人力資源-職業(yè)生涯規(guī)劃

Author:Reviewer:

bcDeveloptheIndividualsDecember1998Copyright?1998Bain&Company,Inc.JacinthaPeerisDiannaMagnani.（.....）專業(yè)提供企管培訓(xùn)資料2DeveloptheIndividualsKeyElementsofEffectiveLeadership

CreateasharedvisionMobilizeandinspireManageforresultsDeveloptheindividualsEffectiveleadershipencompassesfourcoreelements.UnderstandthebigpicturePlaninadvanceAligntheteamMaintaindirectionBuildenthusiasmMotivatetheteamEnabletheindividualsSticktoarigorousupfrontplanManageaggressivelyTroubleshootChangebehaviorinresponsetofeedbackDevelopanexcitingplanforgrowthBethecoachMeasureandcommunicateperformance

.（.....）專業(yè)提供企管培訓(xùn)資料3DeveloptheIndividualsOverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeawaysAgenda4DeveloptheIndividualsTheImportanceofDevelopingPeopleSource:BainWorldwideEmployeeSatisfactionSurveyOpportunitiesforprofessionalandpersonaldevelopmentarecriticalelementsofoverallemployeesatisfaction.Importance“Howimportantiseachofthefollowing?”5DeveloptheIndividualsBenefitsDevelopingpeoplehassomeobviousbenefits.EnhanceOngoingTeamProcessStrengthenQualityofResultsforClientsContributetoLong-termGrowthintheBusinessThroughRetentionSatisfiedEmployees.（.....）專業(yè)提供企管培訓(xùn)資料.（.....）專業(yè)提供企管培訓(xùn)資料6DeveloptheIndividualsAgendaOverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways7DeveloptheIndividualsHowtoDevelopPeople

Excellenceindevelopingpeoplecanbeachievedthroughthreemajoractivities.BetheCoachDevelopanExcitingPlanforGrowthMeasureandCommunicatePerformanceReassess8DeveloptheIndividualsAgendaOverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways9DeveloptheIndividualsPlanforGrowth

ReviewcapabilitiesrequiredforapersonattheirlevelSolicitinputfromtheindividualReadpreviousperformancereviews(withtheindividual’spermission)Talktotheperson’sothermanagersReviewallocatedworkstreamagainstcapabilitiesanddevelopmentneedsandadjustasnecessaryAtthebeginningofacase,thecaseteamleadershoulddevelopacase-specificskillplanforeachteammember.Writeaskillplanwiththeindividual’shelpDiscusstheplaninaone-on-oneconversationwiththeindividualtoensurebuy-inandenthusiasmforit.（.....）專業(yè)提供企管培訓(xùn)資料10DeveloptheIndividualsSkillPlanMyths

Thefollowingaresomecommonmythsandrealitiesaboutskillplans.TheskillplanfoundontheconsensusreviewformissufficientforhelpingpeopledevelopSkillplansaredisruptivebecauseworkplansrarelymatchdevelopmentneedsSkillplandiscussionsareverytimeconsumingSkillplansshouldbefiledawayatthebeginningofacaseforreviewattheendofthecaseTheconsensusreviewformhighlightsagenericlistofdevelopmentneedsforanindividual.Acase-specificskillplanfocusedontheindividual’sworkstreamsforaparticularcaseisanimportantsupplement.Thereareusuallyanumberofwaystomeetagenericdevelopmentneedregardlessofthecase-e.g.,aclientexperienceneedonamarketoverviewstreamcouldbeaccomplishedthroughexpertandcompetitorinterviews.Oncetheworkplanhasbeendescribed,individualsshouldbeaskedtodraftskillplans.Askillplanshouldfocusonlyonthetwoorthreemostimportantneeds.Reviewinganddiscussingtheplantypicallytakeslessthananhour.Thewholepointofaskillplanistoprovideanongoingfocusfordevelopmentneeds.Skillplansshouldbereferredtoduringcoachingmeetingsandregularlyreviewedandrevisedduringthecase.MythReality.（.....）專業(yè)提供企管培訓(xùn)資料11DeveloptheIndividualsSkillPlanImperatives

Togetthemostoutofskillplans:EveryoneshouldhaveoneSkillplansshouldbespecificandactionableEnsurethattheskillplanincludesspecificHLAsthattietothemajordevelopmentalneedsidentifiedintheindividual’slatestreview.TestHLAsforreasonableness.Unrealisticgoalssetpeopleupforfailureanddisappointment.TheendofcasereviewshouldshowachievementonmanyoftheHLAs.SkillplansshoulddriveregularPDdiscussionsClearlyidentifyyourexpectationsforthecontent,frequency,andmethodofupdates.Reviewprogressagainsttheirskillplanperiodicallywitheachteammember.Everyoneshouldhaveaskillplanthatyoureviewanddiscuss.Thisisyouropportunitytoensurethatteammembers’expectationsareinalignmentwithyours.Fornewpeople,youshouldtakethefirstcutattheplanandreviewitwiththeindividual.Forexperiencedteammembers,theyshouldtakethefirstcut,andthenreviewitwithyou.

