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PerformanceManagementAGuidetoConsultingJune2000PerformanceManagementAGuide1DiscussionObjectivesProvideanoverviewofcurrentthinkingandtrendsDiscusswhatPMconsultingisallaboutReview“whatworksandwhatdoesn’t”ShareBestPracticesresearchReviewsomeofthebasicplanningandprojectstepsDiscussionObjectivesProvidea2GroupDiscussionAnswerthefollowingquestions:1.Whatisperformancemanagement?Whydocompanieshavethisprocess?2.Whydoesn’titworksowell?Whatmakesitsodifficult?GroupDiscussionAnswerthefol3PerformanceManagementTranslatesbusinessvisionandstrategyinanactionablewaybycascadinggoalsthroughouttheorganizationMeasuresbothwhatisdoneand
howitisdoneAlignsDepartmentgoalswithstrategicbusinessobjectivesAlignsindividualswiththebroaderorganizational/teamcontextEnsurestheclosest“l(fā)ineofsight”possibleSource:WatsonWyattBestPracticesinPerformanceManagementPerformanceManagementTranslat4PerformanceConsulting1.TotalOrganizationCascadingandAlignmentStakeholderMetrics2.EmployeeReviewProcessEngagementandAccountabilityGrowthandAchievementsTwodimensions:PerformanceConsulting1.Total5PerformanceConsultingTotalOrganizationPerformanceCascadingandAlignmentStakeholderMetricsPerformanceConsultingTotalOr6TheKeyQuestionsofBusinessPlanningWhydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecardTheKeyQuestionsofBusiness7BusinessPlansareDevelopedbytheBusinessUnitsResourceRequirementsIndustryLatinAmericaAsia(Europe)ObjectivesofthebusinessunitObjectivesoftheregionBottom-up-approach:Derivationofsegmentandcorporatestrategicplansandoperatingobjectivesfrombusinessunitgoals.Top-down-approach:DerivationofobjectivesfromcorporatestrategyObjectivesofdepartmentsandindividualsStrategyoftheCorporationObjectivesofthecorporation
PeopleFacilities
TechnologyEquipmentandMachinery BusinessPlansareDevelopedb8Componentsofa
BalancedScorecard
(withsamplemetrics)FINANCIALRESULTSCUSTOMERSATISFACTION
BUSINESSPROCESSES
LEARNING&GROWTH
AFYPROI/ROASurplusGrowthNewsales:newcustomersAdditionalpolicies:currentcustomersMarketshareCollectingpremiumsCalculatingsellingprice:newproductNewlicensing(Region&Corporate)EstablishingtheBusinessCasefornewventures,newlocationsProductDevelopment:#innovations
CompetencygrowthAdditionalcountriesCorecapabilitiesgrowthComponentsofaBalancedScore9CascadingStrategic&OperatingPlanGoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning&GrowthLearning&GrowthBUSINESSUNITTEAMS/INDIVIDUALSDEPARTMENTBalancedScorecardscanprovideorganizationalignmentandaccountability5to7GOALS“SMART”parametersDirectlyalignedCascadingStrategic&Operatin10TypicalProjectTimeline&Milestones**8weekselapsedtimefromplanningsession2Days
ClarifyCompanyStrategyanddeterminegoalsImplementation
TrainingandRolloutbeginsImplementation
Planning
WorkshopFormal
Advisory
GroupReview
Session
&
Follow-up1wk2wks1wk1wk1wk1wk1wkProjectPlanning,
OrientationandKick-off1Day1Day
InterviewFindingsDevelopMeasure
Recommendations1DayWorkshoponTargetsFinalizeTargetRecommendationsImplementationPlanReviewReviewPlanforImplementation
ReviewTransitionStrategy2DaysFormal
Advisory
