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培訓受眾

1. 企業負責績效管理人員

Personnel taking charge of performance management

2. 企業人力資源管理人員

Human Resources Management personnel of the enterprise

3. 企業中高層管理人員和老板

Senior management personnel and boss of the enterprises

4. 有志于成為《績效管理專家》者

People willing to be an expert in performance management

課程收益

企 業：

1，提升公司和員工的績效，增強公司的贏利能力和競爭能力

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

2，提升企業的投資回報率、有效吸引和留住高素質員工

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

受訓員工：

1，獲得績效管理的專家級技能，加快本人職業發展速度和有效提升自身的職業競爭力

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

課程大綱

第一天

the first day

模塊一：績效管理策略定位與激勵性績效管理體系的創建實務

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

—案例研討：令人沮喪的年度調薪績效評估

Case study: frustrating performance appraisal of annual salary adjustment

—經驗分享：業績導向的績效管理體系

Sharing experience: performance-oriented PMS

—激勵與績效管理

Motivation and performance management

—企業目標/戰略與績效管理目標

Enterprise objective/strategy/PM objective

—績效管理體系的選擇技巧

Skills and arts of selecting PMS

—MBOs, KPIs和BSCs績效管理體系

PMS of MBOs, KPIs and BSCs

—實操技能訓練：選擇匹配的績效管理體系 Practical operation skills: selecting matching PMS

—績效指標體系的選選技巧

Skills of selecting PIS

—實操技能訓練：選擇合適的指標體系

Practical operation skills: selecting appropriate indicators system

—有效的績效管理體系建立實務

Practice of setting up effective PMS

—建立與公司經營目標匹配的績效管理制度

Setting up PMS matching company’s business goals

—績效管理制度實施技巧

Skills and arts of implementing PMS

—績效管理體系樣本分享

Sharing samples of PMS

—工作模擬：制定有效的績效管理制度

Job sampling: setting up effective PMS

—案例研討：強生公司的360度評估

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

—績效管理制度熱點問題解答

Answering hot issues of PMS

模塊二：開發和應用有效的績效指標體系—MBO、KPI和BSC績效指標體系

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

—案例研討：獎懲標準或是績效指標

Case study: rewards and punishment standards or performance indicators

—經驗分享：業績導向的績效指標體系

Sharing experience: performance-oriented PMS

—目標與標準

Objectives and standards

—實操技能訓練：制定目標與標準

Practical operation skills: setting up objectives and standards

—建立SMARTA 指標體系

Setting up SMATRA indicators system

—實操技能訓練：建立培訓經理的SMARTA指標

Setting up SMATRA indicators for training manager

—關鍵績效范圍的確定技巧與方法

Skills and arts and methods of key performance range

—實操技能訓練：找出研發經理的關鍵業績范圍

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

—建立公司、部門和個人的KPI指標

Setting up company’s, department’s and

individual KPI indicators

—工作模擬：定立關鍵績效指標（KPI）

Job sampling: setting up KPI

—MBOs績效指標開發實務

Practice of developing MBOs performance indicators

—KPIs績效指標開發實務

Practice of developing KPIs performance indicators

—BSCs績效指標開發實務

Practice of developing BSCs performance indicators

—培訓員工的績效指標定立技巧

Training staff’s skills and arts of setting up PI

—經驗性練習：選擇有效績效評估方法

Empirical experience : selecting effective performance appraisal methods

—案例研討：某公司決定不采用KPI指標體系

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

—家庭作業：建立指標體系

Homework: setting up indicators system

第二天

the second day

模塊三：開發和應用有效的績效評估體系實務

Developing and Practicing effective Performance Appraisal System

