February**Dynamic Incentive Program Course Background: Why can't some departments always find the right person?
Why are some department employees incompetent?
Why do some departments rarely achieve their predetermined performance targets?
Why is the turnover rate of employees always high in some departments......
Much of this stems from the fact that when employees with outstanding business or professional performance are recognized and rewarded by the organization and promoted to the first leadership position in the workplace, they are often celebrated and believed to have greater performance, and they also feel that they have a greater sense of success. However, in reality, as we often say, "A good sales (technical) elite is not necessarily a good sales (technical) manager." "New managers are often faced with a big challenge in their ability to make a successful transition: are their human resource management capabilities improved?
Therefore, when they face human resource management problems, they are often at a loss, which can easily cause inefficiency in the department and even brain drain, affecting the overall development of the enterprise. Many companies are paying more and more attention to:How can every department head become a master of human resource management?
Course Benefits:
Learn and understand the role perception of non-HR managers and business managers and the key core values of HRM;
Learn and master the four core work priorities and skills of human resource management for non-human resource managers, and use skills and methods to match operations according to the characteristics of positions and teams, and improve the human resource management system;
Effectively improve the overall human resource management level of the enterprise and achieve the multiplication of human value.
Course Duration:2 days, 6 hours a day.
Course Audience:Middle and senior managers of enterprises.
Course Method:The course takes management issues as the main line, concept knowledge teaching, case analysis & drill as the basis, and action learning as the comprehensive way to land.
Course Structure:30% Theoretical Concept + 20% Case Study + 40% Practical Exercise + 10% Action Improvement.
Course outline
Tools:HR management maturity self-assessment form for non-HR department heads.
Import:The department head should have an understanding of HR management.
1) The biggest management challenge for organizational development.
2) Enterprises span from excellent to excellent.
Model:"8 have" comprehensive incentive model.
Lecture 1: How are the heads of departments".Talent selection(Precise Talent Selection Trilogy).
The first part: knowledge - post "portrait".
Method:Job analysis based on job descriptions.
1.Clear positions and career development channels.
2.Set performance goals based on the weight of the work.
Model:Competency model.
Walkthrough:Through job analysis, the pit is closed in advance to avoid the problem of recruitment and employment.
The second part: surface - talent "identification".
Case:Guiguzi recognizes people.
Case:The Ice of Zeng Guofan.
Top 4 Interview Myths
Myth 1: Judging people by their appearance.
Myth 2: Rhetoric.
Myth 3: The halo effect.
Myth 4: Proximate effect.
Two ** rules for interviews
1) Behavioral interview method.
Tools:star
2) Structured interview.
Tools:Iceberg model.
Tools:Interview evaluation form.
Case Study:The eclecticism of the Silicon Valley bigwigs.
The third part: fixed - talent "matching".
Method 1: Personal Decision-Making.
Method 2: Collective decision-making.
Method 3: Review decisions.
Method 4: Meeting Decision-Making.
Logic:A hierarchical and hierarchical authorization mechanism for decision-making.
Practice:Decision-making process design.
Lecture 2:Head of DepartmentHow to "educate talents".
1. Guidance - coaching coaching
Contrast:Coached conversations vs. non-coached conversations.
Think:Features of coaching conversations.
1.The three principles of coaching – support, expectation, and trust.
2.The three core competencies of performance coaching are deep listening, powerful questioning, and effective feedback.
Live Walkthrough:Conduct performance interviews.
3.A coaching approach – the GROW model.
2. Education - the construction of talent training system based on IDP
Templates:IDP template.
1. idpFour elements of talent training system
Element 1: Basic information.
Element 2: Competency assessment.
Element 3: Learning style.
Element 4: Action Plan.
2. pdiInterview with IDP (Performance Interview).
Think:How the performance interview broke down.
Step 1: Create an interview plan.
Step 2: Prepare relevant documents (managers and employees).
Step 3: Create an undisturbed environment.
Step 4: Organize an interview.
Step 5: Confirmation of interview results (signature required).
Implementation of talent training plan
Method:Multiple learning styles for 7-2-1.
1.Hierarchical training: grassroots, middle, high-level.
2.Training needs: the gap between the goal and the status quo, the gap between the employee's ability and the position.
3.Training transformation: linkage with the human resources department, continuous learning within the department, and innovative learning methods.
Lecture 3: How to "use talents" in department heads
1. Performance goal setting - grasp the right direction
Template:Personal Performance Commitment (PBC) template.
1.Breakdown of the department's annual business plan.
2.Departmental Key Performance Indicators.
3.Job Description.
Case Study:Performance indicator design for hiring managers.
2. Performance diagnosis - help employees succeed
Model:4D Performance Diagnostic Model.
Tools:Performance Diagnostic Form.
Takeaway 1: Be based on facts and figures.
Point 2: Grasp the assessment criteria.
Point 3: Identify achievements and shortcomings.
Point 4: Use the assessment ratio.
Walkthrough:Performance diagnosis of Little A.
Third, the zigzag "transfer of troops" - to train compound talents
Model:H-shaped career development channel.
Contrast:Job families and job classes.
Case:Huawei's job rotation mechanism.
Lecture 4: How to "retain talents" in department heads
1. Use money to keep "body".
Case:Don't let Lei Feng suffer.
Model:"3P-M" compensation model.
Salary Adjustment Theory 1: Positive Tai Distribution.
Compensation Adjustment Theory 2: Power-Law Distribution.
Second, keep the "heart" with culture
Fancy incentive design in line with human nature
1) Fancy team building.
2) Flexible attendance.
3) Special Rewards.
4) Naked Will.
Case:Google is committed to being the happiest company for its employees.
Differentiated employee energy and motivation identification
Type 1: Performer
Type 2: Influencer.
Type 3: Interpersonal
Type 4: Thinker.
Summary review:Review the course, answer questions, and take a group photo to say goodbye.