外企高绩效教练相关教材(英文版)PPT(46张)

合集下载

高绩效职场管理领导力培训教材(PPT 46页)

高绩效职场管理领导力
主講人:許連欽
Page:1
講師簡介 : 許連欽
現任： • 台灣華盛頓集團
• 廣東逸華企業顧問有限公司
• 台灣鄭記企業管理顧問股份有限公司
• 新策略事業群總裁
學歷： •國立臺灣師範大學工業教育系
• 國立政治大學企業經理高級班 •美國紐波頓大學MBA專題研究
經歷： •先鋒企業管理發展中心總經理
~知己知彼，百戰百勝~
2019/11/19
17
個人領導特質分析
人際指標
ï¹ Æ ¨
ï¹ ¤H
¤ñ ¸û Ä Y µÂ °µ ¨M © w ® É ²z Ê© ªG Â _ ¤ñ ¸û ¦b ¥G ¨Æ ¡± ï¹ ¿ù ¤ñ ¸û ¦b ¥G ¨Æ ¡± ¬O §_ §¹ ¦¨ ¤ñ ¸û £¤ ³ß Å w »P ¤H ¶~ ²á ¤ñ ¸û à¯ ± ¨î ·P ¡± ¥ð ¶~ ® É ¬ï µÛ ¥¿ ¦¡ ¤ñ ¸û ¥¿ ¸g À ´ ±o ® É ¶¡ ºÞ ²z ¤ñ ¸û ·| ºë ¥´ ²Ó ºâ °µ ¨Æ ±¡ ·| ¥ý §@ p ¹º ,«ö ¨B ´N ¯Z ¤ñ ¸û W ¿ µ½ ¨ä ¨ »¡ ¸Ü ¦³ ±ø ²z
社會性需求．團體．友情、愛情
安全的需求．保護自己，免於危險
2019/11/19
生理的需求
．衣、食、住、行需求
9
◆經理認為員工的需要
1 好的待遇
5
三．XYZ23的工升管作遷的與理安成全長，性何所取舍46 ?
4 好的工作環境
7
5 有興趣的工作
1
6 技術的訓練
10
7 對員工的忠實
8
8 讚賞員工的成就

老外的一份绩效管理讲义英文版213页PPT

are essential for measurement.
Kasetsart University
6
Introduction
Ongoing Issues for “Productivity” Management
Байду номын сангаас
(1) Total-, multi-, and single-factor productivity consideration
Kasetsart University
7
Introduction
System View of an Organization Upstream Inputs Processes Outputs Downstream
Kasetsart University
8
Introduction
Purposes of performance measurement:
(2) Combination of various input factors (consideration into weight of each input, data collected such as intangible assets, unit dimensions, reporting and information format on tabular and/or graphical forms, etc.) as well as output factors
Harper (1984): Productivity, unit cost, price, factor proportion, cost proportion, product mix, and input allocation

外企高绩效教练GROW模型ppt

Role Play - You are the Coach
Let’s Brainstorm
Please write down
what you know
about “Coaching”
Coaching For High
The Performance Manager as Coach
In The New Millennium
A response to to be leaner, flatter, faster, better etc
As standards keep rising , managing to improve performance is the key to profitability and to achieving your business goals in an increasingly competitive world
Goal?
ofGROW
Types of Goals: Long-Term and Mid-Term (1)
Long-Term Goals / Visionary Goals
1. Characteristic: they are really big and ambitious, e.g.:
• become the market leader (corporate level), • become Chief Rep. (personal level), • winning a gold medal.
2. Characteristic: External factors may be crucial: for achieving them factors matter, which you CANNOT control, e.g.:

外企高绩效教练相关教材(英文版)

