企业绩效考核与薪酬体系设计实战特训班——课程简介【时间地点】 2015

企业绩效考核与薪酬体系设计实战特训班——课程简介
【时间地点】 2015年7月24-26日深圳、8月13-15日北京、8月21-23日广州 9月10-12日上海、9月18-20日深圳
【参加对象】 企事业单位董事长、总经理、人力资源总监、人力资源经理、绩效、薪酬等
【授课方式】 讲师讲授 + 视频演绎 + 案例研讨 +角色扮演 + 讲师点评
【费 用】 五千四百元/一人/三天
报名咨询电话：◆0755-612*880*35 ◆010-516*618*63 ◆021-312*615*80
在线咨询 QQ：6983*436
报名信箱：[e-mail](报名请回复，公司名称+参会人全名+联系方式）

课程背景：

现代企业管理，更注重“以人为本”的人性化管理模式，企业管理的重点也日趋体现在对人的管理策略上。作为现代企业的人力资源管理者，应以战略高度构建高效实用的人力资源管理系统，建立科学考核激励制度和先进的企业薪酬体系，以最大限度地激发人才潜能，来创建优秀团队，并推动组织变革与创新，最终实现组织的持续发展。我们针对中国企业在推行西方管理模式中的种种弊端和疑惑，以及中国企业目前正处于改革与创新时期，特举办“企业绩效考核与薪酬管理实战特训班”。由著名人力资源专家蔡巍讲授，旨在帮助企业家、人力资源经理开阔思路，激发灵感，培养带领企业持续健康发展的卓越人力资源管理人才，欢迎参加！

课程目标：
了解薪酬改革背景，更新观念，理清改革思路，明确改革目标，
解岗位测评的相关知识，科学进行岗位测评；
认识绩效管理的重要性、并正确理解绩效管理，
学习考核的方法，全面了解绩效管理的运作程序和设计方法，
重点学习KPI、并介绍平衡计分卡，
了解绩效管理推进中的问题、并避免运作中的误区。

培训内容：
绩效考核KPI+BSC课程大纲（2天讲授）：
一．推行KPI与绩效管理体系需要解决的三大问题
1、企业建立绩效体系所面临的方法问题；
以感觉为基础判断还是以事实为基础判断？
短期考核还是长期考核？
短期利益还是长期利益？
关键业绩还是非关键业绩？
绩效管理如何与战略接口？
KPI成绩与奖金挂钩的问题？
2、经理人与员工的认识对推行绩效管理的影响；
传统文化对绩效管理的影响
为什么不愿意实现大大超额目标
为什么推行绩效管理这么困难？
3、管理基础对推行KPI的影响


二、绩效制度设计——考核所采用的方法
1、模糊感觉判断法；
2、360°评估；
3、强制分布法；
要不要排名？
绩效排名设几档才合理；
绩效排名每个档次设计什么比例才合理；
谁和谁排名几个三种常见的方式的优缺点设计；
部门人数很少怎么排名？
主管是否要和员工一起排名？
按照编制排名还是按照实际人数排名？
经理给员工轮流坐庄怎么办？
排名是要激励大多数，还是激励一小部分人？
排名的程序
4、关键业绩指标考核；

三．KPI操作中的几个基本问题
1、什么是目标与指标
2、KPI指标的基本属性与操作注意要点
为什么评价起来感觉很难操作——刻度问题；
他们为什么不接受这些考核指标——可控性问题
为什么考核这些指标后适得其反——行为问题
选择kpi的维度
有效性
操作成本
区分度
3、在公司建立KPI体系的思路；


四．平衡计分卡
1、什么是平衡计分卡；
2、企业操作平衡计分卡的误区；
3、战略与平衡计分卡有什么关系？——战略与战略地图；
4、如何编制战略地图
5、战略地图编制需要注意的10个问题
6、平衡计算分卡落实的三种方式；

