美世-宝马中国售后经理甄选参考.ppt

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1、BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page1BMWChinaAssessmentCenterDealerAftersalesManagerSelection 宝马中国评价中心经销商售后经理甄选HowtoselectcandidatesfortheAC?如何对候选人进行初选？BMWChinaAssessmentCenterPre-selectionJan.20102BMWChinaAssessmentCenterDealerAftersalesManagerS

2、electionPre-selectionMaterialsJan.2010Page2BMWChinaAssessmentCenter宝马中国评价中心Content目录lAssessmentCenterBackground背景说明lAssessmentCenterProcess评价中心流程lCompetencyModelofAftersalesManager售后经理的胜任力模型lPre-selectionToolsandSkills初选工具和技巧lAttachments附件BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-s

3、electionMaterialsJan.2010Page3AssessmentCenterBackground背景说明背景说明4BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page4BMWChinaAssessmentCenter宝马中国评价中心BriefingofDealerAftersalesManagerSelection经销商售后经理甄选简介lInordertoincreasedealersoverallstrength,andhelpthemfindqua

4、lifiedprofessionals,BMWChinalaunchedthetheBMWChinaAssessmentCenter-DealerServiceManagerSelectionin2007.为提升整体竞争优势，帮助经销商雇佣到合格的专业人才，宝马中国在2007年启动了“宝马中国评价中心经销商服务经理甄选”项目。lInresponsetotheresetofBMWdealersAftersalesManager,BMWChinaAssessmentCenterchangetheselectionofServiceManagerintoAftersalesManagersinceA

5、pril2010.为响应宝马中国对经销商售后经理岗位的重新设置，宝马中国评价中心从2010年4月开始，将服务经理甄选转换为售后经理甄选。DealerAftersalesManagerSelectioniscarriedoutbytheAC.Theassessmentprocessmainlyincludes2parts-Pre-selectionandPanelassessment.DealersandtheassessmentpanelconducttheselectionbasedontheBMWChinaAftersalesManagerCompetencyModel,usingprof

6、essionalassessmentmethodsandtools.OnlythosewhopasstheACareallowedtoentreBMWdealernetwork.经销商售后经理甄选利用评价中心的方式进行，主要包括“初选”和“专家测评”两个阶段。经销商负责人和测评专家将会依照“宝马中国售后经理胜任力模型”的要求，利用专业的测评方法和工具，对售后经理候选人进行甄选。只有通过评价中心的候选人才能够被批准进入经销商网络。Note:formorebackgroundinformation,pleaseseeappendix1:BMWChinaAssessmentCenterOvervie

7、wBrochure备注：其他相关背景信息，详见“附件1：宝马中国评价中心简介手册”。5BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page5BMWChinaAssessmentCenter宝马中国评价中心ObjectivesandmethodsofASMPre-selection售后经理初选的目的和方式lTheACconsistsofseveralprofessionalassessmentsteps,ofwhichthepre-selectionisacrucial

8、part.Candidatesshouldpassthepre-selectionbeforetheyaresenttothepanelassessment.评价中心指一系列专业测评流程的组合，初选是整个甄选过程中一个必不可少的环节，售后经理候选人需要在通过初选之后，才能由所属经销商推荐参加正式的专家测评。Thepre-selectioniscarriedoutbydealers.Thismaterialprovideswithcompleteguidanceforpre-selection,includingpre-selectionprocess,criteriaandtoolmethod

9、s,fordealerGMsandHRpersonsreference.候选人的初选由经销商自行进行，本资料提供了关于初选过程的全部指导，具体包括：初选流程、标准和工具的使用方法等，供经销商负责人和人力资源专业人员参考。BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page6AssessmentCenterProcess评价中心流程评价中心流程7BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-sel

10、ectionMaterialsJan.2010Page7BMWChinaAssessmentCenter宝马中国评价中心AssessmentCenterProcess评价中心流程lAssessmentCenterProcessOverview评价中心流程概览lAssessmentCenteroverallflowchart评价中心整体流程图lFlowchartbysteps评价中心分阶段流程图-Pre-selectionprocess初选流程-PanelAssessmentprocess专家测评流程-Foreigncandidateassessmentprocess外国候选人测评流程Conte