12DeveloptheIndividualsSkillPlanFormTeamMember:Caseteamleader/Manager:CaseCode:Date:ScheduledUpdates:

ValueAdditionClientTeamGenericSkills

SpecificHLAsforThisCaseMustbespecifictoworkstreamactivities

ValueAdditionClientTeam13DeveloptheIndividualsAgendaOverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways14DeveloptheIndividualsHowtoBeaCoach

“TellmeandI’llforget,showmeandI’llremember,letmedoitandI’llreallylearn.”ChineseProverb.（.....）專業(yè)提供企管培訓(xùn)資料15DeveloptheIndividualsBetheCoach“Coachingisunlockingaperson’spotentialtomaximizetheirownperformance.Itishelpingthemtolearnratherthanteachingthem.”TimothyGalwey,TheInnerGameofTennis“Effectivecoachingchallengespeoples’beliefsandchangestheirbehavior.”DeanBerry,FoundingFatherofINSEAD

.（.....）專業(yè)提供企管培訓(xùn)資料16DeveloptheIndividualsEffectiveCoaching

WhereyousayitWhenyousayitHowyousayitCoachinginvolvesattentiontobothcontentandprocess.WhatyousayContentProcess17DeveloptheIndividualsCoachingContent

Effectivecoachingleavestheindividualclearaboutthechangesneededandmotivatedtomakethem.Specific-giveexamples,describespecificbehaviorsandreactions,usequotesorwrittenexamplesFactual-donotmakeitpersonal;discussfacts,events,examplesObjective-donotbeinfluencedbypreviousperformanceorhearsayfromothercases;basefeedbackondirectexperienceDescriptive-bedescriptive,notjudgmentalBalanced-alwaysgivebothpositivesandareasforimprovementActionable-discussspecificactionstepsforimprovementFromyourperspective-speakforyourself,notforothersOpen/honest-donotpullpunches,donotsugarcoat,anddonotoverstateSensitiveoffeelings-criticizeactions,nottheperson;usecarefullanguagePositive-expressconfidencethatthepersoncansucceedNon-discriminatory-avoidanylanguagethatsuggestsracial/genderorotherbiasesTentative-bemindfulthatyouarepresentingperceptions,notabsolutetruthSincere-understandthatchangeisdifficult;betolerantandwillingtohelpClearMotivated18DeveloptheIndividualsCoachingProcess

WhereyousayitWhenyousayitHowyousayitTheprocessofcoachingisascriticalasthecontent.Appropriatelocationgivenegativefeedbackinprivate,notinfrontofcaseteamorclientgivepositivefeedbackinpublic,wheneverpossibleInperson-avoidvoicemail,especiallyfornegativefeedbackCoachingisanongoingprocess;day-to-dayfeedbackiscriticalFeedbackmustbetimelySchedulesufficienttimeanddonotallowinterruptionsPrepare-keepajournalofspecificexamplesSeparatepositivefromnegative,andgivepositivefeedbackfirstMakeitadiscussion,notaspeechListen/questionunderstandtheirperspectiveprobeforbackgroundissues/concernsgivethemopportunitytoaskquestionsandrespondCheckforunderstanding-summarizeandagreeonkeypoints19DeveloptheIndividualsPositiveFeedback