TeamReview1Day1Day1wk1DayExecutivePlanningSession(s)TypicalProjectTimeline&Mil11PerformanceConsultingTotalOrganizationPerformanceClients:CEO,COO,sometimestheVPHRFees:typicalprojectis$180-250KTimeframe:+/-4monthsPerformanceConsultingTotalOr12PerformanceConsultingEmployeeReviewProcessEngagementandAccountabilityClearPerformanceExpectationsGrowthandAchievementsPerformanceConsultingEmployee13PerformanceManagementIs......theongoingprocessofsettingperformanceexpectations,providingfeedbackandcoachingtoreachthoseexpectations,andreviewingandrecognizingperformanceresults.PerformanceManagementIs.....14TiePMtotheBusinessCycleReviewandPlanningPlanningFeedback&CoachingFeedback&CoachingMid-YearReviewNewYearPlanningYear-EndReviewTiePMtotheBusinessCycleRe15Badtiming...“Idon’twanttoruinyourdayHerman,buttomorrowmorningyou’rescheduledtobeinmyofficeforyourannualperformancereview...”Badtiming...“Idon’twantto16RememberTheKeyQuestions?Whydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecardRememberTheKeyQuestions?Wh17OrganizationAlignmentleadstoEmployeeEngagementCOMPANYMISSIONVISIONStrategicObjectivesCoreCapabilitiesCompetenciesLeadershipFunctional
DepartmentScorecardSuccessProfilesEmployeePerformanceProcessIndividualGoalsEmployeeDevelopmentPlansBusinessUnitScorecardCascading:CriticalMetricsandCompetenciesOrganizationAlignmentleadst18
Changerequiresabalanced
ValueExchangeEmployeeGives EmployerGivesEnergyEffortCommitmentValueAddLearningTimeOpportunityCareerBenefitsCompensationJob
Changerequiresabalanced19ThePerformanceProcesscanprovidethekeystodevelopmentBasePayPromotionTrainingCareerdevelopmentSuccessionplanning89%77%56%51%32%Reductioninforce26%Variablepay34%CurrentUseofPerformanceManagementDataSource:WatsonWyattBestPracticesinPerformanceManagementThePerformanceProcesscanpr20PerformanceManagementEvolutionTraditional
Recent
Emerging
MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMeritPayDevelopmentOrganizationSuccessImplementationDistributeFormsTrainandCommunicateOngoingEducationandinvolvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivationPerformanceManagementEvoluti21FactorsThatInfluenceProcesseffectiveness
Organization
Supervisor
PM
Culture
Skills
Process
TheOrganization
ValuesthatSupport
PM
TheCapabilityto
MeasureandDiscuss
Performance
TheInteractionBetween
theEmployeeandthe
Supervisor
People
Factors
Technical
Factors
Performance
Measures
Rewards
Delivery
PM
Forms
MeasuresthatSupport
theOrganizationsGoals
andValuesandare
PossibletoAccurately
Measure
HowandWhyPayis
LinkedtoPerformance
HowtheDesignof
theFormSupportsthe
Process
PerformanceManagementEffectivenessFactorsThatInfluenceProcess22FeedbackfrommultiplesourcesCoachingandfeedbackareintegralDe-emphasisonaratingDecentralizedcontrolGreaterlinkagebetweenpayandperformanceEffectivemeasures
-Competencies
-Businessstrategies“Champions”—sponsorshipEmployeeparticipationEmployeeinvolvementinsystemdesignCommunication&trainingAlignmentwithbusinessobjectives,strategy,customerneedsOngoingmonitoringofeffectivenessofprogramBestPractices