五．如何分解KPI
KPI如果不分解落实下去，就会失去了基础，但是分解KPI的过程中会遇到很多问题，比如：一个kpi指标和好多部门都有关系，到底考核谁好呢？如何解决这些问题呢？如何将KPI分解落实下去呢？
1、指标分解所需要解决的问题
团队业绩与个体业绩之间的矛盾
2、分解指标的2种基本思想
按照驱动因素分解指标；
按照责任人分解指标；
3、按照驱动因素分解KPI指标，上级指标与下级指标之间的关系
4、按照驱动因素分解的四种方法
按照指标的结构分解法；
OAM分解法；
贡献路径图法；
流程关键控制点法；
四种方法的优缺点；
企业如何结合自己的实际情况选择分解的方法；
5、分解KPI指标的注意问题：
权利对指标分解的影响、
组织结构的影响、
职责划分对指标分解的影响
硬件条件与软件条件对指标分解的影响

六．指标词典的编制
指标找到了就万事大吉了？还存在什么问题呢？为什么需要定义KPI，怎样定义KPI?
1、为什么需要定义KPI
2、财务指标定义时，需要注意的问题；
收入类指标需要注意的问题
成本指标考核需要注意的问题
费用类指标需要注意的问题
3、非财务指标，定义时需要注意的问题；
4、谁来提供数据——自己提供，别人提供，利益相关者提供？


七、任务指标如何定义
职能部门的指标，有些无法量化，该如何定义？
1、职能部门工作的特点；
2、什么是任务指标；
3、难度不同的任务考核；
4、工作量不均衡如何处理？
5、谁来制定任务？
6、临时任务多如何处理？
7、任务指标的定义模式；
8、不同领导对员工考核，把我制度不一样要如何处理？


八．目标值的确定
找到了衡量指标就可以了嘛？如何确定目标呢？超过了目标应该计多少分？没有达到目标应该得多少分？
1、设定目标的痛苦；
2、没有历史数据怎么办？
先定目标在修改，还是先不考核，先积累数据再考核？
3、原点法定目标？还是突破发定目标？
4、原点法需要注意的问题：一刀切？回归分析？
5、突破法定目标需要注意的问题：预测的不准确，是否要修改目标？
6、能不能不定目标，让员工你追我赶——赛马法
7、资源配置对目标设定的影响；
8、淡季旺季，对目标设定的影响；
9、制定目标的程序
10、目标冲突的处理


九、KPI的计分方式
1、计分规则有哪些类别
比率法；
层差法；
说明法；
2、计分规则设计要素
要不要封顶？
难度不同怎么区分？
要不要倒扣分
不同计分规则设计的要素；


十．权重的设计
1、什么是指标的组合方式；
2、组合方式的种类；
3、设置权重的步骤与注意问题；

十一．主基二元考核法
关注了关键业绩指标，非关键业绩指标怎么办？不关注非关键业绩指标是否会出问题？
如果全面关注关键业绩指标和非关键业绩指标，资源是否够用？如何解决这个问题呢？
1、KPI所无法解决的问题；
2、主要绩效与基础绩效的关系；
3、如何在实践中运用主基二元考核法；


十二．推行绩效管理所遇到的问题与对策；
推行KPI不只是人力资源部门或者企管部门的事情，KPI在推行过程中有哪些问题与难点呢？
1、推行绩效管理的组织模式与各个部门的职责；
2、推行绩效管理需要解决观念问题；
3、推行需要解决制度与技巧问题
4、推行需要解决心态问题；


