高潜质人员的鉴别和发展（肯德鸡餐厅经理培训）.ppt

Defining and Developing High Potentials (HIPO)高潜质人员的鉴别和发展高潜质人员的鉴别和发展Presented by:Training&DevelopmentContent主要内容主要内容nCurrent Reality at Yum!百胜的现状nSelecting HIPOs高潜质人员的鉴别nHIPOs Development Planning高潜质人员的发展规划2Current Realities for Yum!China(RSC)百胜中国的现状百胜中国的现状3Current Reality现状现状200420052006Total HIPOs高潜质人员总人数28100%21100%37100%Remained as HIPO in 0505年仍为高潜质人员的人数946%Remained as HIPO in 0606年仍为高潜质人员的人数518%1257%Skip year HIPO隔年高潜质人员人数39%HIPOs Tracking(From 2004 2006,level 8+)高潜质人员的跟踪情况（2004年-2006年，8级以上）Finding 我们的发现我们的发现:Nearly half of our HIPOs fall out of HIPO status after a year and majority fall out after two years.将近半数的高潜质人员在一年以后无法继续成为高潜质人员；两年以后，大部将近半数的高潜质人员在一年以后无法继续成为高潜质人员；两年以后，大部分人不再是高潜质人员了。分人不再是高潜质人员了。4Current Reality现状现状20042005200628100%21100%37100%Promote in 2004/2004年晋升人数年晋升人数311%Promote in 2005/2005年晋升人数年晋升人数1243%524%Promote in 2006/2006年晋升人数年晋升人数829%1257%1335%Promote in 2007/2007年晋升人数年晋升人数4210%514%271918Promoted once/晋升晋升过1次次1036%1257%1849%Promoted twice/晋升晋升过2次次725%15%Promoted 3 times/晋升晋升过3次次27%210%Promoted 4 times/晋升晋升过4次次30*20*18Findings 我们的发现我们的发现:We are not promoting our HIPOs as aggressively as we thought.我们并没有像我们想象的那样积极地晋升我们的高潜质人员我们并没有像我们想象的那样积极地晋升我们的高潜质人员.*The difference in total was due to double promotion in the same year.5Selecting HIPOs高潜质人员的鉴别高潜质人员的鉴别Are both of them HIPO?他们是否都是高潜质人员?Both Jane&Mike have /Jane 和 Mike 都有 High Potentials are functionally competent,high performerbutFunctionally competent,high performer High Potential高潜质人员一定具有职能胜任力和良好的工作表现高潜质人员一定具有职能胜任力和良好的工作表现但是但是职能胜任力职能胜任力,良好的工作表现良好的工作表现高潜质人员高潜质人员High Potentials=promotable by at least 3 levels in the next 3 years高潜质人员高潜质人员=未来三年内至少能晋升三级未来三年内至少能晋升三级JaneMikeFunctional Competency 职能胜任力职能胜任力Job Performance 良好的工作表现良好的工作表现High Career Aspiration 很高的职业志向很高的职业志向6Selecting HIPOs高潜质人员的鉴别高潜质人员的鉴别How Yum!define leadership behaviors.百胜是如何定义领导力行为的百胜是如何定义领导力行为的.How We Lead 我们的领导之道Be a Customer Mania 为客疯狂Know&Drive Business 了解并推动公司业务Build and Align Team 建立协同一致的团队HWWT 群策群力Customer Mania 为客疯狂Belief in People 相互信任Coaching&Support 辅导支持Accountability 有责任心Execution Excellence 贯彻卓越Teamwork with Productive Conflict 力争而合Recognition 认同鼓励Positive Energy 正面积极And,Yum!Core Value百胜百胜的核心价值观的核心价值观7Selecting HIPOs A deeper look高潜质人员的鉴定高潜质人员的鉴定 深入分析深入分析So,who should you select as an HIPO?那么，你该选谁为高潜质人员呢?Both Jane&Mike possess the same profile.Jane 和 Mike 有相似的资质.JaneMikeIndividual aspiration&goals:FL+Individual aspiration&goals:FL+360 survey:4+360 survey:4+Functional Competency:ExcellentFunctional Competency:ExcellentPA:AT+for past 3 yearsPA:AT+for past 3 yearsBoth are equally qualified in:两人在以下几方面都表现优异:Functional Competency 职能胜任力职能胜任力Job Performance 良好的工作表现良好的工作表现High Career Aspiration 很高的职业志向很高的职业志向HWL/HWWT 领导之道和群策群力领导之道和群策群力8HIPO Determinants-Growth Factors高潜质人员的决定因素高潜质人员的决定因素-成长要素成长要素According to many researches done by organizations such as DDI,Hay,Corporate Leadership Council,a HIPO possesses the attributes show on the right.根据DDI,HAY,Corporate Leadership Council等机构的长期调查，一个高潜质人员应具备右边这些特征.Social understanding and empathy社交与同理心社交与同理心Emotional balance情绪平衡情绪平衡Natural curiosity and eagerness to learn好奇心与学习心好奇心与学习心Thinking beyond the boundaries 跨界思考跨界思考Growth Factors成长要素成长要素9Definition of Growth Factors成长要素的定义成长要素的定义Thinking Beyond the Boundaries 跨界思考nCan apply conceptual thinking to broad questions and make useful connection 可以把概念思维应用到广泛的问题上并做出相关的联系Natural Curiosity and Eagerness to Learn 好奇心和学习心nAsk questions that push the boundaries.