11、nt此部分包含的主要内容：8BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page8BMWChinaAssessmentCenter宝马中国评价中心AssessmentCenterProcessOverview评价中心流程概览Assessmentforbest-fitsourcestofilljobsandassignments对候选人进行评价，找到满足工作和任务需求的最佳资源Selectiondecisionsbasedoncommitteeconsensusbase

12、在委员会多数意见的基础上做出甄选决策Assessmentprocessfacilitationandadministration评价过程的推行与管理IntersectsatDealerAftersalesManagerSelection 在经销商售后经理甄选过程中交叉进行经销商通过以下标准筛选申请者:教育背景工作经验美世提供在线的认知能力测验(考察数学推理能力)简历筛选简历筛选认知能力测验认知能力测验专业知识测验专业知识测验经销商总经理主持面试，确定候选人面试面试专家测评专家测评初选材料胜任力模型评价工具沟通材料信息管理表格邀请候选人、宝马中国、经销商通过/失败通知评价过程初选资料学习准备工作

13、准备工作沟通沟通评估结果确定计分讨论决策评价评价候选人信息评价记录后备名单管理信息管理信息管理报告报告在多重评价结果基础上生成评价报告宝马中国提供测评工具美世提供测验的网上平台角色扮演行为事件访谈15FQ+人格测验商业模拟其他初选资料学习初选资料学习9BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page9BMWChinaAssessmentCenter宝马中国评价中心AssessmentCenterProcessOverview(Cont)评价中心流程概览（续）Mer

14、cerprovidestoolsandadministrationduringtheprocess在此过程中美世提供测评工具并进行管理PrimaryOwner主要负责方EstimatedTime预计时间Majoractivities主要活动JobPostingandResumeScreening刊登招聘广告和简历筛选Dealer经销商5.5weeks(onlyforreference)5周半（供参考）Jobposting发布职位广告Resumescreening简历筛选Pre-SelectionMaterialStudy&Training初选资料学习及培训Dealer经销商3.5weeks(o

15、nlyforreference)3周半（供参考）Onlinetechnicalknowledgetest在线专业知识测验Onlinecognitiveabilitytest在线认知能力测验Interview面试SubmitResultsandEnrolment提交结果与报名Mercer/BMWChina美世/宝马中国1-2Days(dependsonnumberofcandidates)1-2天（取决于候选人数量）Roleplay角色扮演Behavioraleventinterview行为事件访谈Businesssimulation商业模拟15FQ+人格测验Onlinecognitiveabi

16、litytest在线认知能力测验EnglishandComputerTests英语和计算机测验Assessmentdiscussion评价结果讨论All所有参与方WriteAssessmentReports评价报告撰写SubmitAssessmentReports测评报告提交Upload&DownloadReports上传和下载报告Providefeedback提供反馈Probationevaluation试用期评估Stage1Pre-Selection第一阶段初选Stage2PanelAssessment第二阶段专家测评Stage3Feedback第三阶段反馈5.5weeks(onlyfor

17、reference)5周半（供参考）10BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page10BMWChinaAssessmentCenter宝马中国评价中心AssessmentCenterOverallFlowChart评价中心整体流程图DEALER经销商BMW宝马MERCER美世Shareannualdealeropeningandhiringplan分享年度经销店开张和雇佣计划7monthsbeforestoreopening在经销店开业前7个月3months

18、beforestoreopening在经销店开业前3个月Setannualpre-selectiontraining&assessmentschedule设立年度初选培训和专家测评排期计划SendthescheduletoBMWChinaanddealers向宝马中国和经销商提交排期表Jobposting&resumescreening发布职位广告&简历筛选Pre-selectiontestsandinterview初选测验和面试Panelassessment专家测评Studythepre-selectionmaterialsbyschedule按照计划进行初选资料学习Provideasses

19、smentresultandreport提供结果和反馈报告Hiringdecision雇佣决策FeedbacksandOn-board结果反馈与上岗工作4.5monthsbeforestoreopening在经销店开业前4.5个月11BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page11BMWChinaAssessmentCenter宝马中国评价中心AssessmentCenterProcessFlow-1.JobPostingandResumeScreening评

20、价中心流程图-1.刊登招聘广告和简历筛选3weeks3周2weeks2周DEALER经销商0.5week0.5周PostJobAd招聘信息发布CollectResume收集简历ResumeScreening筛选简历StudyPre-SelectionMaterialaccordingtotheschedule按照计划学习初选资料12BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page12BMWChinaAssessmentCenter宝马中国评价中心Assessmen