十三、绩效沟通
1、计划阶段的绩效沟通
2、辅导阶段
3、考核阶段的绩效沟通
4、绩效问题分析与改进——组织改进、领导改进、员工改进；


十四、课程总结
1、绩效制度应该如何编制；
2、指标体系制定的流程与注意问题；
3、绩效合同的模式与样板与每个要素设计注意问题；


岗位分析与薪酬设计课程大纲（1天讲授）：
一．什么是岗位分析
1、 什么是岗位分析；
2、 岗位分析的作用；
二、岗位分析的方法
1、组织与部门职责与岗位职责的关系
2、常用的岗位分析的方法——资料分析法，问卷法，观察；
三、岗位分析的步骤与流程
1、组织结构设计与流程设计；
2、部门职责设计；
3、岗位职责设计；
4、岗位任职资格设计；
5、常见的岗位设计的误区与错误；
四、如何确定编制的工具方法
1、业务数据分析法；
2、劳动效率定编法；
3、比例法；
4、预算控制法；

薪酬设计：
引子:
什么是薪酬；
人力资源价值链；
职位、人、市场、绩效对薪酬的影响；
薪酬设计的框架

一、岗位分析部分：
1、什么是岗位分析
什么是岗位分析；
岗位分析需要分析什么内容；
岗位分析的原则
2、岗位分析的步骤与流程
岗位分析的方法；
如何编制岗位职责；
3、任职资格
职位族划分；
岗位任职资格编制的方法；
4、如何确定编制的工具方法
业务数据分析法；
劳动效率定编法；
比例法；
预算控制法；

二、薪酬设计需要解决的矛盾——内部公平性
1.为什么要职位评估；
2.职位评估所使用的方法；
3.常见的职位评估的工具介绍；
4.如何设计或者选择职位评估模型；
5.职位评估的程序与注意问题；
6.职位评估案例

三、薪酬设计需要解决的矛盾——外部公平性
1.什么是外部公平性；
2.如何进行薪酬调查；
3.如何处理薪酬调查的数据；
4.如何确定薪酬水平；
5.中位值级差的计算；

四、薪酬结构的划分；
1、什么是薪酬结构；
2、薪酬的幅度与重叠度的计算；
3、宽带还是窄带；
4、固定与变动比例的划分需要考虑的问题
薪酬水平
行业特点
管理层次
职位序列；

五、薪酬与能力的关系
1.薪酬为什么需要和能力挂钩；
2.什么情况下需要与能力挂钩；
3.技能薪酬帮助企业解决的三个问题；
4.如何评估员工能力；
5.加薪是以能力为核心，还是以业绩为核心；

六、奖金设计如何使公司、部门、个人三挂钩；
1、几种公司、部门、个人奖金挂钩模式的思考；
2、几种模式优缺点的对比；
3、集团公司下属分子公司的效益是否要与集团公司挂钩？

七、奖金设计与外部因素的影响
1、老总的奖金究竟该不该发？
2、采购经理的奖金究竟该不该发？
3、如果过滤外部因素的影响；

八、企业内各部门奖金设计的要点
1、销售部门提成制，还是奖金制？
2、项目类型工作奖金的设计；
3、生产部门奖金的设计；
4、年薪制奖金的设计；

九、发奖金的周期
1、奖金周期与考核周期；
2、年终奖还是年中奖；
3、时机选择要考虑的要点；
4、奖金的滞后性；

十、薪酬管理
1、薪酬分析；
企业宏观的薪酬分析——投入产出；
微观的薪酬分析——内部竞争比率与外部竞争比率；
2、如何给员工设计加薪
按照业绩考核成绩加薪；
分数与排名对加薪的影响；
按照能力加薪；
按照能力与业绩综合考虑加薪；
按照能力与业绩与员工在宽带中的位置加薪；
3、薪酬预算与控制

培训讲师：蔡巍

国内知名的人力资源管理实务专家，工商管理硕士，权威人力资源管理实战专家，特别在绩效与薪酬体系设计方面有很深的造诣，形成了自己特有的实战方法；曾为大型企业集团、上市公司、连锁业集团、高科技公司等多个行业的众多企业进行过全面的人力资源咨询服务。是《中国经营报》、《人力资本》等多家媒体专栏的特约撰稿人和专家评论员