问那些可以打破框架的问题nDesire to take on different and challenging assignments(even when these do not represent a promotion)渴望承担不同的有挑战性的工作（即使这些工作不代表可以晋升）Social Understanding and Empathy(Interpersonal Sensitivity)社交与同理心(人际交往的敏感度)nDesire and ability to understand others 渴望并能够理解他人nAbility to see a person as a whole influencing,teamwork,developing others 能够全面的了解他人 影响，合作，发展他人Emotional Balance(EQ)情绪平衡(EQ)nDemonstrate executive maturity,balance,emotional resilience,realistic optimism 表现出领导者的成熟，平衡，情绪的掌控和理性的乐观nWillingness to seek out and take constructive criticism well愿意主动寻找并听取建设性的批评10Thinking Beyond the Boundaries跨界思考跨界思考nDo they make useful connections well beyond the normal boundaries and timelines of their job?他们是否可以看到超越他们工作范围的事物？nDo they think in a fresh or useful way about big issues that may belong to a larger role?他们是否用全新的或有用的方式去思考那些属于更大职责的大问题？nDo they pinpoint key ideas from complex issues and ground them in reality?他们是否能从复杂问题中发现关键概念，并把它付诸于实践？nShow thought clarity and providing thought leadership to others展现清晰的思维并提供前瞻性思考引导他人nThink beyond current job scope.Effective in strategic discussion and implementation.能超越现有工作范畴进行思考并能有效地体现在战略讨论和执行中nResolve highly complex and far-reaching problems.能解决非常复杂和深远的问题nCreate innovations that impact positively on our business能够不断创新并积极影响我们的业务Questions to Ask 可以问的问题:Behaviors to Look For 可以观察的行为:11Natural Curiosity and Eagerness to Learn好奇心与学习心好奇心与学习心nDo they display curiosity and eagerness to learn that goes well beyond what is normally expected in their job?他们是否表现出好奇和学习的渴望？nDo they readily take on assignments or roles that are new and challenging to them,embracing the risk in trying something new?他们是否准备接受新的有挑战性的任务，愿意尝试新事物？nSets step change goal and show ownership in building know-how设置更上台阶的目标，并对建立know-how有主人翁的态度nDemonstrate leadership in cross function projects.Provide expert advice related to own function在跨职能的项目中表现出领导力。能就自己的职能方面给出专业性的建议nChallenge status quo and speak up for unpopular view for the good of business挑战现状，能为了公司业务的利益，表达不被他人所接受的观点Questions to Ask 可以问的问题:Behaviors to Look For可以观察的行为:12Social Understanding and Empathy社交与同理心社交与同理心nDo they listen carefully,ask clarifying questions and not jump to conclusions about other people and their motives?他们是否能仔细聆听，并用问题澄清而不是很快地做出结论nDo they treat others with respect and see the positive in others more often than they see faults or shortcomings?他们是否尊敬他人，能看到他人身上好的方面，而不总是盯着对方的缺点/过错？nDo they consistently bring out the best in others?他们是否能把他人的优点发挥到极致？nServe as a change catalyst能成为变革的催化剂nReadily coach others asks the right questions;allows direct reports to be the expert随时准备辅导他人 问对的问题，允许下属成为专家nWilling to listen.Value diverse perspectives愿意倾听他人，重视不同意见nEngage others in rich dialogue.Seek to understand others first.鼓励他人一起参与讨论，能首先去理解他人的观点Questions to Ask 可以问的问题:Behaviors to Look For可以观察的行为:13Emotional Balance情绪平衡情绪平衡nDo they have emotional stability under difficult circumstances?Or do they stress out and make things even worse?在艰难的情况下，他们是否能保持稳定的情绪？还是无法承受压力导致事情更糟？nDo they recover and learn from their mistakes?Or do they sulk or blame others?他们是否能从错误中学习？还是对犯过的错误感到生气并指责他人？nDo they seek out and take constructive criticism well,learning from it to improve their performance?他们是否能主动寻求并接受建设性的批评，并从中得到学习进而提高自己的绩效？nSee conflict as an opportunity for synergy and enriched decision making把冲突看成协同合作和强化决策制定的好机会nCoachable.Have accurate self-insight,and open to learn from mistakes可辅导的，有准确的自我认识，能从错误中得到学习发展nWork comfortably with ambiguity能在灰色地带工作nAbility to control own emotions not moody or quick to erupt in anger.Stay positive in times of difficulty能控制自己的情绪 不要喜怒无常，或易怒。