《新形势下如何提升员工的价值.ppt》由会员分享，可在线阅读，更多相关《新形势下如何提升员工的价值.ppt（26页珍藏版）》请在三一办公上搜索。
1、How to Raise Employee Value Under the New Circumstances-Practices on creating a learning organization,Jeremy Yao,How to Raise Employee Value-Practices on creating a learning organization,Why Creating a Learning Organization?,Practice Sharing:How to Create a Learning Organization,Human capital does n
2、ot create shareholder value,it is the management of human capital that produce value,HumanCapital,Intangibleassets,A major sourceof value,One of thelargest investment,but least known,EOC,Leadership Style,Learning Organization,CompanyImage,Rewards&Recognition,CommittedWorkforce/Teams,Communication,Em
3、ployer-of-choice model(example),Learning Organization:One Key factor of Employer of Choice,Learning and Development Is Highly Valued by Employees,The 7 Valued Factors:,Source:Hewitt Associates,What Do people need-Maslow Hierarchy Theory,Career DevelopmentChallenging Work&ProjectsContinuous Learning&
4、Dev,CongratulationsCoaching&Mentoring,Culture,Conducive EnvironmentCommunication,Compensation Change Management,System-Based(HR),People-Based(Manager),What Motivate People-Herzbergs Motivation-hygiene Theory,Motivators(激励因子)Achievement Recognition Work itself Responsibility Advancement Growth,Hygien
5、e Factors（保障因子）Company policy Supervision Relationship with boss Work conditions Salary Relationship with peers,The Reality Economy Recession&Uncertainty,Vision,Business strategy Business model Market,Clients,Price,Organization right sizing Talents is still in shortage Efficiency,productivity Costs,
6、costs&costs,Organization Challenges During Economy Recession,Partnering the business,Driving HR solutions,Delivering effectively,Engaging people in change,HR Competency,HR Key Behaviours,What HR Should Focus More On?,How to Raise Employee Value-Practices on creating a learning organization,Why Creat
7、ing a Learning Organization?,Practice Sharing:How to Create a Learning Organization,What is a“Learning Organization”?,“Organizations where people continually expand their capacity to create the results they truly desire,where new and expansive patterns of thinking are nurtured,where collective aspir
8、ation is set free,and where people are continually learning to learn together.”Peter Senge,5 Characteristics of a“Learning Organization”System Thinking Personal Mastery Mental Model Shared Vision Team Learning,To a Learning Organization,Creating A Learning Organization,Learning,Learning is a self-di
9、rected or learner-centered Process leading to increased adaptive potentialIts the movement from the delivery of content to the development of learning capabilities as a people development strategy,After-training Sharing,Internal Training Programme Certification,Reading Circle,Subject Learning&sharin
10、g,Technical Publications&Sharing,Creating a Learning Organization,TrainingPrograms,Management Mentoring,Action Learning,E-learning,Approaches in Creating a Learning Organization,Learning Initiatives,Description,1,2,3,4,After-training sharing to enhance their learning and to share their learning with
11、 others,Assigning subjects to high potentials to do further study and to share their learning with others,Managers to transfer their knowledge in a more flexible approach.,Senior people to coach selected potentials to accelerate their Devt,After-training Sharing,Internal Training program Certificati
12、on,Subject Learning&sharing,Management Coaching,Form booking reading group to learn and share with others,Reading Circle,5,Providing opportunities for potentials/managers to work on business projects and they learn through working on the projects,Action Learning,6,Sharing Research results from Techn
13、ical Publications,Technical Publications&Sharing,7,E-learning,To enable managers access to e-learning modules,8,Reading Circle,To cultivate learning habits by encouraging reading and sharing,Reading Circle Formation:STEP 1:Interested books survey:HR to collect staff interested booklist STEP 2:Readin
14、g Groups Formation:HR publicize the selected booklist and invite people to select their interested books People who choose the same book will form a reading group Each group will send HR their reading activities plans within 1 week after receiving the HR provided book STEP 3:Sharing Sessions HR to f
15、ollow up to arrange the sharing sessions Top 10 best books:Best Books voted by employees after the sharing and recommended to colleagues,After-Training Sharing,Courses are mandatory for sharing:-All external training courses-A few selected courses After-training Sharing SessionsAll the participants
16、must share their learning either by group or individual through formal presentationsHR to schedule Sharing Session by inviting all the interested colleagues within 1 month after the trainingSharing Approaches:Either individually or in groupSharing Folders Set up-All the shared documents to be archiv
17、ed under a shared folder,To enhance learning effectiveness through after-training sharing,Internal Training Programme Certification,at least 10 participants in any event,and minimum 2 hours of active participation in delivering training or facilitation(exclude travel time,time spent on organization)
18、All the staff designed programs have to be endorsed by respective management and local HR(2 weeks prior to start date of course).,To cascade functional expertise/Management knowledge in a more flexible approach,Subject Learning&Sharing by High Potentials,Subjects are identified by China or Site Mana
19、gement Team;Selected High Potential will be assigned with 1 subject The HP will initiate the learning&sharing process:To form a group to study,research,and dialogue to gain in-depth knowledge of the subjectDevelop a formal presentation/package on the subjectTo share the learning results of the subje
20、ct,To encourage high potentials to learn some specific subjects which are good for their development,and the HPs are invited to share with others their learning,Management Coaching,To encourage knowledge&experiences transfer and at the same time,assess the potentiality of the selected talents,Coachi
21、ng workshop for the coachCoach expected coaching subjects to be collected by HRCoach will base on his/her interests and specialty to select coachesCoaching is organized on a yearly basis,Action Learning is the most Effective Learning,You Hear,You forget You See,You Remember You Do,You understand-Con
22、fucius不闻不若闻之，闻之不若见之，见之不若知之，知之不若行之。学至于行之而止矣。-荀子儒效,Projects,Real business issues within the companyProject execution period:6 monthsThe project team are responsible for the resultsIts a mixed team from different business lines,functions,locations,etc.Award for the winning teamLearning is more importan
23、t,its not competition.,Process,China leadership team to agree on the action learning approachIdentify real business projects with project sponsor from respective business linesNominate 3-4 participants(HPs)from each business to form project teams(Max.4 team at a time)Nominate 4 managers at Director
24、level or above as respective project coachPlan and schedule action learning program,Action Learning Program,Kick-Off Workshop 2-3 days,Work as a team to work on the projectImplement personal development plan Prepare project findings to present to sponsors and jury,Final Workshop 2 days,Present proje
25、ct finding to sponsor/juryShare learning with peersAward winner,Project Execution 6 Months,Gain insights into company business strategyAttend change management&project management workshop to prepare for the project executionDiscuss with sponsor to prepare project framework,execution plans and to get
26、 sponsors buy-in,1,3,2,Leaders modeling Min.1 session a yearActive ParticipationRecognitionImmediate recognitionSharing Photos during annual partyBest team awardSponsored trip to other sites for sharing1 element in PAGood Promotion&PlanningTask force monthly meetingPromotion via e-mail,intranet and mass comPublishing quarterly plan and sharing calendarQuality Execution&Follow upRehearsal before presentationEmployee Evaluation on every sharing sessionSlides posted on intranet,How to Sustain&Enhance Learning&Sharing Culture,