蔡先生近几年出版的书籍有：《奔跑的蜈蚣：如何以考核促进成长》、《吹口哨的黄牛：以薪酬留住人才》、《KPI，“关键绩效”指引成功》、《BSC，“平衡计分”保证发展》，受到企业的高度重视，和给予极高的评介。

曾经辅导与参加过蔡老师培训的企业有：东风汽车、东软集团、中国石油股份、TCL、青岛啤酒、振杰国际、创维集团、徐工集团、三一重工、粤高速、农业银行、北京网通、山西移动、河南移动、宁波成路集团、东风学铁龙、雪铁龙、中国电信、广州西婷化妆品、万家乐燃气热水器、格力空调、南航、新疆华世丹药业、南方李锦记、首信集团、光明维他奶、华工科技、达实智能、拓邦电子、武汉高创集团
、华美集团等企业。

ผลลัพธ์ (อังกฤษ) 1:

Enterprise performance evaluation and compensation system design-combat training class-course description"Time and place" in July 2015, 24-26th, August 13-15th in Shenzhen Beijing, August 21-23rd September 10-12th, Shanghai, Guangzhou, and Shenzhen, September 18-20th"Participants" enterprises, Chairman, General Manager, human resources officer, human resources manager, performance, compensation and other"Class" instructor + video + case + RPG + interpretation instructor reviewsThe "cost" of 5,400 Yuan/person/dayContact Tel: [phone]*880*35 010-516*618*63 021-312*615*80Online QQ:6983*436 Registration email: [e-mail] (registration, please reply, full name + company name + participants contact information)Course background: Modern enterprise management, and pay more attention to "people-oriented" humanistic management model, management's focus is increasingly reflected in the people management strategies. As the Manager of human resources in modern enterprises, should be based on a strategic height to build effective human resources management system, establish a scientific appraisal and incentive systems and advanced enterprise salary system, to maximize human potential, to create a good team, and drive organizational change and innovation, ultimately achieving the Organization's sustainable development. We focused on management mode of enterprises in the Western China in the problems and doubts, and Chinese companies are now in a period of reform and innovation, held "enterprise performance measurement and salary management training class." Taught by renowned human resources expert Wei CAI, is designed to help entrepreneurs, human resources manager, open ideas, inspiring, cultivating lead the sustainable healthy development of excellent human resources management personnel, and welcome! Course objectives: Understanding pay reform, renew ideas, clear reform ideas, clear objectives Solution post measurement of knowledge, scientific job evaluation; Recognizing the importance of performance management, and correct understanding of performance management, Learning assessment methods, operating procedures and design method for comprehensive understanding of performance management, Specific KPI, and introduced the balanced scorecard, Understanding performance management of the problem in advance, and avoid operating errors. Training content: Performance appraisal KPI+BSC course outline (2 day lecture):One. Implementation of KPI and performance management systems need to address three major issues1, methodological issues faced by enterprise performance system; Judgment is based on the fact that the basis for judgment? Short term assessment and long-term assessment? Short-term or long-term interests? Key performance or non-performance? How performance management and strategic interface? Problems linked to the KPI scores and bonuses?2, managers and employees to promote awareness of the impact of performance management; The influence of traditional culture on performance management Why not willing to achieve significantly exceed goals Why implement performance management so difficult?3, the impact of management based on the implementation of KPISecond, performance systems design-the methods used to check1, fuzzy judgment method;2, 360 ° assessments;3, force distribution method; Do you want rankings? Ranking is set only a few reasonable; Ranking each level design right; Who and who ranked several three common disadvantages of the design; Very few departments how ranking? Ranking of managers and the employees? According to prepare rankings are based on the actual number of rankings? The Manager gave the staff emerge sporadically do? Ranking is to motivate the most, also inspired a small number of people? Ranking program4, key performance indicators, evaluation; Three. KPI several basic problems in operation1, what is the goal and indicators2, basic properties of KPI targets and action points Why evaluation – it difficult to scale problem; Assessment index – why they do not accept the controllability problems Why these indicators have the opposite effect-behavior problemsSelect a KPI dimensionThe validityOperational costsDiscrimination of3, the company set up KPI system of thought;Four. The balanced scorecard1, what is the balanced