面对困难能保持积极乐观的态度Questions to Ask 可以问的问题:Behaviors to Look For可以观察的行为:14Not all Growth Factors are new to usSome elements are already captured in HWL&HWWT并不是所有的成长要素都是新概念并不是所有的成长要素都是新概念有些要素在我们的领导之道和群策群力中已有体现有些要素在我们的领导之道和群策群力中已有体现Thinking Beyond the Boundaries跨界思考跨界思考Know&Drive Business 了解并推动公司业务了解并推动公司业务n Sort thru complex issues 整理分类复杂事件整理分类复杂事件 Natural Curiosity and Eagerness to Learn好奇好奇心与学习心心与学习心Know&Drive Business了解并推动公司业务了解并推动公司业务n“Be an avid learner”是个好学者是个好学者 Social Understanding and Empathy社交社交与同理心与同理心Build&Align Team 建立协同一致的团队建立协同一致的团队nUnleash the power of people 充分发挥他人能力充分发挥他人能力nSelect and develop diverse and talented people 挑选和发展不同的有才能的人员挑选和发展不同的有才能的人员Emotional Balance情绪情绪平衡平衡HWWT 群策群力群策群力n Teamwork with productive conflict 力争而合力争而合Growth Factors 成长要素成长要素Yum!15So,Who are the HIPOs in Your Function?所以，哪些人是你部门里的高潜质人员所以，哪些人是你部门里的高潜质人员?High Potential=High Performance 高潜质人员高潜质人员=工作表现优秀工作表现优秀High Performance High Potential 工作表现优秀工作表现优秀 高潜质人员高潜质人员 First,look at 首先看首先看Second,look at 然后看然后看 And,dont forget 不要忘了不要忘了 Functional Competency 职能胜任力职能胜任力Job Performance 良好的工作表现良好的工作表现High Career Aspiration 很高的职业志向很高的职业志向HWL/HWWT 领导之道和群策群力领导之道和群策群力Social understanding and empathy社交与同理心社交与同理心Emotional balance情绪平衡情绪平衡Natural curiosity and eagerness to learn好奇心与学习心好奇心与学习心Thinking beyond the boundaries 跨界思考跨界思考Growth Factors成长要素成长要素16So,what do you do once you have selected your HIPO?那么，一旦选定了你的高潜质人员那么，一旦选定了你的高潜质人员，你接下来要做些什么？，你接下来要做些什么？Tailored Long Term Development Plan量身定制定长期发展计划量身定制定长期发展计划17Ways to Develop HIPOs 发展发展高潜质人员的多种途径高潜质人员的多种途径-Basic principle:TAILOR development plan to the individual-基本原则基本原则:定制定制 个人发展计划个人发展计划nAction learning 行动学习行动学习nLeadership workshop 领导力工作室领导力工作室nCross function projects 跨职能项目跨职能项目nServe deputy role 代理职务代理职务nMentoring 导师计划导师计划 nCommittee meeting 委员会委员会nCross function project 跨部门项目跨部门项目nCoaching/high quality feedback辅导辅导/反馈反馈nPeer learning communities同事间学习小组同事间学习小组nJob enlargement 工作丰富化工作丰富化 nOn the job training 在岗培训在岗培训nACE/rotation 轮岗轮岗 nBecome a trainer 成为讲师成为讲师nBe a meeting facilitator 成为会议引导者成为会议引导者nStretch assignment 有挑战的任务有挑战的任务nShort term assignment 短期的任务短期的任务nGuided self-reflection引导性自我反省引导性自我反省nNetworking 学习交流网络学习交流网络18The Long Term Development Plan(Sample)长期发展计划长期发展计划(样本样本)Name 名字名字:LT 3-5 yrs Targeted Position 目目标职位位:Supervisor 主管主管:Date 日期日期:Key Gaps to Achieve Targeted Position:达到目达到目标职位的主要差距：位的主要差距：Year 1 第一年第一年Year 2 第二年第二年Year 3 第三年第三年Position&PotentialMoves下一个合适的下一个合适的职位位Eg.GIP/Lateral Move/Promotion to bigger role在在位学习位学习/平调平调/升迁升迁Focus关注点关注点“One big thing”from key gaps to achieve targeted position为为达到目标岗位的一件要事达到目标岗位的一件要事DevelopmentPlans发展展计划划Tailored interventions to close the gaps,Eg.Project completion,Short term assignment completion,bench identification/development量量身定制的帮助发展的介入工具身定制的帮助发展的介入工具SuccessCriteria成功成功标准准Assessment criteria on development plan针对针对发展计划的评估发展计划的评估Sponsor 主管主管/Mentor 导师导师Relevant FL or above相关相关的的FL或以上或以上Input to current year IDP写入写入当年的发展计划当年的发展计划19Your Time to Act你行动的时候到了你行动的时候到了nSelect your HIPOs鉴别你的高潜质人员nReview your nomination at PPR在PPR时汇报你的提名nTailor development plan to them为他们量身制定发展计划nCoach,support and provide resources in executing the plan为发展计划的顺利执行提供必要的辅导，支持和资源nTake prompt corrective actions when first see signs of derailing当看到偏离的征兆时要立即采取纠正措施nReview progress regularly(mid year and mid-cycle PPR)and follow through until they achieve their long term targeted position定期检查并跟踪进展（按照PPR的时间）直到他们达到长期职业目标20