Portland State University Portland Leadership Institute

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1 Portland State University Portland Leadership Institute
HRM in the West: Hire Your New Employees and Bring them On Board 西方人力资源管理： 招聘新员工和员工入职 Alan Cabelly, Ph. D., SPHR Portland State University Portland Leadership Institute Alan Cabelly，博士，高级人力资源管理师 波特兰州立大学，波特兰领导力学院 Guangdong University of Finance November 8, 2012

2 Today’s Agenda今日议程 Hiring your team招聘你的团队 Job Analysis工作分析
Determine what the job duties are明确工作职责 Understand the skills the best workers need? 了解最优秀的员工所需的技能？ Best fit最佳匹配 Interview candidates with job related questions面试中向应聘者提出与工作相关的问题 Testing测试 Check references背景调查 Choose the best candidate选择最适合的应聘者 Onboarding: get them started 员工入职：让他们开始工作

3 Hiring success rate in the United States 美国招聘的成功率
Salaried Hires: 20% are considered failures受薪员工：20%失败 Hourly Hires: 75% last less than 1 year时薪员工：75%任职时间不到一年 Non-Seasonal Hourly Tenure for 711,135 hourly hires across multiple industries (Kronos Inc., 2007) 711,135名跨多行业时薪员工非季节性小时任期 6,000 Most frequent = Day 1 and Day 14 5,000 4,000 75% of separations had one year or less tenure 3,000 50% of all turnover occurred by day 143 2,000 1,000 1 16 31 46 61 76 91 106 121 136 151 166 181 196 211 226 241 256 271 286 301 316 331 346 361 Days of Tenure任职天数

4 Effective hiring allows you to avoid the cost of bad hires 有效的招聘让你避免差劲员工带来的损失
Comment posted by employee from “x company” store on a public customer service forum (SIC): I work at “x company” and I do not think it stinks. The people who come into the store are the dumbest people on earth. They come in just for the stupid rebates and then complain about them. What the hell? Can they not read our return policies too? Go shop at [our competition], I don't care. Just remember when you are an [expletive] to me I will treat you like an idiot. 发布在“X公司”公共服务论坛上的员工评论 我在X公司工作，我不认为我们的公司差劲。来公司抱怨的人都是世界上最蠢的人，他们来就是为了愚蠢的退款和抱怨。搞什么鬼啊？难道他们读不懂我们的退款条例吗？去[我们的竞争对手]那吧。要记住，你如果对着我[咒骂]，我就会拿你当白痴。

5 Hiring Your Team 招聘你的团队
Goal目标 To get the best people working for you 选择最优秀的人为你工作 Collect information that will help make a better decision 收集有助于做更好决策的信息

6 Staffing Background 员工背景
Use same process for all decision types 所有决策类型采用相同的程序 Initial hiring入职 Transfer调任 Promotion晋升 Demotion降职 Termination解雇 Work with a Human Resource department? 与人力资源管理部门合作？

7 Decision Making in Hiring 招聘中的决策
DECISION & NEEDS OFFER ASSESSMENT REFERENCE CHECKS RECRUITMENT TESTING APPLICATION STRUCTURED INTERVIEW DETAILS JOB ACCEPTANCE ANALYSIS DETAILS HISTORY PREPARATION ATTRACT VERIFICATION BEST CANDIDATES: HOW/WHERE JOB RELATED KNOWLEDGE/APTITUDE YOUR FORM SCREENING SCREENING PLANNED SPECIFIC

8 招聘中的决策 决定 & 需求 录用 评估 背景 调查 招募 测试 申请 结构化面试 细节 工作 接受 分析 细节 历史 准备 吸引
决定 & 需求 录用 评估 背景 调查 招募 测试 申请 结构化面试 细节 工作 接受 分析 细节 历史 准备 吸引 核实 最好的 应聘者 如何/在哪里 工作相关　 知识/才能 你的申请表 筛选 　　筛选 有计划的 明确的

9 Human Resource Data (I) 人力资源资料(I)
Job analysis工作分析 Job descriptions工作描述 Job related information only只与工作相关的信息 Job purpose工作目的 Essential functions, tasks, tools, methods, reporting relationships, etc.基本功能, 任务, 工具, 方法, 汇报关系等, Derived from what the effective worker currently does来自有效率的员工目前的工作

