班组模拟运行启动材料_V1.ppt

Click to edit title style,上海市电力公司市区供电公司,2004埃森哲版权所有，严格保密,*,Click to edit text format of master,Second level,Third level,班员行为规范考核模拟运行启动会,2004,年,10,月,会议目的,介绍模拟运行的工作计划,说明实施行为规范考核的成功要素,上海市电力公司市区供电公司,2,2004埃森哲版权所有，严格保密,目录,模拟运行的工作计划,实施行为规范考核的成功要素,上海市电力公司市区供电公司,3,2004埃森哲版权所有，严格保密,工作计划,上海市电力公司市区供电公司,4,2004埃森哲版权所有，严格保密,后续的行动计划,工作任务,交付成果,责任人,时间,班组行为规范考核模拟运行的签字确认，讨论并确认考核内容表和评分标准,行为规范考核办法签字确认表,各班组长,10,月上旬,班组行为规范考核模拟运行的启动，完成所有行为规范考核表格的准备工作,各班组长,10,月上旬,模拟运行，分析和改进行为规范考核办法,各班组长,项目组,10,12,月之间，每月,1,到,2,次,上海市电力公司市区供电公司,5,2004埃森哲版权所有，严格保密,存在的若干问题,班组存在对行为规范考核办法可操作性的怀疑,执行上可能延续原有的思路，即班组长或小班负责人不完全的按照考核条款执行,班组可能觉得考核办法比较复杂，产生抵触的想法,班组在制订和完善考核内容时，可能会自然地将标准降低，而不是在现有能力的基础上进行合理的提高,项目组还需要不断加强与班组的拜访和沟通，进一步地深入了解考核的执行情况和班组的真实想法,上海市电力公司市区供电公司,6,2004埃森哲版权所有，严格保密,行为规范考核的,3,个关键步骤,行为规范考核内容表,行为规范月度绩效评分表,制订每个班组的行为考核内容和加分扣分,每日及时记录班员实际发生的考核内容事项,月末汇总计算每个班员的绩效分数表,行为规范每日打分表,上海市电力公司市区供电公司,7,2004埃森哲版权所有，严格保密,首先，每个班组整理各自的行为考核内容表，并按照行为规范的,7,个维度归类,行为规范考核内容表,编号,考核内容,加分/扣分,A：出勤情况,A01,上班迟到,-50,A02,未请假早退,-100,B：工作量,C：工作及时,D：工作规范,E：工作态度,F：工作中协调配合,G：学习成长,行为规范考核内容表,2004年,班组,：线路运行班,上海市电力公司市区供电公司,8,2004埃森哲版权所有，严格保密,然后，根据考核内容制订评分标准,评分标准,1,分,2,分,3,分,4,分,5,分,A,出勤情况,-30,-30,0,B,工作量,C,工作及时,D,工作规范,E,工作态度,F,工作中协调配合,G,学习成长,行为规范绩效评分标准,2004年,班组,：线路运行班,上海市电力公司市区供电公司,9,2004埃森哲版权所有，严格保密,以线路运行班班员,K,为例，模拟行为规范考核流程,2004,年,1,月线路运行班班员,K,发生如下的行为考核事项,日期,行为规范考核事项,加分、扣分,2,上班迟到一次者,-50,8,3,处资料与现场不符者,-203,13,电脑设备管理系统、,GIS,系统、一杆一卡线路资料未更改或核对,-50,15,拒绝班长分配，不出工,-200,17,工作中骂人,-100,21,工作中发生扭打,-1000,23,工作时间饮酒,-1000,26,现场发现各类事故苗子，并阻止者,+100,28,安规考试,100,分,+100,30,及时发现并阻止避免了危及生命及设备安全供电,+200,上海市电力公司市区供电公司,10,2004埃森哲版权所有，严格保密,根据班员,K,的实际发生考核事项，由班组长或小班负责人及时记录在,行为规范每日打分表,K,姓名2,日期,编号,分数,日期,编号,分数,日期,编号,分数,2,A10,-50,8,D27,-203,13,D26,-50,15,E23,-200,17,E25,-100,21,E26,-1000,23,E27,-1000,26,E38,+100,28,G11,+100,30,E39,+200,行为规范每日打分表,行为规范每日打分表,2004年,1,月,班组,：线路运行班,上海市电力公司市区供电公司,11,2004埃森哲版权所有，严格保密,月末将每个班员本月考核事项的发生次数汇总输入计算机,姓名,考核编号,/,加分扣分,K,姓名2,发生次数,发生次数,发生次数,A,A10,-50,1,合计,-50,B,C,D26,-50,1,D27,-20,3,合计,-110,E23,-200,1,E25,-100,1,E26,-1000,1,E27,-1000,1,E38,+100,1,E39,+200,1,合计,-1000,F,G11,+100,1,合计,+100,行为规范月度计分表,2004年,1,月,班组,：线路运行班,上海市电力公司市区供电公司,12,2004埃森哲版权所有，严格保密,计算机将自动进行汇总计算，完成,行为规范月度分数汇总表,姓名行为规范维度,K,姓名2,A出勤情况,-50,B工作量,0,C工作及时,0,D工作规范,-110,E工作态度,-1000,F工作中协调配合,0,G学习成长,+100,行为规范月度分数汇总表,2004年,1,月,班组,：线路运行班,上海市电力公司市区供电公司,13,2004埃森哲版权所有，严格保密,根据评分标准，班组长每个月末完成所有班员的,行为规范月度绩效评分表,评分标准,1,分,2,分,3,分,4,分,5,分,A,出勤情况,-30,-30,0,B,工作量,C,工作及时,D,工作规范,E,工作态度,F,工作中协调配合,G,学习成长,姓名,行为规范维度,K,A出勤情况,-50,2004年,1,月,行为规范绩效评分标准,行为规范月度分数汇总表,绩效评分,权重,K,姓名2,A出勤情况,10%,1,B工作量,15%,3,C工作及时,20%,3,D工作规范,20%,2,E工作态度,20%,1,F工作中协调配合,5%,3,G学习成长,10%,4,本月绩效总得分,2.3,行为规范月度绩效评分表,上海市电力公司市区供电公司,14,2004埃森哲版权所有，严格保密,目录,模拟运行的工作计划,实施行为规范考核的成功要素,上海市电力公司市区供电公司,15,2004埃森哲版权所有，严格保密,为什么要实施行为规范考核,时间,工作绩效,目标,现在,变革,上海市电力公司市区供电公司,16,2004埃森哲版权所有，严格保密,新的考核体系对工作的影响：,工作分心,困惑,不确定,对变革的反映：,陌生感,个人或集体抵触,变革带来的,上海市电力公司市区供电公司,17,2004埃森哲版权所有，严格保密,绩效项目组的主要任务是帮助员工逐渐接受和承诺，并适应过渡期以达到最佳绩效。,“,低谷,”,绩效,时间,启动,过渡,我们的挑战是如何,有效地控制低谷的宽度和深度,上海市电力公司市区供电公司,18,2004埃森哲版权所有，严格保密,变革给每个人带来的心里感受,改进的程度,快乐的程度,高,低,低,高,痛苦的接近成功者,快乐的成功者,痛苦的尝试成功者,快乐的失败者,上海市电力公司市区供电公司,19,2004埃森哲版权所有，严格保密,不同的管理风格和团队文化,关心员工的程度度,关心工作的程度,高,低,低,高,乡村俱乐部型,团队,管理型,贫乏型,中间型,独裁型,上海市电力公司市区供电公司,20,2004埃森哲版权所有，严格保密,全球最好的公司如何使用团队,内部竞争,通过集中的交流进行创新,灵活,上海市电力公司市区供电公司,21,2004埃森哲版权所有，严格保密,团队存在的问题,员工不愿意参加团队,缺少自信,个人的不安和危险感,淡化组织实施的准则,冲突,上海市电力公司市区供电公司,22,2004埃森哲版权所有，严格保密,上海市电力公司市区供电公司,23,2004埃森哲版权所有，严格保密,The Effects of Change on Performance:,Distraction from