Regularpositivefeedbackisabigpartofsuccessfulcoaching.Whyispositivefeedbackimportant?Motivational:increasesindividualsatisfaction,willingnesstocontinuecontributingReinforcing:explicitlyacknowledgesbehaviorsthataregood;encouragescontinuationofpositivebehaviorsCreatesgreateropennesstonegativefeedback:buildscredibilityandtrustWhenisitappropriate?UponcompletionofagoodpieceofanalysisAfteraneffectivemeetingAfteragoodpresentationAnytimepositivefeedbackisgivenbyathirdparty(e.g.,aclient,anexpert)Howdoyougiveiteffectively?Bespecific,providedetailedfeedback.ExplainwhytheworkwaseffectiveinobtainingresultsfortheclientSeparateitfromnegativefeedbacksoitisnotdiluted/overshadowedAcknowledgepublicly,wheneverpossible.（.....）專業(yè)提供企管培訓(xùn)資料20DeveloptheIndividualsTipsforReceivingFeedbackAspartofthecoachingprocess,itmayhelptoreviewwiththeteammemberthesetipsforreceivingfeedback.Receivingfeedbackwillallowyoutoseethingsaboutyourselfthatyoucouldnotseeinanyotherway.Youwillthenbeabletocorrectbehaviorsthatareinhibitingyourgrowth.Constructivefeedbackisanimportantgift.Everytimeyouareabletouseitwisely,youwillhavetakenanotherstepinyourowndevelopment.1. Listencloselytothepersongivingyouthefeedback,andtrynottointerrupt.2. Avoidbeingdefensive.Thiscanbedifficult,especiallyifthepersongivingyouthefeedbackisnothighlyskilled.Youmayhavedifferentperceptionsofyourself,butitisimportantthatyouunderstandtheperceptionsofothers.3. Assumethefeedbackgiveristryingtobehelpful.4. Trytounderstandthefeedback.Ifthefeedbackisnotclear,askforclarificationandexamples.

.（.....）專業(yè)提供企管培訓(xùn)資料21DeveloptheIndividualsTheLearningDilemmaSource:“TeachingSmartPeopleHowtoLearn,”HarvardBusinessReviewMay-June1991Sometimesoverachieversfinditdifficulttoacceptnegativefeedback.OverachieversareunaccustomedtofailureTheymayexhibitdefensivebehavior:RationalizationAggressivenessRejectionCynicismAreunwillingto“hearfeedbackFailtochangebehaviorsDenialBecomedepressed,withdrawnShiftbehaviorfrom“guardrailtoguardrail”(i.e.,fromoneextremetotheother)ReluctantacceptanceThesebehaviorsareasignalthatthebenefitsofreceivingfeedbackneedtobereinforced.22DeveloptheIndividualsReactionstoFeedback

Asacaseteamleader,youshouldencouragereactionstofeedbackthatdemonstratematurityandaninterestinimproving.DenythefeedbackAttributemistakestoexternalfactorsAssumecoachhasnegativefeelingsaboutthedirectreportExpresspassivity-havenoreactionTakeanaggressivestancetowardthecoachLaughitoffRejectcoach'sauthoritytogivefeedbackShowcynicismaboutimprovementsuggestionsAcceptresponsibilityforthebehaviororunderstandthecoach’sperceptionsAnalyzewhybehaviorwasshownUnderstandthecoach'spointofviewAskformoreinformationEnlistcoach’stohelpinunderstandingthefeedbackShowconcernforimprovementListencarefullytofeedbackAcceptfeedbackandcheckinwithothersDefensiveReactionsDesiredReactions23DeveloptheIndividualsHandlingPushback(1of3)Source:AdaptedfromThe

DevelopingPeopleWorkbook,ForumCorporationThefirststepinhandlingpushbackistogainabetterunderstandingoftheotherperson’spointofview.EncourageConfirmResistthetemptationtorestateyourfeedback,defendyourpoints,orjumpinwithmoreexamples.Encouragetheteammembertosaymoreabouthowheorsheseesthesituation.Encouragewithverbalandnonverbalsignals(leanforward,nod,say“uh-huh”).Recognizethattherootcauseoftheteammember’sobjectionsmaynotbewhatyouthink.Youmaybemissingsomeimportantfactsorcontext.Listenforbothfactsandfeelingstounderstandtherootcauseoftheissue.Useopen-endedquestionstouncovertheteammember’sview.Open-endedquestionsbeginwithwordslike“What”,“How”,“Tellme”,“Describe”and“Explain.”Usesilence-itgivestheteammemberanopportunitytoconsiderandexpandonwhathasbeensaid.Restatetheteammember’sobservations-bothfactsandfeelings.Summarizewhatyouhaveheard,andaskifyouarecorrect.Onceyouhaveencouraged,questioned,andconfirmed,youwillhaveabetterunderstandingoftheteammember’sperspectiveandreactions.Youmayalsohaveuncoveredsomeadditionalfactsyouwerenotawareof.Question24DeveloptheIndividualsAftergainingathoroughunderstandingoftheteammember’sviewpoint,usethesetipstoprovidehelpfulinformationandsupport.DisagreeswithyourdescriptionofthesituationAgrees,butcitesfactorsbeyondhisorhercontrolProvidemoreaccurateorobjectiveobservationsthatincludetheteammember’sexperiences,alongwithotherfactstheteammembermaynotbeawareof.Provideandaskforsomesuggestionsforthingstodothatarewithinhisorhercontrol.Identifywaysyoucanhelp.“So,whathappensisthattheotherteamgivesyoudatathatconflictswithyours,andyoudonotknowhowtoreconcilethem.Thismakesithardforyoutoproceedonschedule.Isthatright?”“Iunderstandyoufeelyoucannothelpitiftheclientdoesnotprovidethedata.Howaboutifyou…?MaybeIcouldhelpby…”Iftheteammember:Thenyoushould:Example:Source:AdaptedfromThe