10 Human Resource Data (II) 人力资源资料 (II)
Job analysis工作分析 Job specifications工作规范 Person related information only只与人有关的信息 Knowledge/skills/abilities (KSAs), education, experience, certifications知识/技能/能力 (KSAs), 教育, 经验, 证书 Derived from job description来自工作说明

11 Hiring Your Team: Key Concepts 招聘你的团队:关键概念
Goals目标 Predict future behavior预测未来的行为 Predict success on job & within organization预测的成功在工作和组织内 All techniques must be job related所有技能必须与工作相关 Collect job related information收集与工作相关的信息 Ask job related questions问与工作相关的问题 Train evaluators培训评价者 these are valid processes这些是有效的过程 Must be consistent必须一致 Use the same processes for all candidates对应聘者用相同程序 Collect the same data from everyone收集相同的数据 Use the same data gathering methods用相同的收集数据的方法 Train evaluators培训评价者 this is reliability这是信度

12 Use of Different Techniques 使用不同的技术
Select In 选拔 Structured Interviews结构化面试 Personality & Ability Tests个性 & 能力　测试 Skills & Knowledge Tests技能 & 知识 测试 Search 调查 Matching Tools匹配的工具 Resume Scoring简历得分 Verify 核实 Reference Checks 背景调查 Background Checks Screen Out 筛选 Structured Interviews结构化面试 Telephone Interviews电话面试Qualifications Pre-Screening资格预审

13 Process: dynamic过程：动态的
The Details (I): What Do You Do, and How Do You Do It? 细节（ I ）: 做什么，如何做？ Process: dynamic过程：动态的 Needs assessment需求评估 Future orientation未来导向 Identify what is necessary one, 3, or 5 years in the future确定未来1年、3年或5年内什么是必需的 Job analysis职位分析 Must be current必须是现在的 Open position presents best opportunity to rewrite JD公开职位是重写职位描述的最好的机会

14 The Details (II): What Do You Do, and How Do You Do It
The Details (II): What Do You Do, and How Do You Do It? 细节（ II ）: 做什么，如何做？ Recruitment招募 All sources; be creative全部来源；有创造性的 Aggressive yet careful use of the web积极且慎重的使用网络 Employee information员工信息 Application (preferred)申请表（首选的） Resume (candidate can “hide” info) and cover letters简历（应聘者可能隐藏信息）和封面信 First screening opportunity第一次筛选机会

15 The Details (III): What Do You Do, and How Do You Do It
The Details (III): What Do You Do, and How Do You Do It? 细节（ III ）：做什么，如何做？ Structured interview结构化面试 Ask same job related questions to everyone 问每个人相同的且与工作相关的问题 Tailor followup questions to candidate 为应聘者量身定做后续问题 (let’s go to the questions, next page) （让我们看这些问题，下一页）

16 Structured Behavioral Interviews 结构化行为面试
Question: Tell me about a time when you had to improve the performance of a problem employee. What were they doing wrong? How did you address the issues? What was the outcome? Ineffective Response Inappropriately criticizes people’s performance; demeans or belittles people’s behavior rather than offering constructive feedback Fails to confront performance issues; ignores or downplays problems Effective Response Clearly defines work expectations and standards of behavior; lets people know what is expected of them Takes direct action to address performance problems; holds people accountable for meeting commitments Are you familiar with behavioral interviewing? What types of interviewing practices you currently use? Who conducts the interviews for site manager applicants?