ElementsofSuccessfulProgramsFeedbackfromCoachingandfeed23HighImpactPerformanceManagementKeyelementsfoundinall“bestpractices”EmphasisonlookingforwardPlanninganddevelopmentJointprocesswithemployeeownershipCooperativegoalsettingFeedback(continuous,multiplesources)DevelopmentalfocusPayandperformancelinkageSource:WatsonWyattBestPracticesinPerformanceManagementHighImpactPerformanceManage24UseofKeyElementsDevelopmentPlanningMulti-sourceratings14%65%81%84%94%97%GoalSettingTeamstandardsNoratingsCompetencies/behaviorsSource:WatsonWyattBestPracticesinPerformanceManagementUseofKeyElementsDevelopment25EvolutionofPerformanceFeedbackTopDownSelf-AppraisalPeerReviewsUpwardFeedbackInternalCustomersExternalCustomers3600
ReviewEvolutionofPerformanceFeedb26Doesitmakeadifference?Employeesareeligibleforstockplanprograms1.8%Companyterminatesemployeeswhoperformunacceptably1.8%Companydoesagoodjobofhelpingpoorperformersimprove1.5%Topperformersgetsignificantlymorepaythanaverageperformers0.8%Companypositionspayabovemarket0.4%Employeeperformanceappraisalsusedtosetpay0.4%Employeesparticipateinprofit-sharingplanbasedonfirm’soverallsuccess0.6%Payislinkedtocompany’sbusinessstrategyDoesitmakeadifference?Empl27ThePerformanceMatrixOResults“what”Behaviors“how”Std=100%ofexpectedStd=100%alignmentNIHNIWFMEEKey:O=OutstandingEE=ExceedsExpectationsM=MeetsExpectations(80-90%ofpopulation)NIH=NeedsImprovementon“HOW”NIW=NeedsImprovementon“WHAT”F=FailingThePerformanceMatrixOResults28ProjectStepsProjectPlanning,EducationandAssessment:
ClientFirst,scopeandtimetable,designteameducation,PMdesignmatrix,documentreview,interviewsDesign:
Straw-mandesigns,implementationplanningandscheduleTestingandApproval:Presentation,seniormanagementassessment,sign-off,editImplement:
Communicationrollout,modulartrainingrollout,useReview/Revise:
Gatherfeedback,testandrevise12345ProjectStepsProjectPlanning,29PerformanceConsultingEmployeeReviewProcessClients:VPHR,Dir.Compand/orODFees:typicalprojectis$85-130KTimeframe:+/-3months(excludesimplementation)PerformanceConsultingEmployee30Think…“Implementation”Asuccessfulprocessis25%designand75%implementation!“It’snevertoearlytothinkaboutimplementation...”PeterDruckerThink…“Implementation”Asucce31BestPracticesinImplementationDetailedcommunicationsandtrainingstrategyPro-activeproblemidentificationBroadbuy-inSeniormanagementinvolvementMeasurementofsystemeffectivenessSource:WatsonWyattBestPracticesinPerformanceManagementBestPracticesinImplementati32UtilizeBestPracticesinChangeManagementVisibleseniormanagementsupportOngoingcommunicationBestpracticesandstakeholderresearchHighinvolvementandbroadbuy-inCarefulplanning,rapidprocessComprehensiveapproachtoimplementationandmonitoringTraininginintactworkteamsSource:WatsonWyattHR21StudyUtilizeBestPracticesinChan33Understanding
Realizehow“mywork”isdifferentbecauseofthechangeCommitment
Believeinthesystemandprocessforchange...insharedaccountabilityformakingitsuccessfulAcceptanceAgreetovalueormeritofchange.Recognizeadvantageof“futurestate”Action
Adoptnewbehaviors=becomeengagedinthechangeprocess.ChampionchangesinternallyBehaviorChangeModelEFFORTAwarenessUnderstandingRealizehowCommi34AQuickSummaryPerformancemanagementcontinuestoevolveNOoneperfectsolutionnotmuchmagicImpact:greatifdonerightBestpracticesforideasThinkimplementationearlyandoftenUpdateandkeepfreshAQuickSummaryPerformanceman35OngoingTrackingTimelyCommunication
&SkillsTrainingConnectionbetween
