寫在簡報架上.Improvement Profile#1: Setting D

15、irection需求改善的情景(1)：目標/方向設定ChangeLeadershipSettingDirectionConsequenceManagementCommunication& CoachingEmpowerment& EnablingCommon Behaviors 常見行為Dont waste time in planning and analysis. Just do it.不要時間做規(guī)劃和分析，做就是了。Play safe by betting on many different projects 保險起見，同時做很多不同的projects ,分散風險。Change dire

16、ctions too fast or frequently.Many projects or initiatives not follow through 太快或太常改變方向，很多專訪案沒有貫徹究竟。Provide vague direction.Seldom clearly defines performance expectations with mutually agreed goals 提供模糊的大方向。很少清楚界定雙方贊同的績效目標Avoid making importance decisions promptly 逃避很快作艱苦決定?.Improvement Profile#2:

17、Setting Direction需求改善的情景(2)：賦能授權ChangeLeadershipSettingDirectionConsequenceManagementCommunication& CoachingEmpowerment& EnablingCommon Behaviors 常見行為Not trust or respect employee competencies 不信任或尊重員工的專業(yè)才干Not satisfied with technical skill and performance standard of subordinates. Often jump direct

18、ly into the project to get work done. 不滿意部屬的技術才干和表現(xiàn)水準，經(jīng)常直接本人跳下去把任務完成Ddlegate more than one person/team to do the same job/project so in case another one fails 指派一個以上的人或小組做一樣任務/專業(yè)，以防其中一個失敗。Micro-manage to ensure success 管理很細，以確保勝利Ask subordinates to do trivial supportive work rather than one whole pi

19、ece of work 要求部屬做些瑣碎的援助性任務，而不是一個完好的任務。 . .?.Improvement Profile#3: Setting Direction需求改善的情景(3)：溝通輔導ChangeLeadershipSettingDirectionConsequenceManagementCommunication& CoachingEmpowerment& EnablingCommon Behaviors 常見行為Busy in attendig meeting with senior management. 忙於和高階主管開會，沒有定期召開本人部門會議Make importa

20、nt decisions promptly without soliciting subordinates input. 沒有征求部屬任何意見，很快便做出重要決定Always call key persons to give instructions indivedually. 總是打電話給key persons個別下指令Relies on megative corrective feedback to emphasizeWhat is being done wrong and whar must be corre 用負面的糾正回饋，強調(diào)什麼做錯了，而什麼必須矯正Ppoor communica

21、tion: did not spesk much. Little say or influence in high-level meeting 溝通不良：很少說話，高階會議時話很少，沒什麼影響力。 . .?.Improvement Profile#4: Setting Direction需求改善的情景(4)：賞罰清楚ChangeLeadershipSettingDirectionConsequenceManagementCommunication& CoachingEmpowerment& EnablingCommon Behaviors 常見行為 . .Performance evaluat

22、ion based on subjective judgment and unclear performance criteria 根據(jù)主觀判斷和不清楚的績效標準 績效評估Promotion opportunities and reward decisions based on degree of trustworthiness/loyalty, not fact-based performance 根據(jù)/信任 的程度，而不是以事實為依據(jù)的績效，給予升適機會和獎勵決定Protect subordinates in spite of unsatisfactory performance 即使績效

23、不甚滿意，仍護部屬Lack of edge to make tough personnel decisions,especially those who work together for a long time. 缺乏勇氣做出棘手的人事決定，特別是那些一同任務很久的?.Improvement Profile#5: Setting Direction需求改善的情景(5)：變革領導ChangeLeadershipSettingDirectionConsequenceManagementCommunication& CoachingEmpowerment& EnablingCommon Behav

24、iors 常見行為 . .Not open-minded to changes:We tried it before,we know it already,it is not allowed here,it wont work,. 對改變無法敞開心胸：我們以前試過了，我們己經(jīng)知道，在這裡是不可以的，行不通的。Not listening to employee suggestions. Over-confident due to past experiences, expertise, or track record 不聽員工的建議，由於過去經(jīng)驗，專業(yè)或勝利而太過於自信。Good memory

25、of past glory.We were world class 10 years ago.Our Practices have been working for many years 這份緬懷過去的榮耀，10年前我們可是世界級的， 這些作法我們早己行之有年了。?If it is working,kont fix it .if it is not working ,it is because of someone else problems假設可以用，就不用改；假設不能用，那是因為別人的問題。.Plot Your Current Profile 畫上他目前的剖面圖ChangeLeadersh