17 Structured Behavioral Interviews 结构化行为面试
问题：告诉我，某一次当你必须提高某个有问题的员工的绩效时，他们做错了什么？你是如何处理这些问题的？结果是什么？ 无效的回答 不恰当的批评别人的绩效; 贬低或轻视别人的行为而不是提供建设性的反馈 不能面对绩效问题，忽视或不重视问题 有效的回答 清晰地定义工作期望和行为标准；让员工知道对他们的期望是什么 采取直接的行动去解决绩效问题; 为履行承诺承担责任 Are you familiar with behavioral interviewing? What types of interviewing practices you currently use? Who conducts the interviews for site manager applicants?谁引导现场经理应聘者的面试？

18 Qualification questions 任职资格的问题
What is the largest number of staff you have directly managed where you delegated their work, evaluated and signed off on their performance reviews, and were responsible for hiring and termination decisions? a. None b. 1-2 c. 3-5 d e f. More than 20 What is the highest level of education you have obtained? a. Less than high school b. High school diploma/GED or the equivalent c. Some college/did not finish degree d. Technical/Vocational School Degree e. Associates Degree or equivalent f. Bachelors Degree or equivalent g. Masters, Ph.D., or other post-graduate degree h. Other degree: please indicate As a requirement of the position you are applying for, are you willing to work in an environment where you must remain on your feet for several hours at a time with little to no opportunity to sit down? a. No, I am not willing to do this b. Yes, I am willing to do this but would prefer not to c. Yes, I would not mind doing this d. Yes, I am willing and would enjoy doing this

19 Qualification questions 任职资格的问题
请问你直接管理的员工最多有多少人？直接管理既你可以委派他们工作，对他们的绩效进行评估和认可，并对聘用和解雇决策负责。 a. 无 b. 1-2 c. 3-5 d e f. 多于20 你所获得的最高的教育水平是什么？ a.高中以下 b.高中文凭/普通教育或同等文凭 c一些大学/未完成学位 d.技术/职业学校学位 e联合学位或同等 f学士学位或同等 g硕士，哲学博士或其他领域的研究生学位 h其他学位，请表明 作为你申请的职位的一个要求，你乐意在一个你需要好几个小时都使用你的双脚，很少或没有机会坐下的环境下工作吗？ a.不，我不愿意 b是的，我愿意这样做，但最好不要 c是的，我不介意这样做 d是的，我乐意而且会很享受这样做

20 The Details (III): What Do You Do, and How Do You Do It
The Details (III): What Do You Do, and How Do You Do It? 细节（ III ）：做什么，如何做？ Structured interview结构化面试 Ask same job related questions to everyone 问每个人相同的且与工作相关的问题 Tailor followup questions to candidate 为应聘者量身定做后续问题 (let’s go to the questions, next page) Testing测试 Everything is a test所有一切都是测试 Must be job related必须与工作相关 (let’s look at some tests我们来看看一些测试)

21 Knowledge Tests 知识测验

22 Knowledge Tests 知识测验 示例 1.所有的爆炸品和雷管必须存放在 A 爆破师的卡车上 B 弹匣（暗盒） C现场监督员的棚子里
正确答案是 “B ”。你可以在你的触摸显示屏上按下“B”。 2.描绘在载有炸药的卡车尾部的“爆炸品”一词必须以什么颜色描绘？ A 黑色 B 红色 C绿色 D 白色 正确答案是 “D”。 你可以在你的触摸显示屏上按下“D”。

23 Situational Judgment Tests 情景判断测验
You have been working for several hours to carefully organize merchandise in the store when you stop to take a break. When you come back you find that a co-worker has been carelessly searching through the merchandise and messed up the work you did. Tell your co-worker that you are upset and ask that they do not mess up your work in the future. Take a few minutes to make sure you are calm, and then ask your co-worker what happened. Ignore it and start again; reminding yourself to leave a sign or a barrier next time you take a break. Tell your supervisor what the person did.

24 Situational Judgment Tests 情景判断测验
在你停下来休息一下之前 ，你已经在商店认真摆放货品好几个小时了。在你休息回来时你发现你的同事因为粗心的寻找商品而搞砸了你之前的工作。 告诉你的同事你很不高兴并要求他们以后不得再破坏你的工作 花几分钟让自己冷静下来并问你的同事发生了什么事 忽略它，并重新开始，同时提醒自己下一次要休息时要立一块标志或屏障 向你的主管汇报那人做了什么