everyday job,Confusion,Uncertainty,Common Reactions to Change:,Feelings of alienation,Group or individual resistance,上海市电力公司市区供电公司,24,2004埃森哲版权所有，严格保密,The Human Side of Change,The effect of change on performance over time,Current State,Transition State,Future State,What to Expect,Hurdles,Normal Feedback,Morale,Implications,The Change Curve,1,1Change Curve,Daryl Connor,Managing at the Speed of Change,1994,上海市电力公司市区供电公司,25,2004埃森哲版权所有，严格保密,AWARENESS,UNDERSTANDING,BUY-IN,COMMITMENT,Adapted from Daryl Conner Managing at the speed of Change,The Role:Move Targets up the Commitment Curve,Degree of support for the change,Time,Confusion,Negative Perception,Decision not to implement,Change aborted after brief/extensive implementation,No contact=unaware,上海市电力公司市区供电公司,26,2004埃森哲版权所有，严格保密,Awareness,Phase,Acceptance,Phase,Commitment,Phase,Decision not to,Support,Adoption,Installation,Contact,Awareness,Understanding,Positive Perception,Unawareness,Confusion,Negative,Perception,Aborted After,Implementation,Degree of Support,for Change,Time,Negative,Responses,Research indicates that people go through three key phases that lead to commitment.Speed may vary but people will go through all phases,Change Acceptance Curve,上海市电力公司市区供电公司,27,2004埃森哲版权所有，严格保密,Key outcomes can be expected during each phase of the Change Acceptance Curve,Awareness,Phase,“I know that the ACE project is happening,what it is,why it is needed,and what it aims to achieve”,Acceptance,Phase,“I can explain how the ACE project affects me,and I have a positive attitude about the changes I will need to make”,Commitment,Phase,“I support the changes associated with the new system and am actively involved in making the implementation work”,Change Acceptance Curve,Degree of,Support for,Change,Time,上海市电力公司市区供电公司,28,2004埃森哲版权所有，严格保密,The Change Coordination teams key objective is to help people move along the Change Acceptance Curve to reach optimum performance through acceptance and commitment,“Valley of Despair”,Performance,Time,GoLive,Transition,上海市电力公司市区供电公司,29,2004埃森哲版权所有，严格保密,Communication Framework,The team is identifying the level of commitment required for each stakeholder,based on the following“Commitment Curve:”,Degree of Commitment,Project Schedule(Time),Awareness,Stakeholder encounters change;,Realizes change is imminent,but unclear of the scope,depth,full impact,Understanding,Stakeholder accepts nature and intent of change,;understands the benefits and impact to his/her organization,Belief,Stakeholder works toward change,demonstrates a willingness to embrace the change,Provides input into change,Articulates commitment to,goals of change,(buy-in),Action,Stakeholder participates in facilitating change;Attends training;,Changes,behavior,or procedures to support process changes,No awareness,Stakeholder lacks any knowledge of SAP HR Project,30,Andersen Consulting 1999,Individual Change Curve,Acceptance,Evaluation,Trial Run,KnowledgeAwareness,Results,The Key:,User Participation,A,wareness,U,nderstanding,B,uy-in,O,wnership,上海市电力公司市区供电公司,31,2004埃森哲版权所有，严格保密,Build stakeholder involvement and ownership,by generating awareness,understanding,buy-in,commitment,and action.,Building Ownership for PVCOARS Data Integrity,The key objective of PVCOARS Data Integrity program should be to,rapidly build ownership,of the process changes among key stakeholder groups,and to seamlessly transition the