scorecard;2 balanced scorecard, enterprise operation errors;3, strategy and balanced scorecard have to do? --Strategy and strategic map;4, how to prepare the strategy map5 10, strategy map compilation problems related6, balance score card three ways of implementation; Five. Ways to break up the KPIKPI if not down, and would lose the Foundation, but will encounter many problems in the process of decomposition of KPI, such as: a KPI targets and many departments have relationships, who the hell check good? How to solve these problems? How the KPI down on?1, target decomposition of the problem to be solvedContradiction between the team and individual performance2, indicator 2 primary decompositionAccording to the drivers of decomposition indicator;In accordance with responsible for decomposition of indicators;3, according to the drivers of decomposition KPI indicators, the relationship between superior and subordinate indicators4, follow the four drivers of decomposition methodsAccording to indices of structural decomposition methods;OAM decomposition;Method of contribution of the road map;Process method of critical control points;The advantages and disadvantages of the four methods;Decomposition of enterprises how to combine the selected methods;5 attention problems, decomposition KPI indicators:Rights impact on target decomposition,The impact of organizational structure,Segregation of duties on indicators: effect ofHardware and software conditions of indicators: effect of Six. Compilation of index dictionaryIndicators found on the story? What's wrong with it? Why do I need to define a KPI, how to define a KPI?1, why the need to define a KPI2 definitions, financial indicators, need to be aware of the problem;Revenue problems indexProblems cost indexProblems cost indicators3, non-financial indicators, definition issues that need attention;4, who provided the data – provided, others provided, stakeholders provide?Seven, task, indicators definitionsFunction indicators, some cannot be quantified, how to define?1, function, characteristics of work;2, what is the target;3, different task assessment;4, unbalanced workloads do?5, who developed a task?6, temporary tasks to do?7, the definition of target mode;8, different leadership for staff evaluation, is different and I have to do?Eight. Determination of target valueFound the measure can do? How to determine the target? Exceeded the target should be counted, how many points? How many points did not reach the goal should have?1, set the goal of pain;2, there is no historical data to do?Target before modifying, or do not check first, accumulating data first and then check?Statutory objective 3, the origin? Or break a target?4, methods need to be aware of the origin of the problem: one size fits all? Regression analysis?5 problems and breaking through the mandated objectives: forecast is inaccurate, if you want to modify the target?6, could possible goals, chased each other to let employees – horse racing method7, the allocation of resources on the impact of goal setting;8, slack season, on the impact of goal setting;9, goal setting program10, targets for dealing with conflicts ofNine, KPI scores1, scoring what categoriesRatio method;Difference method;Description method;2, scoring design elementsWant to Cap?Different how do you tell?Do you flipDifferent scoring rules design elements;Ten. Design of weight1, what is the combination of indicators;2, types of combinations;Step and attention problem 3, set the weights;Eleven. Main base binary assessment methodFocus on key performance indicators, non-key performance indicators do? Don't pay attention to non-key performance indicators will be a problem?If comprehensive care of key performance indicators, key performance indicators and non-resource adequacy? How to solve this problem?1, the KPI will not solve the problem;2, the main performance and basic performance relationships;3, how to use in practice the main base binary assessment method;12. The problems of implementing performance management and strategy;Implementation of KPI are not just things in the human resources department or business sector, KPI what are the problems and difficulties in the process of implementing it?1, the implementation of the organizational model of performance management and the responsibilities of various departments;2, the implementation of performance management needs to address the issue;3, implementation of the system need to be addressed and skills questions4, needs to address the problem;13, communication1, planned phases of communication2, the counselling