26、ip變革領導SettingDirection目標/方向設定ConsequenceManagement賞罰清楚Communication& Coaching溝通輔導Empowerment& Enabling賦能授權.Personal Reflection:Becoming a Better Manager個人反思：成為更好的主管Which areas do you think you do well? Which areas not so well? 他覺得哪些本人做得不錯？哪些地方不是那麼好？Based on earlier discussion, what are some useful s

27、uggestions for your personal improvement? 根據(jù)之前的討論，有哪些建議對他個人改善有幫助？.Survey Feedback for Personal Reflection問卷回饋以供個人反思Basic assumption: We all have strengths and weaknesses 根本假設：我們都有強處和弱點。Self awareness is the first step for improvement (Awareness Intention Improvement Achievement) 自我察覺是改善的第一步(察覺 意願改進效

28、果)Feedback is a gift from others l回饋是別人給的禮物Feedback is all good news 回饋都是好的音訊Need to balance your emotional reactions .Dont over-react or under-react .Take it as useful data for improvement 需求平衡他的情緒反應，不要反應過度或太麻木，把它當作是對改進相當有用的資料The numbers do not reflect absolute truth ,but usually provide useful mes

29、sages 數(shù)字不一定反映絕對真理，但通常提供有用的訊息。You are the ULTIMATE JUDGE whether to take any action and which areas to focus on (No absolute prscription) 他是最終裁判，決定要不要采取行動，要改善哪些地方(沒有絕對的處方).Interpreting Your Feedback Report:People Management Competencies個人報告的詮釋：人才管理的才干Step 1: Identify your strengths 找出他的強處Highest scor

30、es by subordinates 部屬評的最高分Step 2: Identify your weaknesses 找出他的弱點Lowest scores by subordinates 部屬評的最低分Step 3: Largest inconsistency between self and subordinate assessment 本人和部屬評分最大的差距Step 4: What do you want to improve based answers in Steps 2 and 3 ? 根據(jù)步驟2和3上面的答案，他要改進哪些地方？Rule of thumb:4.0 Areas o

31、f strength衡量法則：4.0強處.Competencies of Effective Managers有效主管的中心才干ChangeLeadership變革領導ConsequenceManagement賞罰清楚SettingDirection目標/方向設定Communication& Coaching溝通輔導Empowerment& Enabling賦能授權.Organizational Capacity for Change組織變革才干Slow慢Fast 快EnvironmentalTurbulence經(jīng)營環(huán)境的變動還度123451234512345StrategicDecisive

32、ness重要決定的果斷性OrganizationalResponsiveness整體組織的反應速度.Step 1:Understand Employee Concerns步驟一：了解員工關心什麼Why change? (We are basically okay)為什麼要變？我們根本上很好??！Whats in it for me (WIIFM)? (short term/long term,tangible/intangible)對我而言，改變有什麼好處？短期的/長期的，有形的/無形的Will I succeed? (competence, confidence)我會勝利嗎？才干，自信心Wha

33、t may I lose /miss? (current relationship, expertise power, comfort zone, position power, financial loss)我能夠失掉什麼？目前的關係，專業(yè)才干，舒適范圍，職位權力，財務損失How much time and efforts do I need to invest? (to implement change, rebuild relationships, learn new skills)我需求投入多少時間和努力？執(zhí)行變革，重建關第，學習新技藝How will I feel ?(Uncerta

34、inty, unfamiliarity, not in control, stress)心思上，我會覺得如何？不確定，不熟習，不在掌控中，壓力What may I face? (Confusion and chaos in work, process,)任務上，我能夠要面對什麼困難？任務，流程上，等等困惑和混亂COSTS (OBVIOUS) GAINS(MAY BE) NO!代價顯而易見的 好處能夠有的不!.第一課結束休憩！.第二課領導變革.Major Concerns in Face of Change面對變革的主要考量Inertia: Why change?慣性：為什麼改變？Perceiv

35、ed gain?預見的好處？Confidence about success (Personal,company)對勝利的自信心個人的，公司的Perceived loss看得到的損失Psychological unfamiliarity and uncertainty心思上的不熟習感和不確定感Extra work, efforts , and chaos額外的任務，努力和混亂.Step 2:Diagnose Change Dynamics 步驟二：診斷變革的動力分析Helping助力Hindering阻力As isCurrent Pain 現(xiàn)況的痛楚Future Gain 未來的好處Chanc