Rewards&PerformanceDirectLinkto
InstitutionMissionSeniorLeadership
InvolvementEmployee“Ownership”O(jiān)bjectiveFeedback
&ReviewCriticalSuccessFactorsfor
aneffective
PerformanceManagementprocessOngoingTrackingTimelyCommuni36KeyHumanResourceLinkagesBasePayTrainingSuccessionPlanning/PromotionsCareerPlanningIncentivePay100%97%95%85%80%Source:WatsonWyattBestPracticesinPerformanceManagementKeyHumanResourceLinkagesBas37HRStrategy
Succession
Planning
Rewards
Work
Design
Selection
&Staffing
Performance
Management
Training&DevelopmentIntegratePMwithHRStrategyHRStrategy Succession
Plannin38PerformanceManagementTeamMethodologyandToolsBrianBrown(Cleveland)BradCarter(SanFrancisco)CassandraFrangos(Boston)**DavidGore(Toronto)JimStewart(Boston)**toKaplanandNorton’sBalancedScorecardCollaborative
PerformanceManagementTeamMet39PerformanceManagementAWatsonWyattGuidetoConsultingJune2000PerformanceManagementAWatson40PerformanceManagementAGuidetoConsultingJune2000PerformanceManagementAGuide41DiscussionObjectivesProvideanoverviewofcurrentthinkingandtrendsDiscusswhatPMconsultingisallaboutReview“whatworksandwhatdoesn’t”ShareBestPracticesresearchReviewsomeofthebasicplanningandprojectstepsDiscussionObjectivesProvidea42GroupDiscussionAnswerthefollowingquestions:1.Whatisperformancemanagement?Whydocompanieshavethisprocess?2.Whydoesn’titworksowell?Whatmakesitsodifficult?GroupDiscussionAnswerthefol43PerformanceManagementTranslatesbusinessvisionandstrategyinanactionablewaybycascadinggoalsthroughouttheorganizationMeasuresbothwhatisdoneand
howitisdoneAlignsDepartmentgoalswithstrategicbusinessobjectivesAlignsindividualswiththebroaderorganizational/teamcontextEnsurestheclosest“l(fā)ineofsight”possibleSource:WatsonWyattBestPracticesinPerformanceManagementPerformanceManagementTranslat44PerformanceConsulting1.TotalOrganizationCascadingandAlignmentStakeholderMetrics2.EmployeeReviewProcessEngagementandAccountabilityGrowthandAchievementsTwodimensions:PerformanceConsulting1.Total45PerformanceConsultingTotalOrganizationPerformanceCascadingandAlignmentStakeholderMetricsPerformanceConsultingTotalOr46TheKeyQuestionsofBusinessPlanningWhydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecardTheKeyQuestionsofBusiness47BusinessPlansareDevelopedbytheBusinessUnitsResourceRequirementsIndustryLatinAmericaAsia(Europe)ObjectivesofthebusinessunitObjectivesoftheregionBottom-up-approach:Derivationofsegmentandcorporatestrategicplansandoperatingobjectivesfrombusinessunitgoals.Top-down-approach:DerivationofobjectivesfromcorporatestrategyObjectivesofdepartmentsandindividualsStrategyoftheCorporationObjectivesofthecorporation
PeopleFacilities
TechnologyEquipmentandMachinery BusinessPlansareDevelopedb48Componentsofa
BalancedScorecard
(withsamplemetrics)FINANCIALRESULTSCUSTOMERSATISFACTION
BUSINESSPROCESSES
LEARNING&GROWTH
AFYPROI/ROASurplusGrowthNewsales:newcustomersAdditionalpolicies:currentcustomersMarketshareCollectingpremiumsCalculatingsellingprice:newproductNewlicensing(Region&Corporate)EstablishingtheBusinessCasefornewventures,newlocationsProductDevelopment:#innovations
