ABB领导力解析(共4页).doc

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1、精选优质文档-倾情为你奉上ABB领导力胜任力模型的关键词解析 Key Vocabularies in ABB Leadership Competency Model ABB Leadership Competency Model will be closely linked with the Result section of Performance Development Appraisal (PDA) system. For consistency the behaviors have been grouped under the headings of the Leadership Co

2、mpetency model. As an input to review and development planning, both the reviewing manager and the employee will need to provide information on competencies demonstrated throughout the performance year. ABB领导力胜任力模型的行为因素将成为ABB绩效考核与发展评估体系中行为目标考核与发展的重要参考。为保持一致，我们把所有的行为都归在领导力胜任力模型的类别之下。也就是说，经理将会参考ABB胜任力

3、模型提倡的行为表现为下属在过去的一年里所表现出来的行为进行打分。1. Results Orientation 结果导向 General Definition: People demonstrating this competency drive for improvement of business results.Recommended Behavior:- Top line orientation- Cost management- Risk management - Drive to meet or exceed targets “delivers on promises” - Achi

4、evement in the face of unforeseen obstacles 定义: 展现这种胜任力的人会努力改善业务结果提倡的行为表现:- 追求最佳结果- 成本管理- 风险管理- 努力去达到或超越目标- 履行承诺- 克服无法预料的困难而取得成绩2. Strategic Orientation 战略导向 General Definition: People demonstrating this competency think beyond their own area. Strategic thinking can be applied to a function or proce

5、ss, a product and market, a business or a corporate entity involving various businesses. This competency requires complex thinking abilities, incorporating both analytical and conceptual abilities.Recommended Behavior: - Linking of business objectives to the wider organizations strategy- Contributio

6、n to strategy outside own area of influence - Develops strategic approach for own area of influence 定义:展现这种胜任力的人能够超越自己的所属领域进行思考。战略型思考可以应用在某一职能或过程、一种产品和市场、拥有不同业务的企业或公司实体。这种胜任力要求面对复杂问题的分析和抽象思维能力.提倡的行为表现:- 把业务目标跟更广范围的组织战略结合在一起- 对个人影响范围以外的战略做贡献- 为个人影响范围内的事情开发战略手段 3. Teamwork & Collaboration 团队协作 General

7、 Definition: People demonstrating this competency have a drive to work with peers, partners, and others, who are not in the line of command to positively impact business performance Recommended Behavior: - Demonstrates “One ABB” behaviors - Contribution to the results of others - Sharing of informat

8、ion and ideas outside own area - A “Giver” shares talent outside own area 定义:展现这种胜任力的人努力和同事,合作伙伴和不在同一汇报体系的其他人一起工作, 从而正面地影响业务表现.提倡的行为表现:- 帮助别人达成目标- 分享个人所从事领域以外的信息和想法- 一个 “给予者”- 分享个人才干展现出统一的ABB行为 4. People Development 人员发展 General Definition: People demonstrating this competency develop the capabiliti

9、es of the organization by acquisition of top talent and development of people; they may find deep satisfaction in knowing they have made an impact on an individuals life or career. Recommended Behavior: - Contributes to the development of people within and outside own team - Adopts coaching behavior

10、s- Uses systematic approaches to development 定义: 展现这种胜任力的人,通过吸收顶尖人才并发展他们,来开发组织的能力;当得知对某个人的人生或事业产生影响时,他们往往能够体会到深层次的满足感。提倡的行为表现:- 对团队部门成员或外部成员的发展做出贡献- 对他人给予辅导- 在发展方面采用系统的方法5. Personal Leadership 个人领导力 General Definition: People demonstrating this competency can focus, align, and build effective groups

11、. This competency includes leadership roles in cross- functional, cross- organizational, or project teams as well as conventional management positions. NOTE: These behaviors are not limited to formal or hierarchical leadership role. Recommended Behavior:- Leads by example “Walks the Talk” - Creates

12、space for others to achieve and be recognised - Empowers others to perform 定义: 展现这种胜任力的人,能够凝聚,调整并建立高效能的团队.此胜任力包括跨职能,跨组织或项目小组的领导角色,也包括传统的管理岗位的领导角色.注意:这些行为并不局限于正式或分等级的领导角色.提倡的行为表现:- 以身作则- 言出必行- 为他人创造能取得成就和被认可的空间- 授权他人以完成任务 6. Change Leadership 变革领导力 General Definition: People demonstrating this compet

13、ency drive for improvement through people, transforming and aligning an organization in a new and challenging direction. Recommended Behavior: - Acts as a champion of organisational change - Engages people at all levels in change initiatives - Makes change happen in own area 定义: 展现这种胜任力的人通过人员努力改善业绩,

14、 同时改变和调整组织朝着一个新的和富于挑战的方向发展. 提倡的行为表现:- 引领组织变革- 让所有人都参与到变革的各项活动中来- 让变化发生在自己所在的领域 7. Intercultural Sensitivity and Effectiveness 跨文化的敏感度和有效性 General Definition: People demonstrating this competency are able to cross and bridge different regional, organizational, or business cultures. Normally this comp

15、etency requires personal experience of international business to achieve higher levels. Note that “culture” can refer not only to international issues but also issues between different functional areas or divisions within the same organization.Recommended Behavior:- Demonstrates understanding of oth

16、er perspectives - Shows respect for alternative points of view - Takes advantage of diverse inputs in decision making 定义: 展现这种胜任力的人能够跨越和衔接不同区域、组织和商业文化。在通常情况下,这种胜任力要求个人有国际业务的经验并取得较高的水准。注意“文化”不仅仅是指国际间的事情,还包括同一组织内部不同职能领域或部门之间的问题。提倡的行为表现:- 对其他观点表示理解- 对其他可选观点表示出尊重- 在决策过程中,充分利用各种建议 8. Customer & Market Or

17、ientation 客户和市场导向 General Definition: People demonstrating this competency add business value based on their understanding and service of the customers and the market in which they work. They know the customers they serve, the competitors, suppliers, and the regulatory environment and how to address

18、 them.Recommended Behavior:- Always considers the customer impact of actions - Considers the needs of both internal and external customers - Builds customer relationships 定义: 展现这种胜任力的人能够基于对所在市场和客户的了解及所提供的服务来为业务增值。他们了解并懂得如何应对客户,竞争对手,供应商以及不断变化的环境。提倡的行为表现:- 始终考虑顾客影响力- 既考虑内部客户,也考虑外部客户的需求- 建立客户关系专心-专注-专业