外企高绩效教练相关教材(英文版)Title: High-Performance Coaching in Multinational Corporations Introduction:In today's highly competitive global business environment, multinational corporations (MNCs) face numerous challenges in maintaining high levels of performance and productivity among their employees. One effective way to overcome these challenges is through the implementation of high-performance coaching programs. This guide aims to provide MNCs with comprehensive and practical strategies for successfully implementing a high-performance coaching program.Chapter 1: Understanding High-Performance Coaching1.1 What is high-performance coaching?1.2 Key objectives and benefits of high-performance coaching1.3 Role of high-performance coaches in MNCs1.4 Differentiating high-performance coaching from traditional coaching approachesChapter 2: Building a High-Performance Coaching Culture2.1 Developing a clear coaching vision and mission statement2.2 Creating a coaching culture that aligns with organizational values2.3 Strategies for promoting coaching engagement across all levels 2.4 Overcoming resistance to change and promoting acceptance of coachingChapter 3: Identifying High-Potential Employees for Coaching 3.1 Identifying high-potential employees through performanceevaluations3.2 Using competency frameworks to assess coaching potential 3.3 Considering feedback from supervisors and peers3.4 Ethical considerations in selecting employees for coaching programsChapter 4: Defining Coaching Objectives and Expectations4.1 Setting clear and measurable coaching objectives4.2 Aligning coaching objectives with business goals4.3 Defining coaching outcomes and expectations for participants 4.4 Creating an individual development plan for each participant Chapter 5: Implementing High-Performance Coaching Programs5.1 Designing a structured coaching program framework5.2 Identifying appropriate coaching techniques and tools5.3 Delivering effective one-on-one coaching sessions5.4 Monitoring and evaluating coaching progress and effectiveness Chapter 6: Developing Coaching Skills in Managers and Leaders6.1 Providing training and development for coaching skills6.2 Fostering a coaching mindset among managers and leaders 6.3 Coaching as a leadership competency in MNCs6.4 Overcoming challenges in developing coaching skills in leadersChapter 7: Coaching for Performance Improvement7.1 Diagnosing performance gaps and determining coaching needs 7.2 Providing constructive feedback for performance improvement 7.3 Developing action plans and strategies for performance enhancement7.4 Sustaining performance improvements through ongoing coachingChapter 8: Setting Up a Coaching Evaluation System8.1 Developing coaching evaluation criteria and metrics8.2 Collecting and analyzing coaching feedback and data8.3 Monitoring the impact of coaching on individual and team performance8.4 Making adjustments and improvements based on coaching evaluation resultsConclusion:This comprehensive guide provides multinational corporations with a roadmap for implementing high-performance coaching programs to enhance employee performance, productivity, and overall organizational success. By adopting a coaching culture and equipping leaders with coaching skills, MNCs can effectively drive performance improvement and achieve a competitive advantage in the global business arena.Chapter 1: Understanding High-Performance Coaching1.1 What is high-performance coaching?High-performance coaching is a strategic approach to develop and maximize the potential of employees in order to achieve high levels of performance and productivity. It focuses on identifying and addressing individual strengths and development areas to enhance performance, drive growth, and meet organizational goals. High-performance coaches provide guidance, support, and feedback to individuals and teams, helping them reach their full potential.1.2 Key objectives and benefits of high-performance coachingThe main objectives of high-performance coaching in multinational corporations include:- Maximizing individual and team performance: Coaching helps individuals and teams unlock their full potential and achieve peak performance.- Developing leadership capabilities: Coaching builds leadership skills and competencies, enabling managers and leaders to effectively lead and motivate their teams.- Enhancing employee engagement and satisfaction: Coaching fosters a positive and supportive work environment, increasing employee engagement, satisfaction, and retention.- Promoting continuous learning and growth: Coaching facilitates ongoing learning and development, ensuring that employees are constantly improving and adapting to changing business needs.