CompetencygrowthAdditionalcountriesCorecapabilitiesgrowthComponentsofaBalancedScore49CascadingStrategic&OperatingPlanGoalsCORPORATEORGANIZATIONMETRICSFinanceFinanceCustomerCustomerBusinessProcessBusinessProcessLearning&GrowthLearning&GrowthBUSINESSUNITTEAMS/INDIVIDUALSDEPARTMENTBalancedScorecardscanprovideorganizationalignmentandaccountability5to7GOALS“SMART”parametersDirectlyalignedCascadingStrategic&Operatin50TypicalProjectTimeline&Milestones**8weekselapsedtimefromplanningsession2Days
ClarifyCompanyStrategyanddeterminegoalsImplementation
TrainingandRolloutbeginsImplementation
Planning
WorkshopFormal
Advisory
GroupReview
Session
&
Follow-up1wk2wks1wk1wk1wk1wk1wkProjectPlanning,
OrientationandKick-off1Day1Day
InterviewFindingsDevelopMeasure
Recommendations1DayWorkshoponTargetsFinalizeTargetRecommendationsImplementationPlanReviewReviewPlanforImplementation
ReviewTransitionStrategy2DaysFormal
Advisory
TeamReview1Day1Day1wk1DayExecutivePlanningSession(s)TypicalProjectTimeline&Mil51PerformanceConsultingTotalOrganizationPerformanceClients:CEO,COO,sometimestheVPHRFees:typicalprojectis$180-250KTimeframe:+/-4monthsPerformanceConsultingTotalOr52PerformanceConsultingEmployeeReviewProcessEngagementandAccountabilityClearPerformanceExpectationsGrowthandAchievementsPerformanceConsultingEmployee53PerformanceManagementIs......theongoingprocessofsettingperformanceexpectations,providingfeedbackandcoachingtoreachthoseexpectations,andreviewingandrecognizingperformanceresults.PerformanceManagementIs.....54TiePMtotheBusinessCycleReviewandPlanningPlanningFeedback&CoachingFeedback&CoachingMid-YearReviewNewYearPlanningYear-EndReviewTiePMtotheBusinessCycleRe55Badtiming...“Idon’twanttoruinyourdayHerman,buttomorrowmorningyou’rescheduledtobeinmyofficeforyourannualperformancereview...”Badtiming...“Idon’twantto56RememberTheKeyQuestions?Whydoesthecompanyexist?Whereisitgoing?Size SalesMarkets LocationsProducts CompetitiveChallengesSBULinkagesHowwillitgetdone?ValuesandOperatingPrinciples TechnologyResourcesWhatmustthecompanybeverygoodatdoing?Howwillprogressandsuccessbemeasured?ExpectationsofStakeholdersCompanyPerformanceMissionVisionofFutureStrategicOrganizationalGoalsCoreOrganizationalCapabilitiesBalancedScorecardRememberTheKeyQuestions?Wh57OrganizationAlignmentleadstoEmployeeEngagementCOMPANYMISSIONVISIONStrategicObjectivesCoreCapabilitiesCompetenciesLeadershipFunctional
DepartmentScorecardSuccessProfilesEmployeePerformanceProcessIndividualGoalsEmployeeDevelopmentPlansBusinessUnitScorecardCascading:CriticalMetricsandCompetenciesOrganizationAlignmentleadst58
Changerequiresabalanced
ValueExchangeEmployeeGives EmployerGivesEnergyEffortCommitmentValueAddLearningTimeOpportunityCareerBenefitsCompensationJob
Changerequiresabalanced59ThePerformanceProcesscanprovidethekeystodevelopmentBasePayPromotionTrainingCareerdevelopmentSuccessionplanning89%77%56%51%32%Reductioninforce26%Variablepay34%CurrentUseofPerformanceManagementDataSource:WatsonWyattBestPracticesinPerformanceManagementThePerformanceProcesscanpr60PerformanceManagementEvolutionTraditional
Recent
Emerging
MeasuresTraits/OutcomesBehaviors/OutcomesTime/Quality/ValueEvaluatorBossSelf/PeersCustomersOutcomesMeritPayDevelopmentOrganizationSuccessImplementationDistributeFormsTrainandCommunicateOngoingEducationandinvolvementOwnershipHRDManagementEmployeesComplianceVoluntaryMandatoryMotivationPerformanceManagementEvoluti61FactorsThatInfluenceProcesseffectiveness