21、tCenterProcessFlowChart-2.Pre-selection评价中心流程图-2.初选DEALER经销商MERCER美世1week1周1.5week1.5周1week1周InformBMWChina&Mercerregardingthecandidatelist通知宝马中国和美世新的候选人名单Pass通过?Informthecandidates通知候选人No否否ProvideOnlinePassword提供在线测验密码OnlineCognitiveAbilitytest在线认知能力测试OnlineTechnicalKnowledgetest在线测试专业知识HoldIntervi

22、ewsandalsosubmitResults主持面试并提交面试结果SubmitPre-SelectioncandidatelisttoBMWChinaandMercer向宝马中国和美世提交通过初选的候选人名单Yes是是CandidateListManagement管理候选人名单SendRejectionLetter发拒信SubmitCAROnline在线提交CAR13BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page13BMWChinaAssessmentCent

23、er宝马中国评价中心AssessmentCenterProcessFlowChart-3.PanelAssessment评价中心流程图-3.专家测评BMW宝马MERCER美世Yes是是No否否ManagecandidateList管理候选人名单Enoughcandidates足够的候选人？PrepareforPanelAssessment筹划专家测评WaitforthenextroundofPanel等待下次专家测评Askcandidatestoconfirm请候选人进行确认EnoughCandidates足够的候选人？Yes是是No否否OrganizePanelAssessorCommitt

24、ee组织评价委员会Drawuptimetableandgrouplists制定时间表和分组名单Inviteassessorsandcandidatesandalsotoconfirmattendance向候选人和评估师发出邀请并确认出席Welcomespeech&Briefingfortheday欢迎致辞及简单介绍当日测评内容RolePlay角色扮演BusinessSimulation商业模拟BEI行为事件访谈TechnicalKnowledgeTest专业知识测验15FQ+人格测验CognitiveAbilityTest认知能力测验EnglishandComputertest英语和计算机水平

25、测验2weeks2周1week1周1week1周12Days12天Assessordiscussionandconfirmtheresults测评委员会讨论并确定候选人评价结果14BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page14BMWChinaAssessmentCenter宝马中国评价中心AssessmentCenterProcessFlowChart-4.Feedback评价中心流程图-4.反馈BMW宝马MERCER美世2Days2天1week1周1wee

26、k1周DEALER经销商ConsolidateACResults汇总测评结果SubmitReportstoBMWChinaanduploadtoDealers向宝马中国提交报告并同时上传给经销商ForwardReportstoBMWChinaRMs转发报告给宝马中国区域经理CommunicatethecontentofreportsandprovideFeedbackaccordingly沟通报告内容并给予反馈沟通报告内容并给予反馈3Weeks3周SubmitACResults提交测评结果WriteACReports撰写测评报告ApproveFinalResults审批最终结果InformDe

27、alersRegardingACResults通知经销商结果OfficiallyOnBoard候选人正式上岗工作ProbationEvaluation试用期评估Passed?Yes是是6-monthofProbationPeriod候选人进入半年试用期CurrentACResultsareexpired此次测评结果作废No否否After6Months6个月后15BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page15BMWChinaAssessmentCenter宝马

28、中国评价中心AssessmentCenterProcessFlowChart-foreigncandidateassessmentprocess评价中心流程图-外国候选人测评流程DEALER经销商BMW宝马MERCER美世2week2周2week2周2week2周3week3周1week1周HeadhunterorganizestechnicalknowledgetestandIRTtest猎头公司组织候选人进行专业知识测验和认知能力测验Pass?通过?SubmitcandidatelisttoMercerandBMWChina向美世和宝马提交候选人名单ApplytoMercerforvide

29、oassessment向美世申请视频测评Approved批准?Pass?通过?Telephoneorvideointerview电话或视频面试PanelAssessmentcommitteeapprovalonvideoassessment评价委员会讨论是否同意进行视频测评CandidatesParticipatePanelAssessmentinChina候选人来中国参加专家测评Videopanelassessment候选人参加视频方式的专家测评No否CannotparticipatepanelassessmentinChina如果无法来中国参加专家测评?Pre-selection初选阶段P

30、anelAssessment专家测评阶段BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page16CompetencyModelofAftersalesManager售后经理的胜任力模型售后经理的胜任力模型17BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page17BMWChinaAssessmentCenter宝马中国评价中心Competen