—案例研討：令人難以落筆的績效評估表

Case study: a terrible performance appraisal form

—經驗分享：定性評估與定量評估

Sharing experience: qualitative evaluation and quantitative evaluation

—建立有效的績效評估體系實務

Practice of setting up effective performance appraisal system

—工作模擬：選擇正確的績效評估體系

Job sampling: selecting proper performance appraisal system

—案例研討：損害公司長遠利益的評估體系

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

—開發和應用有效的績效評估方法

Developing and applying effective performance appraisal methods

—經驗性練習：選擇有效績效評估方法

Empirical practice: selecting effective performance appraisal methods

—建立匹配的評估流程

Setting up matching evaluation process

—開發有效的績效評估表

Developing effective performance appraisal form

—工作模擬：開發合適的績效評估表

Job sampling: developing proper performance appraisal form

—案例研討：某公司決定不采用KPI評估體系

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

—經驗分享：評估制度和流程樣本分享

Sharing experience: sharing samples of evaluation system and process

—小組演練：建立公司的評估制度和評估流程

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

模塊四：績效面談、績效改進和績效反饋技能

Skills of performance interview, performance improvement and performance feedback

—案例研討：不開心的被評估者和評估者

Case study: unhappy assessee and assessor

—經驗分享：激勵性績效反饋

Sharing experience: incentive performance feedback

—績效面談流程設計

Designing performance interview process

—有效的績效面談技巧

Skills and arts of effective performance interview

—實操技能演練：有效績效面談原則

Practical operation skills: effective principles of performance interview

—成功績效討論技能分享

Sharing skills and arts of successful performance

—建立和執行激勵性績效反饋與績效改進計劃

Setting up and implementing incentive performance feedback and performance improvement plans

—工作模擬：制定績效改進計劃

Job sampling: setting up performance improvement plans

—有效避免績效面談誤區

Effectively avoid the mistakes in performance interview

—案例研討：達成雙贏的績效面談

Case study: reaching win-win performance interview

—績效評估結果的應用技巧

Skills and arts of applying performance appraisal results

—建立業績導向的薪酬機制

Setting up performance-oriented compensation mechanism

—實操技能演練：建立激勵性的業績反饋計劃

Practical operation skills: setting up incentive performance feedback plan

—經驗分享：如何把員工的業績與員工的報酬緊密聯系起來

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

—績效管理熱點問題研討

Discussion about hot issues on performance management

陳老師

陳建志導師（Depew Chen）：資深實戰型戰略實施咨詢、人力資源管理咨詢和培訓專家；

力資源碩士、心理學博士。20多年大型外資、合資、國營和民營企業人力資源高層管理職位工作經歷。曾任亞加達國際商務教育培訓中心人力資源培訓導師。現任新世紀人力資源管理學會會長；知名培訓品牌：外資合資企業HR經理/總監勝任力特訓營首席設計師和首席培訓導師；美國認證協會（ACI）授權導師，美國ACI：國際職業資格注冊HR經理、執行官認認證廣州區首席培訓導師；GEPMS(全球企業績效電子管理系統)首席設計師和顧問師。

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.

陳建志導師長期專注于人力資源管理理論的研究和應用實踐，以20年的人力資源管理實戰經驗和8年的人力資源培訓和項目服務經驗同國際現代人力資源管理理論和實踐相結合，創立了以不同人力資源管理職位所需勝任力（KCI—HRM）結構為訓練目標的實戰型人力資源培訓課程系列，成為一名知名的實戰型人力資源管理專家、人力資源培訓專家、人力資源項目服務專家和領先的人力資源課題研究者。其中開發的實戰型人力資源管理勝任力培訓課程有：CPM—HR系列（外訓培訓系列）——根據外資/合資人力資源管理經理級以上職位勝任力結構設計的八個級別系列訓練課程，共128個HR專業模塊；PHR系列（外訓培訓系列）——根據人力資源管理專家級勝任力結構設計的四個級別系列培訓課程，共24個專業模塊；MHR列（內訓培訓系列）—根據企業中高層管理人員管理勝任力結構設計的非人力資源管理者的人力資源管理技能培訓課程，四個級別共26個專業模塊等。

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.

我要報名

在線報名：績效管理專家勝任力特訓營（人力資源績效管理課程）(廣州)