绩效管理专家胜任力特训营（人力资源绩效管理课程）

1. 企业负责绩效管理人员
2. 企业人力资源管理人员
3. 企业中高层管理人员和老板
4. 有志于成为《绩效管理专家》者

企 业：1，提升公司和员工的绩效，增强公司的赢利能力和竞争能力
受训员工：1，获得绩效管理的专家级技能，加快本人职业发展速度和有效提升自身的职业竞争力

绩效管理专家课程胜任力结构设计模型Designing model of PHR-PM KCI structure
第一层面：绩效管理专员职位胜任力结构The first level: specialist’s KCI in PM
1. 掌握绩效管理指标体系的制定与管理方法
Mastering methods of setting up and managing performance management indicators system
2. 熟悉绩效管理的流程
Getting familiar with performance management process
3. 能解答企业员工一般性绩效管理问题
Answering staff’s general performance management questions
4. 具绩效管理例会安排能力与经验
Ability and experience of arranging performance management regular meetings
5. 定期绩效管理报表编制能力与经验
Ability and experience of designing regular performance management form
6. 一般员工/工人级绩效面谈能力与经验
Ability and experience of general staff and workers-level performance interview
7. 部门/跨部门绩效指标执行跟踪能力与经验
Ability and experience of implementing and tracking sector/cross-sector’s performance indicators
8. 奖惩制度绩效管理办法制定与推行能力与经验
Ability and experience of setting up and implementing performance management methods of rewards and punishment system
9. 奖金制度绩效管理办法制定与推行能力与经验
Ability and experience of setting up and implementing performance management methods of bonuses system
10.良好的表达能力和沟通能力
Good expression and communication ability
11.良好的英文能力更佳(增加20-30%个人价值)
Good English ( adding 20-30% individual value)
12.了解和掌握专业的绩效管理名词、系统理论
Knowing well and grasping professional terms of performance management

第二层面：绩效管理主管职位胜任力结构The second level: supervisor’s KCI in PM
1. 绩效指标系统的建立与执行能力与经验
Ability and experience of setting up and implementing performance indicators system
2. MBO绩效指标的分解能力与经验
Ability and experience of MBO performance indicators decomposition
3. KPI绩效指标体系的分解能力与经验
Ability and experience of KPI performance indicators system’s decomposition
4. 绩效指标订立技能培训的能力与经验
Ability and experience of performance indicators setting skills training
5. 绩效评估方法的选择与设计能力与经验
Ability and experience of selecting and designing performance appraisal methods
6. 绩效评估表的设计能力与经验
Ability and experience of designing performance appraisal form
7. 绩效评估流程的建立与监控能力与经验
Ability and experience of setting up and controlling performance appraisal process
8. 中层管理人员绩效评面谈能力与经验
Ability and experience of middle managers’ performance interview
9. 具备绩效面谈技能培训的能力与经验
Ability and experience of performance interview skills training
10.绩效管理体系的实施能力与经验
Ability and experience of implementing performance management system
11.具备佣金制度绩效管理办法的设计与推行能力与经验
Ability and experience of setting up and implementing commission system performance management methods
12.具备绩效管理体系的组织、实施能力与经验
Ability and experience of organizing and implementing performance management system
13.具备绩效管理问题诊断与解决能力与经验
Ability and experience of diagnosing and solving performance management problems
14.绩效管理流程设计、管理与改善能力与经验
Ability and experience of setting up, managing and improving performance management process
15.具备绩效管理的基础系统知识
Possessing basic system knowledge of performance management
16.绩效管理预算与业绩管理能力与经验
Ability and experience of performance management budget and performance management
17.具良好的英文基础更佳(会为你增值20%-30%)
Better with good foundation in English ( adding 20-30% individual value)