31、cyModelAftersalesManager售后经理胜任力模型lAftersalesManagercompetencymodel售后经理胜任力模型-Five“excellence”rolesofAftersalesManager售后经理的五个“卓越”角色-Definitionofcompetencyitemsandsampleofbehaviouralindicators胜任力要素定义和行为指标示例-Sampleoflevelofimportanceandproficiency重要性和掌握程度示例-Technicalknowledgerequirement专业知识要求-Criteriaof

32、differentlevelsofproficiency掌握程度的分级标准lAssessmenttoolsforeachcompetencyitem胜任力要素与测评工具匹配lPanelassessmentcriteria专家测评标准Content此部分包含的主要内容：18BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page18BMWChinaAssessmentCenter宝马中国评价中心CompetencyModelAftersalesManager售后经理胜任力模

33、型Note:formoreinformationofAftersalesManagercompetencymodel,pleaseseeappendix2:BMWChinaDealerAftersalesManagerCompetencyModel备注：经销商售后经理胜任模型的详细内容，详见“附件2：宝马中国经销商售后经理胜任力模型”。Aftersalesmanagerroles售后经理角色Competencyitems胜任力要素Managementexcellence管理卓越Teamexcellence团队卓越Serviceexcellence服务卓越Commercialexcellence

34、商业卓越Operationexcellence运营卓越nBusinessOperation商业运作nBusinessResultOrientation关注业务经营结果nnnnnDefinitionsandbehaviouralindicators胜任力定义和行为指标nDefinition:定义：nnBehaviouralindicators:行为指标：nnLevelofimportanceandproficiency重要性水平和精通程度BusinessOperation商业运作1CompetencyItem胜任力要素精通程度ProficiencyLevel重要性水平ImportanceLeve

35、l1 2 3 4 51 2 3Technicalknowledgerequirement专业知识要求Competencyrequirement胜任力要求19BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page19BMWChinaAssessmentCenter宝马中国评价中心Five“excellence”rolesofAftersalesManager售后经理的五个“卓越”角色IndividualCompetenciesatPersonallevel个人个人胜胜任力

36、要求任力要求ManagementExcellenceStrategicThinkingSystematicAnalysis/ProblemSolvingManagementExcellence管理卓越管理卓越CommercialExcellence商业卓越商业卓越BusinessOperation商业运作BusinessResultOrientation关注业务经营结果ServiceExcellence服务卓越服务卓越CustomerFocus关注客户CommunicationwithInfluence 沟通与影响TeamExcellence团队卓越团队卓越PeopleDevelopment发

37、展他人TeamBuilding 团队建设OperationExcellence运营卓越运营卓越OperationOptimization运营卓越Collaboration协调合作AchievementMotivation成就导向StressManagement 承受压力Initiative积极主动StrategicThinking战略思维SystematicThinking/ProblemSolving系统思维/解决问题20BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010

38、Page20BMWChinaAssessmentCenter宝马中国评价中心Definitionandindicatorofcompetencyitems(example)胜任力要素的定义和行为特征（示例）Competencyitems胜任力要素任力要素Behaviouralindicators行行为特征特征CommunicationwithInfluence沟通与影响Listens,interpretsandconveysinformationinaclearandaccuratemannerwiththeabilityinindividualinfluencethattobeflexibl

39、einhandlingdifferentcommunicationissues,aswellastoeffectivelymanagerelationshipwithotherswiththeabilityinproblemsolving.利用清晰、准确的聆听、解释和传达信息，以及个人影响力，灵活应对各种沟通情景、有效管理与他人关系、促进问题解决的能力。Listenscarefullyandunderstandsthemeaninganditsimplications,givesfeedbackwhenappropriate.亲和力强，善于倾听、理解他人的观点和隐含的意图，能够在适当的时候给予

40、反馈Explainstheinformationclearlyandverifiestheunderstandingofagreements,issues,orrequirementstopreventmiscommunication.表达清晰且准确，积极寻求他人的意见和需求等反馈信息以避免误解Choosesandadoptsappropriatecommunicationmethodsaccordingtopurpose,environmentandaudience.根据沟通目的、情景和对象，选择并调整适合的沟通方式、方法和技巧Stayscalmandcomposedwhenfacingpr