25 Personality Measures 人格测量
Which adjective best describes you? Motivated vs Calm Modest vs Attentive Which option best describes your work preferences? Work at a fast, hectic pace vs Have enough time to do things right Work with constant interruptions vs Work without getting distracted Do you agree or disagree with the following statements? You like to do several things at once You work on one thing at a time so you don’t make mistakes You tend to juggle doing more than one thing at a time

26 Personality Measures 人格测量
那个形容词最能描述你呢? 有上进心的 vs 冷静的 谦逊的 vs 专心的 那个选项最能描述你的工作偏好? 以一种快速忙碌的步伐工作 vs 有充足的时间将事情做正确 有固定的中断 vs 毫无干扰的工作 你同不同意下列的陈述? 你喜欢同时做几件事情 每次只做一件事情以确保你不会犯错 你往往会试图一次不只做一件事

27 General Ability Tests 普通能力测试
? Which of the bottom 4 pieces is the correct pattern to complete the top matrix?下面四个图形中哪个是完成上面矩阵的正确图形? A. B. C. D.

28 Let’s Finish the Details: What Do You Do, and How Do You Do It
Let’s Finish the Details: What Do You Do, and How Do You Do It? 让我们完成细节（ III ）：做什么，如何做？ Reference checks背景调查 Always总是 Speak with immediate supervisor与直接主管谈话 Collect info from the candidate to give to references to put them at ease从应聘者那收集信息，引用这些信息能让他们放松 Decision and offer决定与录用 Welcoming, yet formal offer letter欢迎，正式录用通知书

29 Relationships between various types of assessments and job performance 各类评估和工作绩效之间的关系
Personality Measures (be careful!) Background Checks Behavioral Interviews Organizational commitment Attendance Getting along with coworkers Drug Screens Following rules & policies Knowledge & Skill Tests Customer Service Physical Ability Tests Technical Performance There are lots of different kinds of assessment tools. Common assessment tools include structured interviews, background checks, resume screens, ability tests, assessment center, as well as many others. One of the challenges of using assessment tools is deciding which ones to use. This diagram gives some insight into relationships between different assessment tools. The dark circle represents partner behaviors associated with effective performance. This is what we want to predict. In reality, we can probably only hope to predict about half the behaviors in this circle since a lot of our performance is a result of the situations and isn’t something we have total control over (for example, whether we are successful depends in part on the behavior of our colleagues or superiors). We might start with unstructured interviews. Research has shown that these have virtually no validity in terms of predicting performance, other than perhaps whether you like a person and share common interests and beliefs. Behavioral interviews in contrast, do predict performance. However, they don’t predict every aspect of performance. In addition, they aren’t perfect at predicting performance so they only partially overlap with the darker circle. To improve our ability to predict performance, we can start using additional assessment tools such as background checks and ability tests. These also don’t predict performance perfectly, but do predict aspects of performance that may not be predicted by other assessment tools. In other words, they tell us something more about the candidate. Note, not all assessment tools predict unique aspects of performance. For example, personality measures and background checks both predict behaviors related to dishonesty and theft. As a result, we may only want to use one of these two tools. Also there is a trade off between how many tools you want to use versus the time and cost of using these tools. Depending on the job, we may use only one tool or we may want to use several. For example, it is likely that we will build several tools to assess baristas given the volume of hiring for these positions. However, we may only deploy one or two tools for staffing exempt positions. Accidents Productivity

30 Relationships between various types of assessments and job performance 各类评估和工作绩效之间的关系
人格测量 （小心！） 背景检查 行为面试 Organizational commitment 组织承诺 Attendance 考勤 Getting along with coworkers 药物 筛选 与同事和谐相处 Following rules & policies 遵守规则与政策 知识 & 技能测试 Customer Service 客户服务 身体能力测试 Technical Performance 技术性能 There are lots of different kinds of assessment tools. Common assessment tools include structured interviews, background checks, resume screens, ability tests, assessment center, as well as many others. One of the challenges of using assessment tools is deciding which ones to use. This diagram gives some insight into relationships between different assessment tools. The dark circle represents partner behaviors associated with effective performance. This is what we want to predict. In reality, we can probably only hope to predict about half the behaviors in this circle since a lot of our performance is a result of the situations and isn’t something we have total control over (for example, whether we are successful depends in part on the behavior of our colleagues or superiors). We might start with unstructured interviews. Research has shown that these have virtually no validity in terms of predicting performance, other than perhaps whether you like a person and share common interests and beliefs. Behavioral interviews in contrast, do predict performance. However, they don’t predict every aspect of performance. In addition, they aren’t perfect at predicting performance so they only partially overlap with the darker circle. To improve our ability to predict performance, we can start using additional assessment tools such as background checks and ability tests. These also don’t predict performance perfectly, but do predict aspects of performance that may not be predicted by other assessment tools. In other words, they tell us something more about the candidate. Note, not all assessment tools predict unique aspects of performance. For example, personality measures and background checks both predict behaviors related to dishonesty and theft. As a result, we may only want to use one of these two tools. Also there is a trade off between how many tools you want to use versus the time and cost of using these tools. Depending on the job, we may use only one tool or we may want to use several. For example, it is likely that we will build several tools to assess baristas given the volume of hiring for these positions. However, we may only deploy one or two tools for staffing exempt positions. Accidents 事故 Productivity 生产力

31 Relationships between various types of assessments and job performance
Personality Measures (be careful!) Organizational commitment Behavioral Interviews Background Checks Attendance Getting along with coworkers Following rules & policies Customer Service Drug Screens Technical Performance There are lots of different kinds of assessment tools. Common assessment tools include structured interviews, background checks, resume screens, ability tests, assessment center, as well as many others. One of the challenges of using assessment tools is deciding which ones to use. This diagram gives some insight into relationships between different assessment tools. The dark circle represents partner behaviors associated with effective performance. This is what we want to predict. In reality, we can probably only hope to predict about half the behaviors in this circle since a lot of our performance is a result of the situations and isn’t something we have total control over (for example, whether we are successful depends in part on the behavior of our colleagues or superiors). We might start with unstructured interviews. Research has shown that these have virtually no validity in terms of predicting performance, other than perhaps whether you like a person and share common interests and beliefs. Behavioral interviews in contrast, do predict performance. However, they don’t predict every aspect of performance. In addition, they aren’t perfect at predicting performance so they only partially overlap with the darker circle. To improve our ability to predict performance, we can start using additional assessment tools such as background checks and ability tests. These also don’t predict performance perfectly, but do predict aspects of performance that may not be predicted by other assessment tools. In other words, they tell us something more about the candidate. Note, not all assessment tools predict unique aspects of performance. For example, personality measures and background checks both predict behaviors related to dishonesty and theft. As a result, we may only want to use one of these two tools. Also there is a trade off between how many tools you want to use versus the time and cost of using these tools. Depending on the job, we may use only one tool or we may want to use several. For example, it is likely that we will build several tools to assess baristas given the volume of hiring for these positions. However, we may only deploy one or two tools for staffing exempt positions. Accidents Productivity Knowledge & Skill Tests Physical Ability Tests

32 Finally: ONBOARDING! 最后: 入职
You have hired the best possible employee. What do you do?你雇佣了最具潜力的员工，你该做点什么？ Before start开始之前 Telephone conversations, with electronic follow up电话交谈，用电子产品跟进 Clarify expectations on both sides澄清双方的期望 Establish who you are, who they are明确你是谁，他们是谁 First Day第一天 Make them comfortable让他们舒适 Introductions介绍 “Buddy” system, and lunch“伙伴”系统,和午餐 Written only is not enough; need verbal also只有文字不够，还需要言语

33 Finally: ONBOARDING! 最后: 入职
You have hired the best possible employee. What do you do?你雇佣了最具潜力的员工，你该做点什么？ First Week第一周 Assign a mentor分配一个导师 First Month第一个月 Weekly meetings每周例会 Open door policy门户开放政策 90 Days90天 Monthly formal check-ins每月正式签到

34 Hiring resource招聘资源 “A useful handbook to HR professionals seeking to utilize employee selection and assessments tools” Adam Malamut, VP of human resources, Marriott International Topics include: Strengths and limitations of different kinds of assessments Evaluating assessment validity and assessment vendors How to incorporate assessments into a company’s staffing processes Common concerns regarding the use of assessments Glossary of technical assessment terms Available at shrm.org or amazon.com (search on “hiring success”)

35 Hiring resource招聘资源 “一本有用的指南帮助致力于使用员工甄选和评估工具的人力资源专业人士” 主题包括:
Adam Malamut, VP of human resources, Marriott International人力资源副总裁，万豪国际 主题包括: 不同种类的测评的优势与限制 评估测评的有效性与测评的供应商 如何将测评与企业人事过程合并 共同关注关于使用测评的问题 技术评估的术语 Available at shrm.org or amazon.com (search on “hiring success”)

36 HRM in the West: Motivate Your Employees through Coaching and Rewards 西方人力资源管理： 通过辅导和奖励激励员工
Alan Cabelly, Ph. D., SPHR Portland State University Portland Leadership Institute Guangdong University of Finance November 9, 2012, 9:30 AM

37 Today’s Agenda今日议程 Retention and performance management保留与绩效管理
How to give feedback effectively如何有效的给与反馈 Designing effective appraisal systems that help your people succeed设计帮助你的员工成功的有效的考核系统 Coaching, counseling, and motivating employees辅导, 咨询, 与激励员工 How to write an effective review怎样写一份有效的评价 Managing the difficult employee; positive discipline管理不易相处的员工；积极自律 Results oriented goal setting结果导向的目标设定 Reward and challenge both the stars and the problem employees奖励和挑战杰出员工与问题员工 Reward systems for the modern corporation当代企业的奖励系统

38 Talent Management 人才管理
Goal目标 To get the best people working for you 让最优秀的人为你工作 Focus on developing them to improve their performance and allow them to be highly productive over the long term, which makes your life easier专注于开发他们，提升他们的绩效从而长期来说提高他们的产量，让你的日子更容易 Provide information so that you can do the best job managing talent为使你在管理人才上做到最好提供信息 Reward their past successes, so they will want to work better for you奖励他们过往的成功，因此他们将会为你更好的工作 Decide who moves up or out决定谁升职，谁淘汰

39 SMART Goals SMART目标 SPECIFIC 具体的 MOTIVATIONAL激发积极性的
AGREED UPON, ACHIEVABLE 意见一致的，可行的 RELEVANT相关的 TRACKABLE可跟踪的

40 SMART Goals Action Plan SMART目标行动计划
SPECIFIC: What will be achieved, when?具体的：能达到什么目标，什么时候能完成？ _________________________________________________________________________________________________________________________ MOTIVATONAL: How do we know that this will lead to higher performance?激发积极性的：我们怎么知道这些会带来更高的绩效？ AGREED UPON: Level of commitment?意见一致的：承诺的等级？ RELEVANT: Relationship to essential functions?相关的: 与基本职责的关系？ TRACKABLE: How will it be measured?可追踪的: 怎样被测量？

41 Data Collection: Where do you get your info from. Who
360º options: everyone who comes in contact with the worker 360º 选项: 每一个与员工联系的人 You and your eyes and ears你，你的眼睛和耳朵 Your data tracking systems (outputs, results, etc.)你的数据追踪系统(输出，结果，等等) All Supervisors, including executives所有主管，包括高管 Peers同事 Subordinates下属 Clients客户 Vendors供应商 HR人力资源人员

42 Data Collection: What are you looking for? 数据收集：你正在寻找什么？
Important job related items (from job description) Specific interpersonal items (mentoring, conflict, etc.) Significant items outside of the job description Tasks that were exceptionally well done Items that were poorly done Examples of major growth/learning or lack of learning (repeating mistakes) Anything else that is important Not trait or personality related

43 Data Collection: What are you looking for? 数据收集：你正在寻找什么？
与职位相关的重要项目（从职位描述中） 特定人际项目（指导，冲突等） 职位描述以外的重大事项 完成特别优异的任务 完成较差的项目 主要的成长/学习或者缺乏学习方面的案例（重复犯错） 其他所有重要事项 非特质或人格相关

44 Data Collection: When do you do it? 数据收集：什么时候做？
When it happens, or as soon as it is brought to your attention; do not rely on your memory 事情发生时，或者当事情引起你注意时；不要依赖你的记忆。

45 Data Collection: How do you do it 数据收集：怎样做？
Retain a formal set of notes for each employee Identify all that you know about the incident Identify history Identify causes Identify results Identify extraordinary circumstances Describe the conversation with the employee Date and file the documentation

46 Data Collection: How do you do it 数据收集：怎样做？
为每个员工保留正式纪录 确定所有你知道的事件 确定历史 确定起因 确定结果 确定特殊的环境 描述与员工的对话 将文件整理归档，注明日期

47 Record Keeping 保存记录 Example 1: Follow up in two weeks. Do not ask if child care is solved; simply state that you are happy that she is now on time, if she is. If not, find out why. Example 2: Describe the specifics of the conversation with John, and what John says he would do differently in the future. State why this infraction deserves a warning.

48 Record Keeping 保存记录 例：1、上午9:00。Mary早上迟
每日事件记录 例：1、上午9:00。Mary早上迟 到了一小时，这是本周第三次 了。她说这是因为她的托儿所出 了问题。她告诉我她希望下周有 一个新的日托所。 例一：跟踪两周。不要询问她托儿所的问题是否解决了。只是告诉她你很高兴她现在能按时了，如果她能按时。如果不能，找出原因。 例二：描述与John谈话的细节，以及John说的未来会如何改变的话。说明为什么这次违反规定需要给予警告。 例：2、上午11点。接到了Jones 先生的电话。John的客户说John 没能满足他的设计需求，Jones 先生说重做要另外花公司200美 金。我会跟John谈谈，并给他一 个口头警告。

49 .                                                                                           Formal Records 正式记录

50 Writing an Effective Review （撰写一份有效的评价）
Prepare: full year准备时间：全年 Behavioral measures行为测量 What the worker did: based on Job Description 员工做了什么：基于职位描述 Output measures产出测评 Results of worker’s behaviors: based on JD员工的行为结果：基于职位描述 Discuss with the individual (interview). It should be a conversation与个人进行讨论（访谈）。应该是一次谈话。 Rewrite the review重新撰写评价 Acknowledgment and response认可与回应

51 Coaching/Counseling: Solving Performance Problems 辅导/咨询：解决绩效问题
Focus on performance improvement关注绩效改进 Focus on problem solving关注解决问题 Is the problem Ability能力存在问题？ Is the problem Motivation激励存在问题？ Is the problem Discipline规章制度存在问题？

52 Coaching/Counseling: Solving Performance Problems 辅导/咨询：解决绩效问题
Focus on performance improvement Focus on problem solving Ability is the problem 能力存在问题 Find out what the individual needs找出个人需求 Provide appropriate training, mentoring, coaching提供适当的培训、指导与辅导 Provide clear instructions发布清晰的指令 Without improvement, the potential solutions are transfer, demotion, or termination 若以上措施不见效，可行的解决方案是调任、降职、解雇

53 Coaching/Counseling: Solving Performance Problems 辅导/咨询：解决绩效问题
Focus on performance improvement Focus on problem solving Motivation is the problem 激励存在问题 Determine what assistance subordinate requires确定能给予下属哪些必要的协助 Establish clear/specific goals beyond the minimum制定清晰具体的超过最低标准的目标 Establish agreed upon consequences, in writing制定书面的协议结果 Receive assurances of support from your superiors获得上级的支持的保证 Always develop performance improvement plan经常开发绩效改进计划 Ask: “Do you want to continue working here?”问：你想一直在这工作吗？ Without improvement, termination is the only solution若激励后绩效仍无改进，解雇是唯一的解决方法。

54 Coaching/Counseling: Solving Performance Problems 辅导/咨询：解决绩效问题
Focus on performance improvement Focus on problem solving Discipline is the problem 规章制度存在问题 Collect the facts收集事实 Apply the “red hot stove” rule运用“热炉”法则/亦称惩处法则 Use company discipline process/policy:执行公司的纪律程序/政策 oral warning口头警告 written warning书面警告 disciplinary layoff停职 Termination解雇 Document, document, document公文 See motivation section, prior slide for details更多细节请看前一页幻灯片中激励部分。 Ask: “Do you want to continue working here?” Without improvement, termination is the only solution