workforce to the Prevention process changes:,Awareness,Commitment,Buy-in,Understanding,Degree of Involvement&Ownership Required,Elapsed Schedule,Encounters change,Realizes change is imminent,Accepts nature and intent of change,Works toward change,Invests time in change,Articulates commitment to,goals of change,Articulates the change as norms,Articulates his/her personal ownership of the change,Action,Participates in facilitating change,Attends training,Changes behaviour or procedures to support process changes,32,Andersen Consulting 1999,Building Ownership for PVCOARS Data Integrity(cont.),The key objective of PVCOARS Data Integrity program should be to,rapidly build ownership,of the process changes among key stakeholder groups,and to seamlessly transition the workforce to the Prevention process changes:,Degree of Involvement&Ownership Required,Elapsed Schedule,Awareness,Commitment,Buy-in,Understanding,Action,Training and performance support,continue to deepen“Commitment”and lead to“Action.”,Communications,activities typically address earlier stages of building“Awareness,”“Understanding”and“Buy-in.”,33,Andersen Consulting 1999,Evaluate the above statements using the scale provided:,1=Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly Agree,Navigation,1.Different change initiatives are integrated in the minds of management.,2.Different change initiatives are integrated in the minds of employees.,3.Management prioritizes the use of resources.,4.Change initiatives work together.(The left hand knows what the right hand is doing.),5.Costs and benefits of all projects are managed as a whole.,Leadership,Senior Management:,1.serve as effective role models for desired,behaviors,2.are strong sponsors of change,3.hold managers and supervisors accountable,for contribution to successful change,4.provide coaching and counseling related to,change leadership,5.effectively communicate about change(reasons for,benefits,strategies),Enablement,1.Processes are redesigned to eliminate non-value added activities.,2.Organization structure is designed to fit future needs.,3.Competencies for the new organization are being identified.,4.Training supports new skill and behavioral,requirements.,5.Performance management and reward systems are redesigned to fit the new organization.,Ownership,People affected by change:,1.are involved in the process in a meaningful way,2.believe their ideas and concerns are being heard and responded to,3.understand of the need for change,4.believe the change is positive for the company,5.receive effective communications(timely,relevant,honest),e.g.Quadrant Scorecard,上海市电力公司市区供电公司,34,2004埃森哲版权所有，严格保密,Business as usual,then something,changes.,Uninformed,Optimism,Immobilization,and Denial,Anger,Bargaining,Despair,Informed Pessimism,Testing,Hopeful Realism,Acceptance,Informed Optimism,Initiative Completion,Increased Productivity,Increased Skill Proficiency,Continuous Improvement,A,wareness,U,nderstanding,B,uy-in,O,wnership,上海市电力公司市区供电公司,35,2004埃森哲版权所有，严格保密,Communicating Change,One of the key objectives of effective Communication is to focus on moving people through the normal process of acceptance of change expediently.,Awareness,Commitment,Buy-in,Understanding,Business,Objectives,Move people up the change curve,so that they are at the place on the curve where,you need them to be at each milestone.,36,ndersen Consulting 1999,