41、oblemsandconflicts.Capableofidentifyingkeyaudienceandsuitablecommunicationopportunities.Beabletopersuadeothersbyusingappropriatemethodsandotherrelatedsupportingresources.沉着、冷静地面对冲突和矛盾，善于发现关键沟通对象与合适的沟通机会，利用恰当的方法和资源支持说服他人Anticipatesthereactionsfromothersandtobepreparedinadvance.Createsapositiveandharm

42、oniouscommunicationatmosphere.预见他人的反应并提前作准备，营造积极和谐的沟通氛围21BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page21BMWChinaAssessmentCenter宝马中国评价中心Eachitemhaslevelofimportanceandlevelofproficiency(Sample)每个项目都有重要性和精通程度设定（示例）OperationOptimization运营卓越PeopleDevelopment

43、发展他人CommunicationwithInfluence沟通与影响54321321CompetencyItem胜任力要素Levelofproficiency精通程度Importancelevel重要性水平:Basicrequirement基本要求 :Qualifiedrequirement合格的要求22BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.2010Page22BMWChinaAssessmentCenter宝马中国评价中心Technicalknowledgeisam

44、ust具备专业知识是售后经理成功的必要条件EnglishKnowledge:oral,written.reading.英语知识：口语、书写、阅读Timemanagement时间管理Environmentalprotectionandgarbagedisposal环境保护和垃圾处理的知识Knowledgeinhealthandsafetyregulations健康和安全规章的知识Knowledgeaboutpartsandaccessories关于零部件和附件的知识BMWKnowledgeaboutserviceorganization/processes有关宝马服务组织/流程的知识Knowle

45、dgeaboutserviceorganization/processes 关于服务组织/流程的知识Knowledgeaboutlayoutandsetupofworkshop车间的布局和建设知识BMWIT宝马的信息技术IT-Experience(MS-Office,Host-Application)信息技术经验（办公软件、主机应用）Knowledgeoflegalissues法律知识Marketing/PRknowledge市场营销/公关知识Knowledgeofbusinessmanagement商业管理知识BMWMotorvehicletechnicalknowledge宝马汽车技术知识

46、MotorvehicletechnicalknowledgeinPremium(MB,Audi,Lexus,Porsche,Volvo,Jag)高端品牌汽车（梅塞德斯奔驰、奥迪、雷克萨斯、保时捷、沃尔沃、美洲虎）的技术知识54321Competencyitem胜任力胜任力要素要素Levelofproficiency精通程度精通程度:Basicrequirement基本要求 :Qualifiedrequirement合格的要求23BMWChinaAssessmentCenterDealerAftersalesManagerSelectionPre-selectionMaterialsJan.20

47、10Page23BMWChinaAssessmentCenter宝马中国评价中心Criteriaofdifferentlevelsofproficiency掌握程度的分级标准CompetencyLevel胜任力等级StagesRepresented代表程度ScalingCriteria分级标准5Leading&innovationstage引导和创新阶段Widelyrecognizedasexpert被看作领域内的专家Demonstratesleadingcapability具有领导能力Actasrolemodel,spreadknowledge,skillsandknowhowthrough

48、developingpeople能够作为他人的榜样，通过发展员工来传播知识、技能和方法Abletoresolvemostcomplexproblems可以解决绝大多数复杂问题Insightfulofthedevelopmenttrendofknowledge,skillsandknowhow 能够洞察知识、技能和方法的发展趋势Innovativeapplicationofknowledge,skillsandknowhow能创新性地应用知识、技能和方法4Guidingstage指导阶段Demonstratesprofoundlevelofcapability具有较高的能力水平Comprehen

49、siveunderstandingofknowledge,skillsandknowhow全面掌握工作所需的知识、技能和方法Abletoresolvecomplexproblems可以解决一些复杂问题Knowledge,skillsandknowhowspreadthroughmentoring,guidanceandtraining,etc 能通过指导、引导和培训向他人传播知识、技能和方法3ExpandingStage发展阶段Demonstratesbasiclevelofcapability达到基本的能力要求Abletoapplytheabilities,knowledgeandskill

50、srequired,independently可以独立应用技能、知识和方法Abletoresolvedifficultproblems能够解决工作中的某些难题Abletosharewithothersonknowledge,experienceandknowhow可以和他人分享知识、经验和方法2ApplicationStage应用阶段Extensiveawarenessofknowledge,skillsandknowhowrequired具有与工作相关的知识、技能和方法Abletoresolvesimpleandroutineproblems,cangetchallengingjobdone