- Driving organizational success: By investing in coaching, MNCs can enhance overall organizational performance, drive innovation, and gain a competitive edge.1.3 Role of high-performance coaches in MNCsHigh-performance coaches play a crucial role in supporting the coaching process within multinational corporations. They are responsible for:- Building strong relationships: Coaches develop trust and rapport with employees, creating a safe space for open and honest communication.- Setting goals and expectations: Coaches help employees set clear and measurable goals, aligning them with organizational objectives. - Providing guidance and feedback: Coaches offer guidance,support, and constructive feedback to help individuals and teams overcome challenges and improve performance.- Facilitating skill development: Coaches identify skill gaps and provide customized development opportunities to enhance capabilities.- Monitoring progress and accountability: Coaches track progress, assess outcomes, and hold individuals accountable for their actions and commitments.1.4 Differentiating high-performance coaching from traditional coaching approachesHigh-performance coaching differs from traditional coaching approaches in several key ways:- Results-focused: High-performance coaching is outcome-oriented, with a strong emphasis on achieving specific performance goals. Traditional coaching may focus more on personal development or general well-being.- Proactive and strategic: High-performance coaching is proactive, anticipating future challenges and developing strategies to overcome them. Traditional coaching is more responsive, addressing current issues and concerns.- Tailored and individualized: High-performance coaching is highly personalized, addressing each individual's unique needs and goals. Traditional coaching may take a more general approach.- Integrated with business objectives: High-performance coaching is closely aligned with organizational goals, ensuring that coaching outcomes contribute to overall business success. Traditional coaching may have a broader focus on personal growth.Chapter 2: Building a High-Performance Coaching Culture2.1 Developing a clear coaching vision and mission statementTo build a high-performance coaching culture, multinational corporations need to establish a clear coaching vision and mission statement. This provides a guiding framework for the organization and creates a shared understanding of the purpose and goals of coaching. The coaching vision should reflect the organization's commitment to developing and supporting its employees to achieve high performance, while the mission statement outlines the specific actions and strategies to be employed in realizing this vision.2.2 Creating a coaching culture that aligns with organizational valuesA coaching culture is built on organizational values that uphold the importance of continuous growth, learning, and development. To create a coaching culture, MNCs need to align coaching practices with these values and integrate them into various aspects of the organization, such as performance reviews, talent management processes, and leadership development programs. This helps employees see coaching as an integral part of the organizational culture rather than a separate initiative.2.3 Strategies for promoting coaching engagement across all levels To promote coaching engagement across all levels of the organization, MNCs should:- Communicate the benefits of coaching: Clearly articulate the value and impact of coaching on individual and organizational performance.- Provide coaching opportunities for all employees: Offer coachingto employees at all levels, including entry-level, mid-level, and senior-level staff.- Offer regular training and development: Provide coaching skills training to managers and leaders to ensure they have the necessary competencies to effectively coach their teams.- Create a supportive environment: Foster an inclusive and supportive work environment where employees feel comfortable seeking and receiving coaching.2.4 Overcoming resistance to change and promoting acceptance of coachingResistance to change is a common challenge when implementing a high-performance coaching culture. To overcome resistance and promote acceptance, MNCs can:- Communicate the purpose and benefits of coaching: Clearly explain how coaching aligns with the organization's goals and how it can help individuals and teams improve performance.- Address concerns and misconceptions: Be proactive in addressing any concerns or misconceptions individuals may have about coaching, emphasizing its developmental nature.- Provide support and resources: Offer resources, such as coaching tools, training materials, and ongoing support, to help employees and leaders feel confident in their coaching abilities.- Lead by example: Demonstrate leadership commitment to coaching by advocating for its importance and actively participating in coaching programs.In the next section, we will explore how to identify high-potential employees for coaching and define coaching objectives and expectations.。

