班員行為規(guī)范考核模擬運(yùn)行啟動(dòng)會(huì)

班員行為規(guī)范考核模擬運(yùn)行啟動(dòng)會(huì)

會(huì)議目的介紹模擬運(yùn)行的工作計(jì)劃說明實(shí)施行為規(guī)范考核的成功要素目錄模擬運(yùn)行的工作計(jì)劃實(shí)施行為規(guī)范考核的成功要素工作計(jì)劃后續(xù)的行動(dòng)計(jì)劃工作任務(wù)交付成果責(zé)任人時(shí)間班組行為規(guī)范考核模擬運(yùn)行的簽字確認(rèn)，討論并確認(rèn)考核內(nèi)容表和評(píng)分標(biāo)準(zhǔn)行為規(guī)范考核辦法簽字確認(rèn)表各班組長(zhǎng)10月上旬班組行為規(guī)范考核模擬運(yùn)行的啟動(dòng)，完成所有行為規(guī)范考核表格的準(zhǔn)備工作各班組長(zhǎng)10月上旬模擬運(yùn)行，分析和改進(jìn)行為規(guī)范考核辦法各班組長(zhǎng)項(xiàng)目組10－12月之間，每月1到2次存在的若干問題班組存在對(duì)行為規(guī)范考核辦法可操作性的懷疑執(zhí)行上可能延續(xù)原有的思路，即班組長(zhǎng)或小班負(fù)責(zé)人不完全的按照考核條款執(zhí)行班組可能覺得考核辦法比較復(fù)雜，產(chǎn)生抵觸的想法班組在制訂和完善考核內(nèi)容時(shí)，可能會(huì)自然地將標(biāo)準(zhǔn)降低，而不是在現(xiàn)有能力的基礎(chǔ)上進(jìn)行合理的提高項(xiàng)目組還需要不斷加強(qiáng)與班組的拜訪和溝通，進(jìn)一步地深入了解考核的執(zhí)行情況和班組的真實(shí)想法行為規(guī)范考核的3個(gè)關(guān)鍵步驟行為規(guī)范考核內(nèi)容表行為規(guī)范月度績(jī)效評(píng)分表制訂每個(gè)班組的行為考核內(nèi)容和加分扣分每日及時(shí)記錄班員實(shí)際發(fā)生的考核內(nèi)容事項(xiàng)月末匯總計(jì)算每個(gè)班員的績(jī)效分?jǐn)?shù)表行為規(guī)范每日打分表首先，每個(gè)班組整理各自的行為考核內(nèi)容表，并按照

行為規(guī)范的7個(gè)維度歸類行為規(guī)范考核內(nèi)容表編號(hào)考核內(nèi)容加分/扣分A：出勤情況A01上班遲到-50A02未請(qǐng)假早退-100…………

……B：工作量

………………C：工作及時(shí)………………D：工作規(guī)范E：工作態(tài)度F：工作中協(xié)調(diào)配合G：學(xué)習(xí)成長(zhǎng)《行為規(guī)范考核內(nèi)容表》

2004年班組：線路運(yùn)行班然后，根據(jù)考核內(nèi)容制訂評(píng)分標(biāo)準(zhǔn)評(píng)分標(biāo)準(zhǔn)1分2分3分4分5分A出勤情況<-30≥-300B工作量…………………………C工作及時(shí)…………………………D工作規(guī)范…………………………E工作態(tài)度…………………………F工作中協(xié)調(diào)配合…………………………G學(xué)習(xí)成長(zhǎng)…………………………《行為規(guī)范績(jī)效評(píng)分標(biāo)準(zhǔn)》

2004年班組：線路運(yùn)行班以線路運(yùn)行班班員K為例，模擬行為規(guī)范考核流程2004年1月線路運(yùn)行班班員K發(fā)生如下的行為考核事項(xiàng)日期行為規(guī)范考核事項(xiàng)加分、扣分2上班遲到一次者-5083處資料與現(xiàn)場(chǎng)不符者-20×313電腦設(shè)備管理系統(tǒng)、GIS系統(tǒng)、一桿一卡線路資料未更改或核對(duì)-5015拒絕班長(zhǎng)分配，不出工-20017工作中罵人-10021工作中發(fā)生扭打-100023工作時(shí)間飲酒-100026現(xiàn)場(chǎng)發(fā)現(xiàn)各類事故苗子，并阻止者+10028安規(guī)考試100分+10030及時(shí)發(fā)現(xiàn)并阻止避免了危及生命及設(shè)備安全供電+200根據(jù)班員K的實(shí)際發(fā)生考核事項(xiàng)，由班組長(zhǎng)或小班

負(fù)責(zé)人及時(shí)記錄在《行為規(guī)范每日打分表》K姓名2……日期編號(hào)分?jǐn)?shù)日期編號(hào)分?jǐn)?shù)日期編號(hào)分?jǐn)?shù)2A10-508D27-20×313D26-5015E23-20017E25-10021E26-100023E27-100026E38+10028G11+10030E39+200行為規(guī)范每日打分表《行為規(guī)范每日打分表》