Organization
Supervisor
PM
Culture
Skills
Process
TheOrganization
ValuesthatSupport
PM
TheCapabilityto
MeasureandDiscuss
Performance
TheInteractionBetween
theEmployeeandthe
Supervisor
People
Factors
Technical
Factors
Performance
Measures
Rewards
Delivery
PM
Forms
MeasuresthatSupport
theOrganizationsGoals
andValuesandare
PossibletoAccurately
Measure
HowandWhyPayis
LinkedtoPerformance
HowtheDesignof
theFormSupportsthe
Process
PerformanceManagementEffectivenessFactorsThatInfluenceProcess62FeedbackfrommultiplesourcesCoachingandfeedbackareintegralDe-emphasisonaratingDecentralizedcontrolGreaterlinkagebetweenpayandperformanceEffectivemeasures
-Competencies
-Businessstrategies“Champions”—sponsorshipEmployeeparticipationEmployeeinvolvementinsystemdesignCommunication&trainingAlignmentwithbusinessobjectives,strategy,customerneedsOngoingmonitoringofeffectivenessofprogramBestPractices
ElementsofSuccessfulProgramsFeedbackfromCoachingandfeed63HighImpactPerformanceManagementKeyelementsfoundinall“bestpractices”EmphasisonlookingforwardPlanninganddevelopmentJointprocesswithemployeeownershipCooperativegoalsettingFeedback(continuous,multiplesources)DevelopmentalfocusPayandperformancelinkageSource:WatsonWyattBestPracticesinPerformanceManagementHighImpactPerformanceManage64UseofKeyElementsDevelopmentPlanningMulti-sourceratings14%65%81%84%94%97%GoalSettingTeamstandardsNoratingsCompetencies/behaviorsSource:WatsonWyattBestPracticesinPerformanceManagementUseofKeyElementsDevelopment65EvolutionofPerformanceFeedbackTopDownSelf-AppraisalPeerReviewsUpwardFeedbackInternalCustomersExternalCustomers3600
ReviewEvolutionofPerformanceFeedb66Doesitmakeadifference?Employeesareeligibleforstockplanprograms1.8%Companyterminatesemployeeswhoperformunacceptably1.8%Companydoesagoodjobofhelpingpoorperformersimprove1.5%Topperformersgetsignificantlymorepaythanaverageperformers0.8%Companypositionspayabovemarket0.4%Employeeperformanceappraisalsusedtosetpay0.4%Employeesparticipateinprofit-sharingplanbasedonfirm’soverallsuccess0.6%Payislinkedtocompany’sbusinessstrategyDoesitmakeadifference?Empl67ThePerformanceMatrixOResults“what”Behaviors“how”Std=100%ofexpectedStd=100%alignmentNIHNIWFMEEKey:O=OutstandingEE=ExceedsExpectationsM=MeetsExpectations(80-90%ofpopulation)NIH=NeedsImprovementon“HOW”NIW=NeedsImprovementon“WHAT”F=FailingThePerformanceMatrixOResults68ProjectStepsProjectPlanning,EducationandAssessment:
ClientFirst,scopeandtimetable,designteameducation,PMdesignmatrix,documentreview,interviewsDesign:
Straw-mandesigns,implementationplanningandscheduleTestingandApproval:Presentation,seniormanagementassessment,sign-off,editImplement:
Communicationrollout,modulartrainingrollout,useReview/Revise:
Gatherfeedback,testandrevise12345ProjectStepsProjectPlanning,69PerformanceConsultingEmployeeReviewProcessClients:VPHR,Dir.Compand/orODFees:typicalprojectis$85-130KTimeframe:+/-3months(excludesimplementation)PerformanceConsultingEmployee70Think…“Implementation”Asuccessfulprocessis25%designand
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