第三层面：绩效管理经理/总监职位胜任力结构The third level: manager/director’s KCI in PM
1. 战略性绩效管理思考能力、具系统而专业的PMS理论水平
Thinking ability of strategic performance management, systematic and professional theory level of PMS
2. 绩效管理策略制定能力、与老板/公司/部门经理有效共息的能力
Ability of setting up performance management and getting along with boss/company/department manager
3. 绩效管理目标定立与沟通能力
Ability of setting up and communicating performance management objective
4. MBOs/KPIs/BSCs绩效管理体系建立与推行能力与经验
Ability and experience of setting up and implementing MBOs/KPIs/BSCs of PMS
5. 有效绩效指标体系设计、推行能力与经验
Ability and experience of setting up and implementing effective performance indicators system
6. 有效绩效评估体系设计、推行能力与经验
Ability and experience of setting up and implementing effective performance appraisal system
7. 有效绩效管理动力机制建立、推行能力与经验
Ability and experience of setting up and implementing effective performance management impetus mechanism
8. 主持绩效管理导入训练的能力与经验
Ability and experience of hosting performance management introducing training
9. 主持中高层人员绩效管理面谈能力与经验
Ability and experience of hosting middle and high level staff’s performance management interview
10.绩效管理指标库建立与指导、执行能力与经验
Ability and experience of setting up ,guiding and implementing performance management indicators
11.绩效管理成本预算、管理能力与经验
Ability and experience of performance management costs’ budget and management

培训目标
Training objectives
1.具备建立和执行支持公司战略实施的绩效管理体系能力和经验
Possessing the ability and skills of setting up and implementing performance management system to support company’s strategic implementation
2.具备建立和执行与公司经营目标匹配的绩效管理制度的能力和经验
Possessing the ability and skills of setting up and implementing performance management system matching company’s business goals
3.能根据公司的经营需要设计实用和有效的绩效指标体系
Designing practical and effective performance indicators system according to company’s business needs
4.具备设计和指导推行有效的绩效反馈和绩效改进计划的技能和经验
Possessing skills and experience of designing, guiding and implementing performance feedback and performance improvement plans
5.能开发和使用有效的绩效评估体系和方法
Developing and applying effective performance appraisal system and methods
6.提升组织绩效和员工绩效
Improving organizational performance and staff’s performance
7.通过绩效管理提升公司的竞争力
Enhancing company’s competitiveness through performance management
8.通过绩效与报酬的紧密配合，提升公司对优秀人才的吸引力
Enhancing company’s attraction to excellent talents through the close combination of performance and compensation

培训特色
Training Features
20%时间进行最新绩效管理管理知识分享，40%时间进行绩效管理管理专家级技能培养，40%时间为实操经验养成和工作模拟训练。
20% of time for sharing the latest knowledge of performance management; 40% for cultivating expert-level skills of performance management; 40% for practical operation experience sharing, job sampling training

培训时间
Training Time
共二天
Two days in total

培训地点
Training location
Goodcareer 人力资源管理专家培训中心
Goodcareer human resources management experts Training Center

培训费用
Training Costs
人民币3,800元/人.2天，含Goodcareer 人力资源专家团开发的培训教材1套、培训费和《绩效管理专家》证书费。
RMB 3800 Yuan each person 2 days including 1 set of training series, training fee and the fee of PHR-PM certificate.


课程模块
CourseModule
模块一：绩效管理策略定位与激励性绩效管理体系的创建实务
Practice of setting up PMS and motivating PMS
模块二：开发和应用有效的绩效指标体系―MBO、KPI和BSC绩效指标体系
Developing and practicing effective PIS and appraisal methods－MBO,KPI and BSC PTS
模块三：开发和应用有效的绩效评估体系实务
Developing and practicing effective performance appraisal system
模块四：绩效面谈、绩效改进和绩效反馈技能
Skills of performance interview, performance improvement and performance feedback

培训课程安排
Course Arrangement
具体培训内容每班会根据学员实际情况有所修，以导师实际上课内容为准!
Training content will be changed according to the trainees’ condition and it will be subject to the tutors