绩效管理培训讲义(ppt 46页)

率 • 净坏帐率 • 网络维护和管理费用预算达成率 • 大宗主体设备采购成本节约率 • 单位融资成本 • 公司财务费用预算达成率 • 公司管理费用预算达成率 • 经营支出成本收入率 • 培训费用预算达成率 • 工程投资预算达成率 • 欠费占总收入的比例
• 收益性
净利润
（1）总资产利润率 = 总资产
务的% •每个系统的客户来电平均数 •解决一个求助电话所需的平均天数 •各销售渠道的交易量 •开发下一代产品所需要的时间 • 收支平衡所需时间 (利润 = 投资 ) •产品生命周期
可选择的内部运营类指标
導
向
財務面 •净资产回报率
•销售净利率 •总资产周转率
(+)
客戶面
• 客戶滿意度
• 品牌市场价值
(+)
内部营运面 • 供应商管理改善
• 生产流程改善
(+)
學習与成长面 •員工生產力 •员工满意度 •信息系统建立
(+) (+)
可选择的财务指标
• 运营收入 • 新业务收入 • 卡类（IP卡、全球通、易通卡）
• GPRS计费流量 • GPRS注册用户 • 短信流量 • 全球通及易通卡高价值用户数 • IP电话通话量 • 高额客户话费回收率 • 使用集团业务的集团客户净增
数
客户指标举例
•
市场份额：
–
用户数量、市场份额百分比
–
单位客户费用支出
–
新产品销售所占百分比
•
市场持久力（老客户）：
–
市场持久力、重要帐户的购买份额

外企高绩效教练GROW模型(ppt 45页)(英文).PPT

• You can coach yourself and/or your employee
Some opportunities for coaching making a plan or decision solving a problem meetings with staff A very good wparyoobflefimndaitnigc oreultaitficoonaschbientgwiesepnosesmibpleloiysetheiss:
and perform to their highest potential .
Coaching For High Performance
In The New Millennium
Why Coach? What does it mean to ?
Coaching For High Performance
for achieving them factors matter, which you CANNOT
control, e.g.:
•
performance of competitors / corporate level
•
helpful relations of competitors for the Chief Rep. Position / personal
• It`s about - helping , NOT telling
It`s about - letting it out , NOT hammering it in It`s about - unlocking people`s potentials It`s about - helping someone to get the best performance out of themselves It`s about - stepping back, and handing over the responsibility for improvement to the Learner It`s about - turning problems into guided learning experiences

外企高绩效教练GROW模型.ppt

The most important aim of coaching is:
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millennium
Coaching is helping people to develop
GROW - Some hints for asking the
right questions (2)
GROW
Follow the train of thought of the coachee Pay attention to the answers Questions must be spontaneous Show real interest in the case of the coachee Understand, Summarise and take notes Don’t try to solve all the problems in one session
Do they live up to their potential?
Do you agree to the following statement?
“There is a gap between the actual performance and the potential of the employees I manage.”
You can coach yourself and/or your employees
Some opportunities for coaching making a plan or decision solving a problem meetings with staff A verygopodrowbaleymofaftiincdrineglaotiuotnifscboeatcwhienegnisempopslsoibyleeeiss this:

外企高绩效教练GROW模型共46页文档

The most important aim of coaching is:
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millennium
Coaching is helping people to develop
If you invested more time in ‘developing’, would there be significant benefit to be gained in terms of:
Individual performances? The team’s performance? Your performance as manager? The performance of the organisation? Your career within the organisation?
Learner
What kind of Manager am I?
A Doer
Please chose (✓) :
does as much as possible himself focuses on tasks rather than people
A Developer
delegates work
Coaching For High Performance
In The New Millennium
Section
Core Skill of
A response to to be leaner, flatter, faster, better etc
As standards keep rising , managing to improve performance is the key to profitability and to achieving your business goals in an increasingly competitive world

外企高绩效教练GROW模型

It`s about - stepping back, and handing over the responsibility for improvement to the Learner
It`s about - turning problems into guided learning experiences
Role Play - You areA the Coach
2
Let’s Brainstorm
Please write down
what you know
about “Coaching”
A
3
Coaching For High
The Performance Manager as Coach
In The New Millennium
You can coach yourself and/or your employees
Some opportunities for coaching
making a plan or decision
solving a problem
meetings with staff A very gopordowblaeymoaf tfiincdrienlgaotiuotnisf cboeatcwheinegnisempopslsoiybeleeiss this:
A Developer
delegates work
focuses on people rather than
tasks
A
5
Reasons for being Doer (1)
Traditional Manager Concept
Most managers do rather belong to the group of “Doers”. Reasons are as follows: