素质模型知识及模型建立.pptVIP

Document number * 绩效 通过素质模型将绩效结果、期望和员工行为的目的与公司业务目标相联系 在绩效管理中向员工提供具体的行为指导来帮助达到最终的绩效目标 集中对主要的素质进行辅导和大量的反馈 基于素质模型的基础上，识别出将来的领导者 ? Document number * 员工全面价值 回报 ·?? 根据对员工素质达成的测评与薪酬福利挂钩 使得薪酬体系与组织的价值和目标相一致 －－ 为“人”付薪酬而不是为“岗位”付薪酬 将薪酬与员工绩效表现挂钩 建立起素质模型基础上的职业等级 * * Leaders do not control information in order to control people, as was often the case in the traditional hierarchical organizations of the past—they share information to al低 people to do the most effective job possible. According to Fortune magazine’s 1999 list of “The 100 Best Companies to Work for in America,” about 40 percent of these 100 Best companies have monthly employee meetings or “brown bag lunches” with senior management, and 60 percent send weekly e-mails to employees from senior managers. Communication is a powerful way for leaders to impact their employees and give them what they say they want most from their leaders—direction and meaning, trust and hope. However, in this age of information with an increasing number of “virtual organizations,” establishing trust through communi-cation with employees is more challenging. Alienation can result from employees’ lack of proximity to other members of the organization, especially leaders. Since trust is key to leaders’ impact and influence on others, it is critical that leaders’ communications with employees convey meaning—it can transform work and send the message to employees that “We are all in this together.” In addition, leaders need to be candid in their communications and show that they really care. To trust leaders and to have confidence in them, we need to see evidence of competence and constancy, openness in communication, and deep listening. Leaders need to use communications to inspire others to see that the hours they spend in the workplace mean more than just the sum of the products they produce. * Document number Document number 素质模型 Document number * Document number * 素质模型 Issue Paper