第一天
the first day
模块一：绩效管理策略定位与激励性绩效管理体系的创建实务
Practice of setting up performance management strategy and motivating performance management system
―案例研讨：令人沮丧的年度调薪绩效评估
Case study: frustrating performance appraisal of annual salary adjustment
―经验分享：业绩导向的绩效管理体系
Sharing experience: performance-oriented PMS
―激励与绩效管理
Motivation and performance management
―企业目标/战略与绩效管理目标
Enterprise objective/strategy/PM objective
―绩效管理体系的选择技巧
Skills and arts of selecting PMS
―MBOs, KPIs和BSCs绩效管理体系
PMS of MBOs, KPIs and BSCs
―实操技能训练：选择匹配的绩效管理体系 Practical operation skills: selecting matching PMS
―绩效指标体系的选选技巧
Skills of selecting PIS
―实操技能训练：选择合适的指标体系
Practical operation skills: selecting appropriate indicators system
―有效的绩效管理体系建立实务
Practice of setting up effective PMS
―建立与公司经营目标匹配的绩效管理制度
Setting up PMS matching company’s business goals
―绩效管理制度实施技巧
Skills and arts of implementing PMS
―绩效管理体系样本分享
Sharing samples of PMS
―工作模拟：制定有效的绩效管理制度
Job sampling: setting up effective PMS
―案例研讨：强生公司的360度评估
Case study: Johnson&Johnson’s all-round evaluation
―绩效管理制度热点问题解答
Answering hot issues of PMS

模块二：开发和应用有效的绩效指标体系―MBO、KPI和BSC绩效指标体系
Developing and practicing effective performance indicators system and appraisal methods----MBO,KPI and BSC performance indicators system
―案例研讨：奖惩标准或是绩效指标
Case study: rewards and punishment standards or performance indicators
―经验分享：业绩导向的绩效指标体系
Sharing experience: performance-oriented PMS
―目标与标准
Objectives and standards
―实操技能训练：制定目标与标准
Practical operation skills: setting up objectives and standards
―建立SMARTA 指标体系
Setting up SMATRA indicators system
―实操技能训练：建立培训经理的SMARTA指标
Setting up SMATRA indicators for training manager
―关键绩效范围的确定技巧与方法
Skills and arts and methods of key performance range
―实操技能训练：找出研发经理的关键业绩范围
Practical operation skills: finding out research manager’s key performance range
―建立公司、部门和个人的KPI指标
Setting up company’s, department’s and
individual KPI indicators
―工作模拟：定立关键绩效指标（KPI）
Job sampling: setting up KPI
―MBOs绩效指标开发实务
Practice of developing MBOs performance indicators
―KPIs绩效指标开发实务
Practice of developing KPIs performance indicators
―BSCs绩效指标开发实务
Practice of developing BSCs performance indicators
―培训员工的绩效指标定立技巧
Training staff’s skills and arts of setting up PI
―经验性练习：选择有效绩效评估方法
Empirical experience : selecting effective performance appraisal methods
―案例研讨：某公司决定不采用KPI指标体系
Case study: some company decided not to take the KPI indicators system
―家庭作业：建立指标体系
Homework: setting up indicators system

第二天
the second day
模块三：开发和应用有效的绩效评估体系实务
Developing and Practicing effective Performance Appraisal System
―案例研讨：令人难以落笔的绩效评估表
Case study: a terrible performance appraisal form
―经验分享：定性评估与定量评估
Sharing experience: qualitative evaluation and quantitative evaluation
―建立有效的绩效评估体系实务
Practice of setting up effective performance appraisal system
―工作模拟：选择正确的绩效评估体系
Job sampling: selecting proper performance appraisal system
―案例研讨：损害公司长远利益的评估体系
Case study: damage evaluation system of company’s along-term interest
―开发和应用有效的绩效评估方法
Developing and applying effective performance appraisal methods
―经验性练习：选择有效绩效评估方法
Empirical practice: selecting effective performance appraisal methods
―建立匹配的评估流程
Setting up matching evaluation process
―开发有效的绩效评估表
Developing effective performance appraisal form
―工作模拟：开发合适的绩效评估表
Job sampling: developing proper performance appraisal form
―案例研讨：某公司决定不采用KPI评估体系
Case study: some company decided not to take KPI evaluation system
―经验分享：评估制度和流程样本分享
Sharing experience: sharing samples of evaluation system and process
―小组演练：建立公司的评估制度和评估流程
Exercising by group: setting up company’s evaluation system and process
模块四：绩效面谈、绩效改进和绩效反馈技能
Skills of performance interview, performance improvement and performance feedback
―案例研讨：不开心的被评估者和评估者
Case study: unhappy assessee and assessor
―经验分享：激励性绩效反馈
Sharing experience: incentive performance feedback
―绩效面谈流程设计
Designing performance interview process
―有效的绩效面谈技巧
Skills and arts of effective performance interview
―实操技能演练：有效绩效面谈原则
Practical operation skills: effective principles of performance interview
―成功绩效讨论技能分享
Sharing skills and arts of successful performance
―建立和执行激励性绩效反馈与绩效改进计划
Setting up and implementing incentive performance feedback and performance improvement plans
―工作模拟：制定绩效改进计划
Job sampling: setting up performance improvement plans
―有效避免绩效面谈误区
Effectively avoid the mistakes in performance interview
―案例研讨：达成双赢的绩效面谈
Case study: reaching win-win performance interview
―绩效评估结果的应用技巧
Skills and arts of applying performance appraisal results
―建立业绩导向的薪酬机制
Setting up performance-oriented compensation mechanism
―实操技能演练：建立激励性的业绩反馈计划
Practical operation skills: setting up incentive performance feedback plan
―经验分享：如何把员工的业绩与员工的报酬紧密联系起来
Sharing experience: how to connect staff’s performance to staff’s compensation closely
―绩效管理热点问题研讨
Discussion about hot issues on performance management