36、e of Success 勝利的機會Perceived loss 看得到的損失DESIREDSTATEPsychological stress/Uncertainty 心思壓力/不確定Extra work/ time/Chaos/confusion 額外任務/時間/混亂/疑惑Option 1: Increase the strength of helping factors 選擇一：添加助力的強度Option 2: Decreases the strength of hindering factors 選擇二：減少阻力的強度Option 3: Do both 選擇三：雙管齊下.Strategy

37、 #1: Increase Pain 戰(zhàn)略1：添加現(xiàn)況的苦楚Help employees think more about the opportunities of future gains 幫助員工多想想未來獲益的機會Encourage them to take this as a good developmental experience 鼓勵他們把這當做是一個很好的發(fā)展經(jīng)驗Emphasize the overall interest of the team or company 強調(diào)團隊或公司整體利益Strategy #3: Increase confidence 戰(zhàn)略3：添加自信心Re

38、call previous successful change experience to increase confidence 回想以前勝利的變革經(jīng)驗以添加自信心Strategies and Tools to Facilitate Change協(xié)助變革的戰(zhàn)略和工具Share information/data to help subordinates understand the rationale and necessity for change 分享資訊/資料以幫助部屬了解變革的緣由和必要性Help employees understand the consequences of not

39、 changing幫助員工了解不改變的後果Strategy #2: Increase Gain 戰(zhàn)略2：添加好處.Strategy #4: Ruduce loss 戰(zhàn)略4：減少損失Help them accept change as reality that cannot be changed 幫助他們接受變革是不能改變的現(xiàn)實Encourage subordinates to openly share their feelings & concerms鼓勵部屬開放分享他們的感覺和關心的事Strategy #5: Ruduce psychological uncertainty 戰(zhàn)略5：降低心思

40、上的不確定感Involve employees in developing action plan that is within your control 和他部屬一同發(fā)展在他們掌控范圍內(nèi)的行動計劃Connect with others who face similar challenges 與其他面對類似挑戰(zhàn)的人聯(lián)繫或分享經(jīng)驗Leverage extra or outside resources 借用額外或外面的資源Strategy #6: Reduce chaos and extra work 戰(zhàn)略6：減少混亂和額外的 任務Clarify who is supposed to do wha

41、t by what process 廓清“應該用什麼流程做什麼事Frequently share information with employees 經(jīng)常和員工分享資訊Provide training or coaching support to employees to perform new jobs 提供訓練或任務教導，以協(xié)助員工執(zhí)行新任務.Step 3:Develop Intervention Strategies:Application Exercise步驟三：選用適用方法：應用練習By going through the 3-step process, develop some

42、strategies that you can use to facilitate your staff to accept the current organizational changes (e.g., split between DMS and ABO)？籍著這三個步驟流程，發(fā)展出一些他可以用來敦促他部門同仁接受目前組織變革的方法Step 1 : What kind of change you want to facilitate in your unit?我能夠失掉什麼？目前的關係，專業(yè)才干，舒適范圍，職位權力，財務損失Step 2 : What are the strengths

43、of helping and hindering factors ? (use forced field analysis)步驟二：各助力和阻力要素的強度？(利用力場分析) Step 3 : What are useful intervention strategies for my team?步驟三：什麼是協(xié)助我團隊改變的方法？.Personal Action Plan Form個人行動計劃What are the key learning from this session?這個課堂，主要的學習是什麼？How will I apply to the job?我將如何應用到工作上？The i

44、mmediate actions:立即行動是：.Achieving Through People以人為本的管理“How are you doing as a leader? The answer is how are the people you lead doing? Do they learn? Do they visit customers? Do they manage conflicts? Do they initiate change? Are they growing and getting promoted? When confused as to how youre doin

45、g as a leader, find out how the people you lead are doing. You will know the answer. “身為領導者他做得如何？答案在於他帶的人做得如何？他們有學習嗎？他們有拜訪顧客嗎？他們有處理沖突嗎？他們有主動改變嗎？他們有在成長和得到升遷機會嗎？當他對本人作為領導者做得如何感到困惑時，看看他帶的人做得如何。他就會知道答案。Larry Bossidy, ex-CEO, Allied SignalLarry Bossidy, ex-CEO, Allied Signal“At the end of the day you bet

46、 on people, not strategies.歸根究竟，他下賭注在人才身上，不是戰(zhàn)略。.第三課目標/方向設定.追求績效的人才管理單元二：目標/方向設定.Competencies of Effective Managers有效主管的中心才干ChangeLeadership變革領導ConsequenceManagement賞罰清楚SettingDirection目標/方向設定Communication& Coaching溝通輔導Empowerment& Enabling賦能授權.單元二目標：目標/方向設定了解如何設定“SMART的目標和對績效清楚的期望了解如何溝通績效計劃，並得到達成目標的

47、承諾經(jīng)由個案研討，學習連結多層目標的正確方法和技巧.單元二課程順序：目標/方向設定目標/方向設定目標設定的原則/戰(zhàn)略/實習績效計劃的個案研討和角色扮演行動計劃.績效突破的人才管理企業(yè)/戰(zhàn)略目標KPI個人目標任務職掌生涯發(fā)展流程系統(tǒng)訓練發(fā)展計劃績效不佳管理績效導向的獎酬系統(tǒng)輔導/監(jiān)督職能授權FEEDBACK/REVIEW評核正式/非正式PRD Process(Formal)*升遷*潛在才干評定*生涯咨商/規(guī)則*知識*技藝*態(tài)度/價值觀*輔導/矯正*文件記錄*紀律行動*酬賞管理*調(diào)薪*績效獎金*留任.Performance=?什麼能使員工達到令人滿意的績效表現(xiàn)？主管可以如何幫助員工達到令人滿意的績

48、效表現(xiàn)？Performance.績效管理循環(huán)目標設定等待結果等待標準績效計劃設定績效期望期初績效評估期末追蹤期中The CORE:Communication Feedback Giving Consensus & Commitment App. Interview Reward/Recognition Improvement PlanTraining & Development Empowering/Enabling Coaching Motivating Counseling Correcting Documentation.我的KPI？目標？我為了什麼在這裡？.目標設定願景，使命長期目標主

49、要等待的成果年度目標，主要績效指標)普通部門的KPI跨功能的KPI雙方贊同目標直屬主管個人執(zhí)行定期檢討績效評估OrganizationDepartmentIndividual.目標設定的目的使目標明確/清楚讓員工對他們本人的目標有擁用感和責任感員工將精神集中在KPI上有評估的標準/基礎.目標設定的原則明確的可測量的可達到的相關的有期限的S.M.A.R.T.目標設定 一個簡單的公式+Starting from a VerbMajor/specific ActivityKPIe.g.,* Achieve* Increase* Reduce* Enhance* Shorten* DevelopTar

50、get/VolumeTime(Deadline)Weighting+* Sales Revenue*Customer Satisfaction rate* Customer Complaint rate*Production quality*XXX handling process* New customers/new skills* NT$ 100M* 4.0 of 5-point scale* From current 8% to 4%* By the end of 2nd Q.* By the end of Dec.(w/o increasing budget/manpower)* 30

51、%* 20%* 15%.明確的可測量的數(shù)量Number of 數(shù)字銷售報表項目單位計劃建議百分比添加/減少.明確的可測量的品質(zhì)Number of 數(shù)字 Percentage of 拒絕件數(shù)埋怨錯誤退貨艱苦貢獻.明確的可測量的費用$ of 多少錢資料費用營運費用服務費用存貨費用.明確的可測量的時間明確日期By 多少天以前How many Days.KPI/目標設定回顧.OVERALL ASPIRATIONS IN 2002 AND 2004KPISKPI Targets for 2002KPI Targets for 2004Annual revenue growthNet Profit/EPS

52、Customer SatisfactionDeployTo Next pageRevenue share of new productsTalent Retention 30% 30% 3% (NP) 3.5 (EPS, prelim) 5% (NP) 5% (EPS, prelim) Rating of 4 out of 5* Rating of 4.6 out of 5* (excellent) 10% 30% Turnover rate 5% of top tier performers (2nd half 2002) TBD.What it takes to achieve teams

53、 KPIs?Who is responsible for what?WHO?PERFORMANCETARGETTEAMS KPIsCONTRIBUTINGFACTORSDelivery/FulfillmentQualityPricingCustomerSatisfaction(4.0)DeployTo Next page為了要達到這個KPI，該做些什麼？.任務表A：達到團隊KPIs的促成要素Customer SatisfactionContributing FactorsPerformance targetResponsible Staff1.Delivery/fulfillment95%,5

54、 daysMaterials, Manufacturing, Logistic2.QualityAnnual Failure rate10%R & D, Materials Manufacturing3.PricingCompetitive to Major CompetitorsAcct. mgnt., R & D, Materials, Manufacturing4.Customer serviceAcct. mgnt., Customer ServiceDeployTo Nextpage.Worksheet B: KPIs of ManufacturingStaff Name: Manu

55、facturingResponsibleContributing FactorsPerformanceTargetweightStandard ofPerformance Level0%100%150%1.Reliability of delivery40%2.Throughput time20%3.Quality20%4.MOH20%5.Staff signature:Date:Supervisor signature:Date:.Objective Deployment Matrix & Cross-functions Cooperation (sample)Objective:Custo

56、mersatisfactionFunction Division/DepartmentRemarkAccountMgnt.OPPDMaterialsFinanceHR/ADM Account Manager Take leadReliability of Shipment Material Cost DownQuality : High responsibility; : Medium; : Low .Objective Deployment Matrix & Cross-functions CooperationObjective:Function Division/DepartmentRe

57、mark : High responsibility; : Medium; : Low .處理跨功能責任歸屬的流程假設他KPI的達成須依別部門或功能的人的績效而定，可用以下流程： 提高到功能或部門最高主管 確定其他功能或部門意見這共同的KPI 贊同這共同KPI的加權數(shù) 找相關人員組跨功能團隊，並有一明確的負責人 建立溝通協(xié)調(diào)的協(xié)定 .Communication of Performance Plan.第四課績效計劃的溝通.績效計劃的溝通主管和個人的責任： 主管有義務給予清楚、精準、且正確的資訊 個人有義務盡能夠地多廓清資訊 .溝通焦點與流程目標:陳述需求達成的目標理由：解釋為什麼設定這些目標的

58、理由；解釋整個BUSINESS的全貌，以及一切相關背景資料機會(一方面)：以樂觀的方式，用機會來鼓勵，&提供資源/支持，如預算，人員，幫助 障礙(另一方面)：提示那些會是挑戰(zhàn)，障礙，限制或其他CONCERNS等等評量：清楚溝通測量指標，如：數(shù)量、品質(zhì)、期限、獎勵誘因.Communication of Performance PlanThe “GROOM ModelMGROOGoalReasonsOpportunities/Optimistic sideObstaclesMeasures.績效計劃的溝通主管和員工個人的態(tài)度： 誠實堅定 直接尊重.角色扮演個案研討 三人一組角色扮演_ 一個扮演主管

59、，一個扮演員工，另一個扮演觀察員以FISH BOWL的方式角色扮演_一組角色扮演，其他組當觀察員 三人一組角色扮演_ 另一個CASE.觀察表格觀察員觀察並回饋給扮演主管和部屬者主管練習GROOM，部屬問問題廓清以確認了解GoalReasonsOpportunities/Optimistic sideObstaclesMeasures清楚嗎？MGROO證據(jù)可改善處溝通態(tài)度.問卷回饋以供個人反思根本假設：我們都有強處和弱點 回饋是別人給的禮物 回饋都是好音訊 需求平衡他的情緒反應，不要反應過度或太麻木。把它當作是對改進相當有用的資料數(shù)字不一定是反映絕對真理，但通常提供有用的訊息自我察覺是改善的第一

60、步(察覺意願改進效果) 5. 他是最終裁判，決定要不要采取行動，要改善那些地方(澤有絕對的處方).問卷回饋以供個人反思根本假設：我們都有強處和弱點 回饋是別人給的禮物 回饋都是好音訊 需求平衡他的情緒反應，不要反應過度或太麻木。把它當作是對改進相當有用的資料數(shù)字不一定是反映絕對真理，但通常提供有用的訊息自我察覺是改善的第一步(察覺意願改進效果) 5. 他是最終裁判，決定要不要采取行動，要改善哪些地方(沒有絕對的處方).找出他的強處部屬評的最高分個人報告的詮釋：人才管理的才干找出他的弱點部屬評的最低分本人和部屬評分最大的差距根據(jù)步驟2和3上面的答案，他要改進哪些地方？衡量法則：3.0必須改善；4