2004年1月班組：線路運(yùn)行班月末將每個(gè)班員本月考核事項(xiàng)的發(fā)生次數(shù)匯總輸入計(jì)算機(jī)姓名考核編號(hào)/加分扣分K姓名2……發(fā)生次數(shù)發(fā)生次數(shù)發(fā)生次數(shù)A…………A10-501合計(jì)-50B…………C…………D26-501D27-203合計(jì)-110E23-2001E25-1001E26-10001E27-10001E38+1001E39+2001合計(jì)-1000F…………G11+1001合計(jì)+100《行為規(guī)范月度計(jì)分表》

2004年1月班組：線路運(yùn)行班計(jì)算機(jī)將自動(dòng)進(jìn)行匯總計(jì)算，完成《行為規(guī)范月度分?jǐn)?shù)匯總表》

姓名

行為規(guī)范維度K姓名2……A出勤情況-50…………B工作量0…………C工作及時(shí)0…………D工作規(guī)范-110…………E工作態(tài)度-1000…………F工作中協(xié)調(diào)配合0…………G學(xué)習(xí)成長(zhǎng)+100…………《行為規(guī)范月度分?jǐn)?shù)匯總表》

2004年1月班組：線路運(yùn)行班根據(jù)評(píng)分標(biāo)準(zhǔn)，班組長(zhǎng)每個(gè)月末完成所有班員的《行為規(guī)范月度績(jī)效評(píng)分表》評(píng)分標(biāo)準(zhǔn)1分2分3分4分5分A出勤情況<-30≥-300B工作量…………………………C工作及時(shí)…………………………D工作規(guī)范…………………………E工作態(tài)度…………………………F工作中協(xié)調(diào)配合…………………………G學(xué)習(xí)成長(zhǎng)…………………………

姓名

行為規(guī)范維度K……A出勤情況-50……………………

2004年1月《行為規(guī)范績(jī)效評(píng)分標(biāo)準(zhǔn)》《行為規(guī)范月度分?jǐn)?shù)匯總表》績(jī)效評(píng)分權(quán)重K姓名2……A出勤情況10%1…………B工作量15%3…………C工作及時(shí)20%3…………D工作規(guī)范20%2…………E工作態(tài)度20%1…………F工作中協(xié)調(diào)配合5%3…………G學(xué)習(xí)成長(zhǎng)10%4…………本月績(jī)效總得分2.3…………《行為規(guī)范月度績(jī)效評(píng)分表》目錄模擬運(yùn)行的工作計(jì)劃實(shí)施行為規(guī)范考核的成功要素為什么要實(shí)施行為規(guī)范考核時(shí)間工作績(jī)效目標(biāo)現(xiàn)在變革新的考核體系對(duì)工作的影響：

工作分心

困惑

不確定對(duì)變革的反映：

陌生感

個(gè)人或集體抵觸變革帶來的績(jī)效項(xiàng)目組的主要任務(wù)是幫助員工逐漸接受和承諾，并適應(yīng)過渡期以達(dá)到最佳績(jī)效。“低谷”績(jī)效時(shí)間啟動(dòng)過渡我們的挑戰(zhàn)是如何有效地控制低谷的寬度和深度變革給每個(gè)人帶來的心里感受改進(jìn)的程度快樂的程度高低低高痛苦的接近成功者快樂的成功者痛苦的嘗試成功者快樂的失敗者不同的管理風(fēng)格和團(tuán)隊(duì)文化關(guān)心員工的程度度關(guān)心工作的程度高低低高鄉(xiāng)村俱樂部型團(tuán)隊(duì)管理型貧乏型中間型獨(dú)裁型全球最好的公司如何使用團(tuán)隊(duì)內(nèi)部競(jìng)爭(zhēng)通過集中的交流進(jìn)行創(chuàng)新靈活團(tuán)隊(duì)存在的問題員工不愿意參加團(tuán)隊(duì)缺少自信個(gè)人的不安和危險(xiǎn)感淡化組織實(shí)施的準(zhǔn)則沖突TheEffectsofChangeonPerformance: DistractionfromeverydayjobConfusionUncertaintyCommonReactionstoChange:FeelingsofalienationGrouporindividualresistanceTheHumanSideofChangeTheeffectofchangeonperformanceovertimeCurrentStateTransitionStateFutureStateWhattoExpectHurdlesNormalFeedbackMoraleImplicationsTheChangeCurve1

1 ChangeCurve,DarylConnor,ManagingattheSpeedofChange,1994AWARENESSUNDERSTANDINGBUY-INCOMMITMENTAdaptedfromDarylConner‘ManagingatthespeedofChange’TheRole:

MoveTargetsuptheCommitmentCurveDegreeofsupportforthechangeTimeConfusionNegativePerceptionDecisionnottoimplementChangeabortedafterbrief/extensiveimplementationNocontact=unawareAwarenessPhaseAcceptancePhaseCommitmentPhaseDecisionnottoSupportAdoptionInstallationContactAwarenessUnderstandingPositivePerceptionUnawarenessConfusionNegativePerceptionAbortedAfterImplementationDegreeofSupportforChangeTimeNegativeResponsesResearchindicatesthatpeoplegothroughthreekeyphasesthatleadtocommitment.SpeedmayvarybutpeoplewillgothroughallphasesChangeAcceptanceCurveKeyoutcomescanbeexpectedduringeachphaseoftheChangeAcceptanceCurveAwarenessPhase“IknowthattheACEprojectishappening,whatitis,whyitisneeded,andwhatitaimstoachieve”AcceptancePhase“IcanexplainhowtheACEprojectaffectsme,andIhaveapositiveattitudeaboutthechangesIwillneedtomake”CommitmentPhase“Isupportthechangesassociatedwiththenewsystemandamactivelyinvolvedinmakingtheimplementationwork”ChangeAcceptanceCurveDegreeofSupportforChangeTimeTheChangeCoordinationteam’skeyobjectiveistohelppeoplemovealongtheChangeAcceptanceCurvetoreachoptimumperformancethroughacceptanceandcommitment“ValleyofDespair”PerformanceTimeGo

LiveTransitionCommunicationFrameworkTheteamisidentifyingthelevelof‘commitment’requiredforeachstakeholder,basedonthefollowing“CommitmentCurve:”DegreeofCommitmentProjectSchedule(Time)AwarenessStakeholderencounterschange;Realizeschangeisimminent,butunclearofthescope,depth,fullimpactUnderstandingStakeholderacceptsnatureandintentofchange;understandsthebenefitsandimpacttohis/herorganizationBeliefStakeholderworkstowardchange,demonstratesawillingnesstoembracethechangeProvidesinputintochangeArticulatescommitmenttogoalsofchange(buy-in)ActionStakeholderparticipatesinfacilitatingchange;Attendstraining;ChangesbehaviororprocedurestosupportprocesschangesNoawarenessStakeholderlacksanyknowledgeofSAPHRProjectIndividualChangeCurveAcceptanceEvaluationTrialRunKnowledgeAwarenessResultsTheKey:UserParticipationAwarenessUnderstandingBuy-inOwnershipBuildstakeholderinvolvementandownershipbygeneratingawareness,understanding,buy-in,

commitment,andaction.BuildingOwnershipforPVCOARSDataIntegrityThekeyobjectiveofPVCOARSDataIntegrityprogramshouldbetorapidlybuildownershipoftheprocesschangesamongkeystakeholdergroups,andtoseamlesslytransitiontheworkforcetothePreventionprocesschanges:AwarenessCommitmentBuy-inUnderstandingDegreeofInvolvement&OwnershipRequiredElapsedScheduleEncounterschangeRealizeschangeisimminent

Acceptsnatureandintentofchange

WorkstowardchangeInveststimeinchangeArticulates\commitmenttogoalsofchange

ArticulatesthechangeasnormsArticulateshis/herpersonalownershipofthechange

ActionParticipatesinfacilitatingchangeAttendstrainingChangesbehaviourorprocedurestosupportprocesschangesBuildingOwnershipforPVCOARSDataIntegrity(cont.)ThekeyobjectiveofPVCOARSDataIntegrityprogramshouldbetorapidlybuildownershipoftheprocesschangesamongkeystakeholdergroups,andtoseamlesslytransitiontheworkforcetothePreventionprocesschanges:DegreeofInvolvement&OwnershipRequiredElapsedScheduleAwarenessCommitmentBuy-inUnderstandingActionTrainingandperformancesupportcontinuetodeepen“Commitment”andleadto“Action.”Communicationsactivitiestypicallyaddressearlierstagesofbuilding“Awareness,”“Understanding”and“Buy-in.”Evaluatetheabovestatementsusingthescaleprovided:1=StronglyDisagree2=Disagree3=Neutral4=Agree5=StronglyAgreeNavigation1.Differentchangeinitiativesareintegratedinthemindsofmanagement.2.Differentchangeinitiativesareintegratedinthemindsofemployees.3.Managementprioritizestheuseofresources.4.Changeinitiativesworktogether.(Thelefthandknowswhattherighthandisdoing.)5.Costsandbenefitsofallprojectsaremanagedasawhole.LeadershipSeniorManagement:1.serveaseffectiverolemodelsfordesiredbehaviors2.arestrongsponsorsofchange3.holdmanagersandsupervisorsaccountableforcontributiontosuccessfulchange4.providecoachingandcounselingrelatedtochangeleadership5.effectivelycommunicateaboutchange(reasonsfor,benefits,strategies)Enablement1.Processesareredesignedtoeliminatenon-valueaddedactivities.2.Organizationstructureisdesignedtofitfutureneeds.3.Competenciesfortheneworganizationarebeingidentified.4.Trainingsupportsnewskillandbehavioralrequirements.5.Performancemanagementandrewardsystemsareredesignedtofittheneworganization.OwnershipPeopleaffectedbychange:1.areinvolvedintheproc