phase3, the assessment phase of the communication4, performance analysis and improvement--organizational improvement, leadership development, and employee improvement;14, course summary1, the system how to establishment;2 and the index system of the development process and issues;3, performance contract models and templates, and each element of design issues;Job analysis and salary design syllabus (1 day delivery):One. What is the job analysis1, what is the job analysis;2, the role of job analysis;Second, the method of job analysis1, the duties and responsibilities of the Organization and the sector2, common methods of job analysis--information analysis, questionnaires, observations;Three steps, job analysis and process1 design and process design, organizational structure;2, Dept design;3, job design;Design 4, job qualifications;5 design mistakes and errors, common positions;Four methods of tools and how to prepare1, business data analysis;2, efficient allocation of labour law;3, ratio method;4, the budget control Act; Salary:Introduction:What is the salary;Human resource value chain;Jobs, people, markets, the impact of performance pay;Compensation design framework , Job analysis part:1, what is the job analysisWhat is the job analysis;Job analysis needs analysis;The principles of job analysisStep 2, job analysis and processJob analysis methods;How to prepare job responsibilities;3, vocational qualificationPosition race Division;Prepared by the qualifications of the position;4, how to determine the method of preparation toolsBusiness data analysis;Efficient allocation of labour law;The proportion method;The budget control Act; Second, compensation design need to be addressed – internal equity1. why job evaluation;2. methods of job evaluation used;3. the common job evaluation tools;4. how to design or choose a job evaluation model;5. job evaluation procedures and issues;6. post assessment cases Third, compensation design need to be addressed – external equity1. What is an external equity;2. how to conduct a salary survey;3. how to handle salary survey data;4. how to determine salary levels;5. calculation of median difference; Division of four, pay structure;1, what is the salary structure;2, the calculation of rates of remuneration and the degree of overlap;3, broadband or narrowband;4, the proportion of fixed and variable dividing issues to be consideredSalary levelsIndustry characteristicsManagement levelJob sequence; Five, compensation and the relationship between1. why pay linked to the needs and capacities;2. what circumstances linked to the needs and capacities;3. skills pay to help enterprises solve three problems;4. how to assess employee skills;5. the salary increase is the core competency, performance is at the core; Design how to make six, bonus linked to the company, Department and individual;1, several corporate, departmental, personal bonuses linked to patterns of thinking;Modes 2, comparison of advantages and disadvantages;3、集团公司下属分子公司的效益是否要与集团公司挂钩？ 七、奖金设计与外部因素的影响1、老总的奖金究竟该不该发？2、采购经理的奖金究竟该不该发？3、如果过滤外部因素的影响； 八、企业内各部门奖金设计的要点1、销售部门提成制，还是奖金制？2、项目类型工作奖金的设计；3、生产部门奖金的设计；4、年薪制奖金的设计； 九、发奖金的周期1、奖金周期与考核周期；2、年终奖还是年中奖；3、时机选择要考虑的要点；4、奖金的滞后性； 十、薪酬管理1、薪酬分析；企业宏观的薪酬分析——投入产出；微观的薪酬分析——内部竞争比率与外部竞争比率；2、如何给员工设计加薪按照业绩考核成绩加薪；分数与排名对加薪的影响；按照能力加薪；按照能力与业绩综合考虑加薪；按照能力与业绩与员工在宽带中的位置加薪；3、薪酬预算与控制 培训讲师：蔡巍 国内知名的人力资源管理实务专家，工商管理硕士，权威人力资源管理实战专家，特别在绩效与薪酬体系设计方面有很深的造诣，形成了自己特有的实战方法；曾为大型企业集团、上市公司、连锁业集团、高科技公司等多个行业的众多企业进行过全面的人力资源咨询服务。是《中国经营报》、《人力资本》等多家媒体专栏的特约撰稿人和专家评论员 Mr Chua recently published books are: the centipede running: how assessment to promote growth, the whistle of the ox: to pay to retain talent and the KPI, "performance" guidelines of success, the BSC, the "balanced scorecard" to ensure development, highly valued by enterprises, and to give high reviews. Had counselling and participate in had CAI teacher training of enterprise has: Dongfeng car, and East soft group, and China oil shares, and TCL, and Qingdao Beer, and vibration Jay international, and Skyworth group, and xugong group, and 31 heavy workers, and Guangdong high-speed, and ABC, and Beijing Netcom, and Shanxi mobile, and Henan mobile, and Ningbo into road group, and Dongfeng learn Citroen, and Citroen, and China Telecom, and Guangzhou West Christine cosmetics, and million home Le gas water heater, and gree air conditioning, and South Airlines, and Xinjiang China world Dan drug industry, and South Lee Kam remember, and first letter group, and light dimension he milk, and laborers technology, and Dashi, Topband electronic intelligence, Wuhan groupAnd beautiful group and other enterprises.