温馨提示：

中午用餐：AA制原则
上课地点：广东省广州市

陈建志导师（Depew Chen）：资深实战型战略实施咨询、人力资源管理咨询和培训专家；
力资源硕士、心理学博士。20多年大型外资、合资、国营和民营企业人力资源高层管理职位工作经历。曾任亚加达国际商务教育培训中心人力资源培训导师。现任新世纪人力资源管理学会会长；知名培训品牌：外资合资企业HR经理/总监胜任力特训营首席设计师和首席培训导师；美国认证协会（ACI）授权导师，美国ACI：国际职业资格注册HR经理、执行官认认证广州区首席培训导师；GEPMS(全球企业绩效电子管理系统)首席设计师和顾问师。
Depew Chen, senior strength strategy implementation consult, HR management consulting and training expert; Master of HR, Doctor of Psychology. 20 years of working experience as HRD or above in large-scale foreign, joint ventures, state-owned and private enterprises. Mr. Chen has been the HR training coacher of Alcanta International Business Education Training Center. Currently, he is the President of New Century HR Management Association(pure academic non-profit professional Organization); Chief designer and chief training coacher of the well-known training brand―Goodcareer-Michigan: CPM-HR Training Series; Authorized coacher of American Certification Institution （ACI）; Senior training coacher of International Professional Qualification Registered HR Management Series Certification issued by American Certification Institution （ACI）in Guangzhou area; Chief designer and consultant of GEPMS(Global Electronic Performance Management System); Chief strategy and HR consultant of Goodcareer Consulting Group.
陈建志导师长期专注于人力资源管理理论的研究和应用实践，以20年的人力资源管理实战经验和8年的人力资源培训和项目服务经验同国际现代人力资源管理理论和实践相结合，创立了以不同人力资源管理职位所需胜任力（KCI―HRM）结构为训练目标的实战型人力资源培训课程系列，成为一名知名的实战型人力资源管理专家、人力资源培训专家、人力资源项目服务专家和领先的人力资源课题研究者。其中开发的实战型人力资源管理胜任力培训课程有：CPM―HR系列（外训培训系列）――根据外资/合资人力资源管理经理级以上职位胜任力结构设计的八个级别系列训练课程，共128个HR专业模块；PHR系列（外训培训系列）――根据人力资源管理专家级胜任力结构设计的四个级别系列培训课程，共24个专业模块；MHR列（内训培训系列）―根据企业中高层管理人员管理胜任力结构设计的非人力资源管理者的人力资源管理技能培训课程，四个级别共26个专业模块等。
Depew Chen has been kept focusing on human resources management theory research for a long term. By combining 20 years of human resources management experience with international modern human resources management theory, Mr. Chen has established strength HR management training courses series with HR management ability as training goal. He has been a well-known strength strategy implementation expert、HR management expert、HR training expert, HR project service expert and leading HR issue researcher. The strength HR training courses are: CPM―HR series (external training series) designed according to ability structure of HR management manager level or above--- a total of 8- level series training courses and 128 professional modules. PHR series(external training series) designed according to HR management expert-level ability structure ――4-level series of training courses, a total of 24 professional modules; MHR series(internal training series);Non-HR Managers’ HR management ability training courses--- a total of four-level and 26 modules in accordance with enterprise middle and high-level management person ability structural design.