绩效管理专家胜任力特训营（人力资源绩效管理课程）

绩效管理专家胜任力特训营（人力资源绩效管理课程）

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培训受众

1. 企业负责绩效管理人员

Personnel taking charge of performance management

2. 企业人力资源管理人员

Human Resources Management personnel of the enterprise

3. 企业中高层管理人员和老板

Senior management personnel and boss of the enterprises

4. 有志于成为《绩效管理专家》者

People willing to be an expert in performance management

课程收益

企 业：

1，提升公司和员工的绩效，增强公司的赢利能力和竞争能力

Enterprise: Improving company and staff’s performance, enhancing company’s profitability and competitiveness

2，提升企业的投资回报率、有效吸引和留住高素质员工

Improving company’s return on investment, effectively attracting and keeping high-quality staff

受训员工：

1，获得绩效管理的专家级技能，加快本人职业发展速度和有效提升自身的职业竞争力

Trainees: Obtaining the expert-level skills in performance management, accelerating self career development pace and effectively enhancing career competitiveness

课程大纲

第一天

the first day

模块一：绩效管理策略定位与激励性绩效管理体系的创建实务

Practice of setting up performance management strategy and motivating performance management system

—案例研讨：令人沮丧的年度调薪绩效评估

Case study: frustrating performance appraisal of annual salary adjustment

—经验分享：业绩导向的绩效管理体系

Sharing experience: performance-oriented PMS

—激励与绩效管理

Motivation and performance management

—企业目标/战略与绩效管理目标

Enterprise objective/strategy/PM objective

—绩效管理体系的选择技巧

Skills and arts of selecting PMS

—MBOs, KPIs和BSCs绩效管理体系

PMS of MBOs, KPIs and BSCs

—实操技能训练：选择匹配的绩效管理体系 Practical operation skills: selecting matching PMS

—绩效指标体系的选选技巧

Skills of selecting PIS

—实操技能训练：选择合适的指标体系

Practical operation skills: selecting appropriate indicators system

—有效的绩效管理体系建立实务

Practice of setting up effective PMS

—建立与公司经营目标匹配的绩效管理制度

Setting up PMS matching company’s business goals

—绩效管理制度实施技巧

Skills and arts of implementing PMS

—绩效管理体系样本分享

Sharing samples of PMS

—工作模拟：制定有效的绩效管理制度

Job sampling: setting up effective PMS

—案例研讨：强生公司的360度评估

Case study: Johnson&Johnson’s all-round evaluation

—绩效管理制度热点问题解答

Answering hot issues of PMS

模块二：开发和应用有效的绩效指标体系—MBO、KPI和BSC绩效指标体系

Developing and practicing effective performance indicators system and appraisal methods----MBO,KPI and BSC performance indicators system

—案例研讨：奖惩标准或是绩效指标

Case study: rewards and punishment standards or performance indicators

—经验分享：业绩导向的绩效指标体系

Sharing experience: performance-oriented PMS

—目标与标准

Objectives and standards

—实操技能训练：制定目标与标准

Practical operation skills: setting up objectives and standards

—建立SMARTA 指标体系

Setting up SMATRA indicators system

—实操技能训练：建立培训经理的SMARTA指标

Setting up SMATRA indicators for training manager

—关键绩效范围的确定技巧与方法

Skills and arts and methods of key performance range

—实操技能训练：找出研发经理的关键业绩范围

Practical operation skills: finding out research manager’s key performance range

—建立公司、部门和个人的KPI指标

Setting up company’s, department’s and

individual KPI indicators

—工作模拟：定立关键绩效指标（KPI）

Job sampling: setting up KPI

—MBOs绩效指标开发实务

Practice of developing MBOs performance indicators

—KPIs绩效指标开发实务

Practice of developing KPIs performance indicators

—BSCs绩效指标开发实务

Practice of developing BSCs performance indicators

—培训员工的绩效指标定立技巧

Training staff’s skills and arts of setting up PI

—经验性练习：选择有效绩效评估方法

Empirical experience : selecting effective performance appraisal methods

—案例研讨：某公司决定不采用KPI指标体系

Case study: some company decided not to take the KPI indicators system

—家庭作业：建立指标体系

Homework: setting up indicators system

第二天

the second day

模块三：开发和应用有效的绩效评估体系实务

Developing and Practicing effective Performance Appraisal System

—案例研讨：令人难以落笔的绩效评估表

Case study: a terrible performance appraisal form

—经验分享：定性评估与定量评估

Sharing experience: qualitative evaluation and quantitative evaluation

—建立有效的绩效评估体系实务

Practice of setting up effective performance appraisal system

—工作模拟：选择正确的绩效评估体系

Job sampling: selecting proper performance appraisal system

—案例研讨：损害公司长远利益的评估体系

Case study: damage evaluation system of company’s along-term interest

—开发和应用有效的绩效评估方法

Developing and applying effective performance appraisal methods

—经验性练习：选择有效绩效评估方法

Empirical practice: selecting effective performance appraisal methods

—建立匹配的评估流程

Setting up matching evaluation process

—开发有效的绩效评估表

Developing effective performance appraisal form

—工作模拟：开发合适的绩效评估表

Job sampling: developing proper performance appraisal form

—案例研讨：某公司决定不采用KPI评估体系

Case study: some company decided not to take KPI evaluation system

—经验分享：评估制度和流程样本分享

Sharing experience: sharing samples of evaluation system and process

—小组演练：建立公司的评估制度和评估流程

Exercising by group: setting up company’s evaluation system and process

模块四：绩效面谈、绩效改进和绩效反馈技能

Skills of performance interview, performance improvement and performance feedback

—案例研讨：不开心的被评估者和评估者

Case study: unhappy assessee and assessor

—经验分享：激励性绩效反馈

Sharing experience: incentive performance feedback

—绩效面谈流程设计

Designing performance interview process

—有效的绩效面谈技巧

Skills and arts of effective performance interview

—实操技能演练：有效绩效面谈原则

Practical operation skills: effective principles of performance interview

—成功绩效讨论技能分享

Sharing skills and arts of successful performance

—建立和执行激励性绩效反馈与绩效改进计划

Setting up and implementing incentive performance feedback and performance improvement plans

—工作模拟：制定绩效改进计划

Job sampling: setting up performance improvement plans

—有效避免绩效面谈误区

Effectively avoid the mistakes in performance interview

—案例研讨：达成双赢的绩效面谈

Case study: reaching win-win performance interview

—绩效评估结果的应用技巧

Skills and arts of applying performance appraisal results

—建立业绩导向的薪酬机制

Setting up performance-oriented compensation mechanism

—实操技能演练：建立激励性的业绩反馈计划

Practical operation skills: setting up incentive performance feedback plan

—经验分享：如何把员工的业绩与员工的报酬紧密联系起来

Sharing experience: how to connect staff’s performance to staff’s compensation closely

—绩效管理热点问题研讨

Discussion about hot issues on performance management

陈老师

陈建志导师（Depew Chen）：资深实战型战略实施咨询、人力资源管理咨询和培训专家；

力资源硕士、心理学博士。20多年大型外资、合资、国营和民营企业人力资源高层管理职位工作经历。曾任亚加达国际商务教育培训中心人力资源培训导师。现任新世纪人力资源管理学会会长；知名培训品牌：外资合资企业HR经理/总监胜任力特训营首席设计师和首席培训导师；美国认证协会（ACI）授权导师，美国ACI：国际职业资格注册HR经理、执行官认认证广州区首席培训导师；GEPMS(全球企业绩效电子管理系统)首席设计师和顾问师。

Depew Chen, senior strength strategy implementation consult, HR management consulting and training expert; Master of HR, Doctor of Psychology. 20 years of working experience as HRD or above in large-scale foreign, joint ventures, state-owned and private enterprises. Mr. Chen has been the HR training coacher of Alcanta International Business Education Training Center. Currently, he is the President of New Century HR Management Association(pure academic non-profit professional Organization); Chief designer and chief training coacher of the well-known training brand—Goodcareer-Michigan: CPM-HR Training Series; Authorized coacher of American Certification Institution （ACI）; Senior training coacher of International Professional Qualification Registered HR Management Series Certification issued by American Certification Institution （ACI）in Guangzhou area; Chief designer and consultant of GEPMS(Global Electronic Performance Management System); Chief strategy and HR consultant of Goodcareer Consulting Group.

陈建志导师长期专注于人力资源管理理论的研究和应用实践，以20年的人力资源管理实战经验和8年的人力资源培训和项目服务经验同国际现代人力资源管理理论和实践相结合，创立了以不同人力资源管理职位所需胜任力（KCI—HRM）结构为训练目标的实战型人力资源培训课程系列，成为一名知名的实战型人力资源管理专家、人力资源培训专家、人力资源项目服务专家和领先的人力资源课题研究者。其中开发的实战型人力资源管理胜任力培训课程有：CPM—HR系列（外训培训系列）——根据外资/合资人力资源管理经理级以上职位胜任力结构设计的八个级别系列训练课程，共128个HR专业模块；PHR系列（外训培训系列）——根据人力资源管理专家级胜任力结构设计的四个级别系列培训课程，共24个专业模块；MHR列（内训培训系列）—根据企业中高层管理人员管理胜任力结构设计的非人力资源管理者的人力资源管理技能培训课程，四个级别共26个专业模块等。

Depew Chen has been kept focusing on human resources management theory research for a long term. By combining 20 years of human resources management experience with international modern human resources management theory, Mr. Chen has established strength HR management training courses series with HR management ability as training goal. He has been a well-known strength strategy implementation expert、HR management expert、HR training expert, HR project service expert and leading HR issue researcher. The strength HR training courses are: CPM—HR series (external training series) designed according to ability structure of HR management manager level or above--- a total of 8- level series training courses and 128 professional modules. PHR series(external training series) designed according to HR management expert-level ability structure ——4-level series of training courses, a total of 24 professional modules; MHR series(internal training series);Non-HR Managers’ HR management ability training courses--- a total of four-level and 26 modules in accordance with enterprise middle and high-level management person ability structural design.

我要报名

在线报名：绩效管理专家胜任力特训营（人力资源绩效管理课程）(广州)

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