DevelopingPeopleWorkbook,ForumCorporationHandlingPushback(2of3).（.....）專業(yè)提供企管培訓(xùn)資料25DeveloptheIndividualsChecktoseeifwhatyousaidmakessenseandifyouarebothinagreementaboutwhatisgoingonandhowtoproceed.Continuebyaskingtheteammemberforhisorhersuggestionsforimprovementgoingforward.Agrees,butdoesnotseewhyitisimportantAgrees,butsayshisorherintentionwasdifferentDescribetheimportanceoftheissue-howitaffectstheteam,youpersonally,and/ortheteammember.Offerobservationsonthedifferencesbetweentheperson'sintentionandtheactualresultsofthebehaviororperformance.“Iknowdoingaworkplandoesnotseemimportanttoyou.Thereasonitisimportanttotheteamisthatitallowsusto…”“Iseeyourintentionwastobehelpful,butwhenyou…Isawitasyoudoubtingtheteam.Maybeyoucanbemorehelpfulby…”Source:AdaptedfromThe

DevelopingPeopleWorkbook,ForumCorporationHandlingPushback(30f3)Iftheteammember:Thenyoushould:Example:Evenwhentheteammemberagreeswithwhatyouhavetosay,heorshemaybenefitfromreceivingfurtherinformation..（.....）專業(yè)提供企管培訓(xùn)資料26DeveloptheIndividualsCoachingExamples(1of2)“Dave,Inoticedonthefollowingoccasions,youputdowntheQAmanager’sanalysisinfrontofherboss…”“Dave,yourcockinessinfrontofclientsbordersonrudeness.”“Jan,youshoulduseopen-endedquestionstoexploretheplantmanager’sobjections.Thiswillgiveyouinformationyoucanusetoinfluencehim.”“Jan,inthefuture,youshouldcapitalizeonyournaturalcharmtoinfluencetheskepticalplantmanager.”Dothis:Avoidthis:Dothis:Avoidthis:Theobjectiveofcoachingistoimproveaperson’sbehavior.27DeveloptheIndividualsCoachingExamples(2of2)“Steve,I’dliketogiveyousomefeedbackonsomethingyousaidaboutourbillingprocedurestotheplantmanagerduringtoday'stour.”“Theteamthoughtyouwereprettyoutoflinetodaywhenyoublurtedoutthatbillingcomment.”“Donna,IgetfrustratedwhenI’mtryingtomakeapointincaseteammeetingsandyoufinishmysentencesforme.”“Donna,stoptryingtosteponmejusttogetpromoted.”Dothis:Avoidthis:Dothis:Avoidthis:28DeveloptheIndividualsAgendaOverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways29DeveloptheIndividualsGoalsoftheWrittenPerformanceReview

Thewrittenreviewistheprimarymechanismformeasuringresults.MeasureperformanceagainstgoalsandobjectivesEstablishnewgoalsIdentifytrainingneedsEnsureconsistencybetweenevaluationsandsalaryincreasesandpromotionrecommendationsProvidedocumentation

.（.....）專業(yè)提供企管培訓(xùn)資料30DeveloptheIndividualsPerformanceReviewContentPerformancereviewsinclude:

ClearandconciseConsistentwithrating,salaryincrease,andpromotionrecommendationMostImportantMessageMostimportantpointsrevieweeshouldtakeawaySpecificexamples,notassumptionsBalanced-bothpositiveandnegativefeedbackOwnobservations-speakforyourself,donotspeakforothersSituationsbeyondreviewee'scontrol,ifappropriateHistoricalDescriptionBasisofmostimportantmessageanddevelopmentobjectivesClear,specificactionstepsPrioritizedbasedonimportanceofskillsandsizeofgap"Start,stop,andcontinue"format(optional)DevelopmentObjectivesKeytoskillplandevelopment31DeveloptheIndividualsThePerformanceReviewProcessTherearefourstepsintheperformancereviewprocess:

DeveloptheContentPreparetoDelivertheReviewConducttheReviewPreparetoWritetheReviewConductaninterimreviewDetermineareasforimprovementattheendofeachcaseForconsensusreviews,talktoinputreviewersEvaluateperformancegapsDetermineimprovementobjectivesIdentifyresourcesDevelopmostimportancemessagesupportedbydataAnticipateareasofdisagreementThinkofhowtoestablishadialogueSchedulethemeetinginadvanceKeeptheappointmentDonotallowinterruptionsEstablishapositiveandopenclimateProvidespecificexamplesListenMakesuretherevieweeunderstandswheretofocusCheckinwiththereviewee32DeveloptheIndividualsPreparetoWritetheReview

Beforewritingthereview...ConductatleastoneinterimreviewwiththeteammemberAttheendofeachcase,determinekeyareasforimprovementForconsensusreviews,talktoinputreviewersflaginconsistenciesgainconsensusonkeymessagesincludeotherreviewers’examplesandanecdotessubmitdrafttoinputreviewersforfeedback33DeveloptheIndividualsDeveloptheContent

Whenwritingthereview...ReviewdevelopmentplanforprevioussixmonthsEvaluategapsbetweenplanandperformanceDeterminethemostcriticalperformanceimprovementobjectivesIdentifyresourcestheteammembercantaptogaintherequiredskills(e.g.,BVUmodules,trainingsessions,colleagues)Developmostimportantmessagetietoratingfocusonexpectedbehaviorchangesifappropriate,includepromotionmessageSupportmostimportantmessagewithdatabespecificciteexamplesandcriticalincidentsincludepositiveandnegativefeedback34DeveloptheIndividualsWritingWatchouts

Followtheseguidelineswhenwritingthereview:ThinkbeforewritingProvidespecificexamplesofbehavior,notconclusionsIncludepositiveandnegativefeedbackBescrupulouslyhonestReflectaccuratelyotherreviewers’commentsRespectconfidentialityAvoidjargon-useplainlanguageadjectivequalifiers-useactiveverbsassumptionsaboutdirectreport'sknowledgefrequencystatementsrelyingsolelyonquantitativevalues-describebehaviorandconsequencesDonotmakecommitmentsyoucannothonorIfappropriate,describesituationsbeyondreviewee’scontrol35DeveloptheIndividualsPreparetoDelivertheReview

Anticipatepotentialareasofdisagreementandfrictionenvisionreviewee’sdefensivereactionandpreparetorespondinawaythatwillhelptherevieweeunderstandandacceptthefeedbackbeawareofyourownresponsetoconflict-goforwin-winThinkofhowtostructurethecoachingasadialogueandhowtocreateaclimateofopennessSchedulethereviewmeetingseveraldaysinadvanceKeeptheappointmentEliminatedistractionsandavoidinterruptionsAfteryouhavewrittenthereview,preparetodeliverit..（.....）專業(yè)提供企管培訓(xùn)資料36DeveloptheIndividualsConducttheReview

EstablishapositiveandopenclimateLimitfeedbacktoissuesrelevanttothejobDiscussperformanceissuesindescendingorderofimportanceGiveconcrete,behavior-basedfeedbackonstrengthsandareasforimprovementIfrevieweedisagrees,reflectyourunderstandingofwhatheorsheissayingWeightthevalidityofnewinformationAvoidarguingAsktherevieweetosummarizethethreemostimportantareasfordevelopmentContactforfollow-up,checkpoints,andassistanceHelptherevieweelearnandgrowfromthefeedback.37DeveloptheIndividualsWrittenFeedbackExamples(1of3)

“Inclientmeetings,Stevedidnotdefendhisanalysis.OnKLM,hereliedonaconsultanttobailhimout.”“Steve’slackofconfidenceisamajorconcernofotherteammembers.”“AnnefailedtoidentifycriticalpathissuesonbrandingBDPs.ShealsoproducedherownslidesonZBD.”“Annefrequentlymismanageshertime.”Dothis:Avoidthis:Dothis:Avoidthis:Makeyourstatementsclearandbackthemupwithexamples.38DeveloptheIndividualsWrittenFeedbackExamples(2of3)

“Onthefollowingoccasions,Stacypresentedtotheclientnumbersshedidnotcheckforaccuracy….Ourcredibilitywiththeclientsufferedasourconclusionschangedandthenumbersvaried.”“Stacymetonly80%ofherdeadlineswithanaccuracyof85%.”“Kenfailedtomeetthedeadlinesforanalyzingtheproductivitydatabasebecausetheclient’sMISDepartmentmissedagreed-upontargets.”“Itwasn’tKen’sfaultthatthehemissedthedatabasedeadlines.”Dothis:Avoidthis:Dothis:Avoidthis:39DeveloptheIndividuals

“Chris’verynegativeresponsetohisendofcasereviewdidnothelphimtoimprovehi