High-performance team building
February** Dynamic Incentive Program
Course Background:
With the continuous penetration of artificial intelligence, blockchain, Internet of Things, 5G and other technologies, the organizational form, business model, talent management model, and ecological chain of enterprises will face tremendous changes. The business environment is changing faster and faster, and the competition between companies is becoming more and more fierce. Enterprise competition has entered a period of meager profits from the dividend period. All of this is forcing companies to change. The core of change is the change in the way people are employed. In terms of the use of human resources, if the original overtime and crowd tactics are still used, not only the effect is getting worse and worse, but also brings a lot of problems
As the post-90s and post-00s generations increasingly become the backbone of enterprises, the traditional management model and management tools not only lose their effectiveness, but even become a burden and a deep-seated source of contradictions. These require us to meet the trend of the times, from the pursuit of "man-time" to the pursuit of improving "human efficiency", to stimulate the creativity and efficiency of employees, and this transformation requires enterprises from top to bottom to reach a consensus, from the concept to the mode of operation to completely change in order to rejuvenate.
This course is based on the summary and extraction of Mr. Niu Hongtao's career and consulting cases, combined with the accumulation of many years of work experience and the latest excellent enterprise success cases, and scientifically integrates the theoretical case method, the theory from shallow to deep, the program case is real, and the method is practical.
Through the study and practice of this course, the middle and senior management cadres of the enterprise can quickly adapt to the new environment, new technology and new personnel structure, and have the ability to formulate a relatively efficient operation and management system of the department. Become an excellent talent who is not only good at doing a good job, but also able to lead a good team. Through learning, human resources cadres can realize the transformation from "enterprise logistics supporters" to "enterprise management promoters"; The transformation from "human resource service provider" to "human capital leader".
Course Benefits:
Cognitive awareness of efficient management changes, and grasp the underlying logic of efficient management;
Learn to build a high-quality team, know people well, and improve the efficiency of organizational manpower;
Master salary design and performance management skills, effectively motivate and stimulate the potential of employees;
Focus on performance development, carry out key talent management, and better play the value of corporate talents.
Course Duration:2 days, 6 hours a day.
Course Audience:Middle and senior management cadres, human resources related cadres.
Course Method:Theory teaching + case analysis + group discussion + tool sharing.
Course outline
Lecture 1: Cognitive Breakthrough - The Key Leap Cognition of Effective Managers
First, the dilemma of inefficient management of enterprises
There are 4 types of enterprise management statuses
Type 1: Low resource input, low efficiency and output – Buddhist management.
Type 2: High resource input, low efficiency output - inefficient management.
Type 3: High input of resources, high efficiency and output - high input management.
Type 4: Low resource input, high efficiency output - efficient management.
Inefficient management creates a dilemma for enterprises
1) Cause a lot of waste of resources 2) Cause managers to be tired to cope.
3) Recurring management problems 4) Poor cost control 5) Poor organizational adaptability.
2. Management analysis: improve cognition and sort out the essentials of management
Tools:The "532 model" of management
1.The content of management: managing affairs, managing people, and strengthening the organization.
There are 4 levels of manager advancement
Inefficient managers, ordinary managers, excellent managers, excellent and efficient management.
Third, the key leap of efficient managers
Four key leaps for university administrators
The leap of cognition, the leap of action, the leap of team growth, and the leap of value output.
5 obstacles to achieving effective managers
1) From focusing on "tasks" to focusing on "results".
2) From focusing on the "inside" to focusing on the "outside".
3) From "time management" to "efficiency management".
4) From "strengths" to "traps".
5) From "stable and orderly" to "innovative change".
Lecture 2: Careful Thinking and Discernment - Master the underlying logic of efficient management
1. Reconstruct the logic and make the management move from chaos to efficiency
There are 6 underlying logics that need to be followed for efficient management
1) Doing the right thing is more important than doing the right thing.
2) Customer-oriented, focusing on benefits and output.
3) Cash flow and organizational vitality are key.
4) The four basic actions of efficient management (setting goals, building teams, grasping the process, and getting results).
5) Reducing costs and increasing efficiency is an eternal topic.
6) Four major systems to ensure efficient operation (responsibility system, system system, process, system, standard system).
Efficient management of Taoism, magic, art, and instruments
1) Tao - global thinking 2) Law - clear goal 3) Technique - formation plan 4) Tool - ability iteration.
Second, the road to the master, how to quickly become an efficient manager
The cultivation of the quality of efficient managers
1) Know how to think forward.
2) Understand the industry and enterprises.
3) Know how to grasp people's psychology.
4) Focus on development.
5) Learning and innovation.
6) Know how to advance and retreat, and be good at balance.
2.Leverage to enhance management efficiency.
3.Basic Training: Master the common sense and principles of efficient management.
Lecture 3: Knowing people and making good use of them - giving full play to the maximum value of talents
1. Know people and make good use of them, and put the right people in the right places
Job analysis and personnel analysis
1) Job identification - job analysis.
2) Recognize people - competency quality.
3) Matching - know people and make good use of them.
Career interest assessment and job matching
Tools:Occupational personality assessment tool.
Drucker's theory of "employing people's strengths".
1) Break the phenomenon of "talent introduction" matryoshka dolls.
2) The mechanism guarantee of "employing people's strengths".
3) Establish the mentality of "employing people's strengths".
2. Build a team and give full play to the value of talent collaboration
Mix and match to build the best team (5 principles for building a team).