55 The Art of Recognition 赞赏的艺术
Recognition – A juggling act to motivate and reward . It may seem like a jungle to navigate but it’s really simple, just remember赞赏——一种激励或奖赏的把戏。它像是在丛林中行走，但其实很简单，只要记住： Say Thank You说谢谢 Be flexible灵活 Be timely及时 Have Fun风趣 Emphasize teams强调团队 Be creative有创造力 Celebrate accomplishments庆祝成就 Provide development opportunities提供发展机会

56 How do you Pay? 如何给报酬？ Compare jobs to each other. Pay jobs based on the amount of skill, effort, responsibility in each job.比较职位。根据职位的技能、成果和职责多少付酬。 Perform external salary surveys. Pay jobs based on what others in the industry and the area are paying.做外部薪酬调查。根据根据行业和所在地的其他企业薪酬水平付酬。 Pay for performance. Pay individual workers based on the quality of their performance.按绩效付酬。根据员工个人的绩效质量付酬。

57 Talent Management 人才管理
Previous page’s goals:前面页面中的目标 It’s all about you与你息息相关 It has nothing to do with you与你一点关系也没有

58 Individual Behavioral Differences: DiSC®个体行为的差异
快节奏的&坦率的 质疑&怀疑 快节奏的&坦率的 易接受的&温暖的 质疑&怀疑 谨慎的&反思的 易接受的&温暖的谨慎的&反思的 PPT 5-5

59 Individual Behavioral Differences: DiSC®个体行为的差异
DOMINANCE 主导 i INFLUENCE 影响 S STEADINESS 稳定 C CONSCIENTIOUS-NESS 责任心 行动 驱动 鼓励 合作 挑 战 客观性 支持 可靠的 PPT 5-5

60 Individual Behavioral Differences: DiSC®个体行为的差异
INFLUENCE Persuade, promote, influence others Energy/excitement WHO? DOMINANCE Change, fix, control Make things happen WHAT/ WHEN? ACTION ADRENALINE D i C S ACCURACY PATIENCE CONSCIENTIOUSNESS Work within established rules, guidelines, and procedures Quality, detail WHY? STEADINESS Cooperative, supportive, agreeable. Stability. Mediate. “It’s all good” HOW? In this model, we can see how it was all integrated and made alive with bringing together theory and explanation. Explain each DiSC style: D: D’s see the environment and ask what is it that I can change, move, alter, control? I: I’s have a high social need, high need for affiliation, loves people, likes to socialize and gets their energy from others. Marston had a theory – never developed an instrument

61 Individual Behavioral Differences: DiSC®个体行为的差异
影响 说服，促进，影响他人 活力/兴奋 谁? 主导 改变，固定，控制 让事情发生 什么/ 什么时候? 行动 肾上腺素 D i C S 精确性 责任心 在既定规则，指南，和程序内工作 质量，细节 为什么? 稳定 合作的，支持，令人愉快的。 稳定性。 间接的。 “这都是好的” 如何? 耐心 In this model, we can see how it was all integrated and made alive with bringing together theory and explanation. Explain each DiSC style: D: D’s see the environment and ask what is it that I can change, move, alter, control? I: I’s have a high social need, high need for affiliation, loves people, likes to socialize and gets their energy from others. Marston had a theory – never developed an instrument

62 So what does this look like in action
So what does this look like in action? How do you motivate the different styles? Let’s go to the video 那么行动时这是怎样的呢? 你是如何对不同类型进行激励的呢? 让我们通过视频找出答案 PPT 5-5

63 ALAN CABELLY, Ph. D., SPHR PROFESSOR, Portland State University Human Resource Leadership EXECUTIVE DIRECTOR, Portland Leadership Institute Excellence In Leadership and Teambuilding EXECUTIVE AND CAREER COACH Internationally Recognized Speaker Authentic Leadership in the 21st Century Human Resource Leadership Improving Working Relationships: Generational Differences in the Workplace Negotiation Strategies and Conflict Resolution Workplace Balance and Your “Juggling Act” 503/