Principle 1: Unified goals and vision.
Principle 2: Influential Team Leaders.
Principle 3: Interests first, close cooperation.
Principle 4: Clear division of labor and complementary advantages.
Principle 5: Shared responsibility and mutual trust.
Effective management of the team
1) The 4 stages of team management.
Establishment Period, Turbulent Period, Stable Period, Transition Period.
2) Make use of your personality to achieve the best fighting team.
3. Optimize the organization and release human efficiency
Organizational design
Principles of organizational design
a. Goal-oriented principle B. Principle of management range c. Principle of efficiency.
d. The principle of decision-making hierarchy e. The principle of division of labor and coordination f. The principle of contingency.
2) Common structures of organizational design - linear, functional, linear, divisional, matrix.
2.Organizational capacity building – organizational capacity and human effectiveness outputs.
Lecture 4: Divide the cake - effective compensation and performance management
1. Scientific distribution and mastery of effective salary design skills
The idea of a good penny system design
Idea 1, learn to divide money before you can make money.
Idea 2: Take into account fairness and competitiveness internally.
Idea 3: Ask the market for money.
Idea 4: Progressive payments are made in stages.
Idea 5: It can be adjusted dynamically.
Idea 6: Internal drive is more powerful than external drive.
Design a reasonable compensation system
Clarify the compensation strategy, job analysis and salary level survey, design the salary structure, determine the salary standard, benefit design, and design the salary management operation system.
Frequently Asked Questions on Executive Compensation Design
1) Positioning problem 2) Salary level problem 3) Portfolio incentive problem.
4) Proportional design problems 5) Target problems 6) Debugging problems.
2. Improve efficiency: effective performance management skills
Common performance management pitfalls
Myth 1: The formulation of performance plans is "based on feeling".
Myth 2: Performance management focuses on results rather than process.
Myth 3: Thinking that the decomposition of performance goals is equivalent to the decentralization of performance responsibilities.
The process and key steps of performance management
Set performance goals, record performance, process coaching and feedback, performance evaluation, performance interviews, and develop improvement plans.
3.Performance structure and proportional design.
Application of tools for performance management
1) Misunderstandings in the application of traditional performance appraisal.
2) Management by Objectives (MBO).
3) Key Performance Indicators (KPIs).
4) Balanced Scorecard (BSC).
5.Performance interviews should not be overlooked.
Lecture 5: Effective Motivation - Enhance Employees' Autonomy
1. Be aware: master the principle and logic of incentives
Human efficiency improvement revolution: employee motivation
1) Reduced cost vs labor efficiency.
2) Asset vs. Liability Zone of Employee Value.
3) Reduce labor costs vs activate the potential of employees.
Misunderstandings and principles of incentives
1) Common misunderstandings of effective incentives.
Myth 1: Incentives are equal to money.
Myth 2: Treat incentives as welfare.
Myth 3: Treat incentives as benefiting the public.
The principle of effective incentives——Scientific, pertinent, differentiated, regular, and timely.
3.Common motivational theories.
2. Have skills in your hands: master the core methods of effective incentives
Effectively motivate employees of the "Tiger Six".
1) Break the balance and normalize the PK mechanism.
2) Multi-pronged approach to employee incentives.
3) Scientific design, incremental incentive method.
4) Rewards and punishments are clear, and rewards and punishments encourage honor and disgrace.
5) Yin and yang interaction, internal drive + external drive parallel.
6) Minority principles, grasp the motivation of key employees.
2.Employee motivation method selection – based on human nature.
Case:Haidilao has 7 main measures to motivate employees.
3. Mechanism design: let the incentives be implemented
Incentive and elimination mechanism construction
1) Rational allocation of resources to ensure the transparency of the mechanism.
2) Establish multiple tracks for employees to run fast.
3) Break the seniority and reflect the value distribution principle of "strivers as the key link".
Design of long-term incentives
1) Equity + performance, double sword combination to activate core employees.
2) Partnership mechanism.
The art of motivating the new generation of employees
1) Create an organizational atmosphere that you like.
2) Build a gamified organization to make work fun.
Lecture 6: Focus on performance - the management of key talents in enterprises
1. Sharp eyes: identification and inventory of key talents
Identification of key talents
1) Personality characteristics 2) Position importance 3) The development value of the enterprise.
Key Talent Awards
1) Core executives.
2) Those who have made significant contributions to the performance of the enterprise or are benchmarks in their work.
3) Those who have a significant impact on the performance and profit of the enterprise.
4) People who have a greater impetus for the strategy and business development of the enterprise.
Inventory of key talents
1) Ability & Performance.
2) Value play > post importance nine-square grid.
3) Ability & Potential.
2. Good management: management and activation of key talents
1.Career cycle management for key talents.
2.Establishment of a key talent pool.
3.Key talent development.
Case:Huawei's approach to talent management.
3. Proper construction: capacity building for key positions
Methods for identifying key positions
1) Criteria for identifying key positions - strategic influence, value contribution, skill complexity, talent shortage, and professional particularity.
2) Methods for determining key positions - strategic decoding method and key indicator evaluation method.
Capacity building for key positions
1) Choose your partner.
2) Use the right method.
3) Framework combing of the quality and ability model.
4) Edit the quality dictionary.
5) Design a quality model for key positions.
Experience extraction for key positions
1) Recognize the mineral, lock the value and select the theme.
2) Beneficiation, follow the theme of extraction content.
3) Ore smelting, sorting out the content into a plan.