ผลลัพธ์ (อังกฤษ) 2:

Enterprise performance appraisal and pay system design real Gifted classes - Course Description
[time] place 24-26 July 2015 in Shenzhen, Beijing, August 13-15, August 21-23, September 10-12 in Guangzhou Shanghai, September 18-20 in Shenzhen
[Attendees] enterprises, chairman, president, human resources director, human resources manager, performance, compensation, etc.
[Teaching methods] Lecturers teach + video interpretation + case studies + RPG + Lecturers Reviews
[cost] five thousand four hundred yuan / person / three days
Registration Tel: ◆ 0755-612 * 880 * 35 ◆ 010-516 * 618 * 63 ◆ 021-312 * 615 * 80
online advice QQ: 6983 * 436
Registration mail: [e-mail] (registration, please reply, the company name + participant full name + contact information) Curriculum: modern business management, more focus on "people-oriented" humane management, enterprise management focus is also reflected growing On people management strategy. As a modern enterprise human resource managers should build an efficient and practical strategic human resource management system, establish a scientific evaluation and incentive systems and advanced enterprise salary system, in order to maximize their human potential to create outstanding team, and to promote the organization change and innovation, and ultimately to achieve sustainable development of the organization. Our Chinese enterprises in the implementation of Western management model drawbacks and doubts, as well as Chinese companies now in the era of reform and innovation, is organizing "corporate performance appraisal and compensation management combat Gifted classes." Human resources experts from the famous Cai Wei teach, to help entrepreneurs, human resource manager open ideas, inspiration, culture lead the company sustained and healthy development of excellence in human resources management talent, welcome to join! Course objectives: to understand the background of the pay reform, new ideas, clarify reform ideas, clear objectives of the reform, job evaluation solution knowledge, scientific conduct job evaluation; awareness of the importance of performance management and performance management, correct understanding of learning assessment methods, a comprehensive understanding of operating procedures and design methods of performance management, focusing on learning KPI, and introduced the balanced scorecard, performance management to promote understanding of the issues, and to avoid operation errors. Training: Performance Evaluation KPI + BSC syllabus (two days taught): a. KPI three problems with the implementation of performance management systems need to be addressed 1, methodological problems faced by enterprises to establish performance system; and to feel the basis of fact-based judgment or judgment? Short-term or long-term assessment of the assessment? Short-term benefits or long-term interests? Key performance or non-critical performance? How Performance Management and Strategy Interface? KPI achievements and bonuses of the problem? 2, managers and employees to understand the impact of the implementation of performance management; the influence of traditional culture of performance management objectives Why not achieve significant excess Why implement performance management so difficult? 3, the impact of management based on the implementation of the KPI Second, the performance system design - the assessment method used in a fuzzy feeling based method; 2,360 ° assessment; 3, forced distribution method; not to rank? Performance rankings set up a few files only reasonable; performance ranking for each grade design what proportion is only reasonable; who and who is ranked number three common ways of design advantages and disadvantages; the small number of departments how rankings? Whether executives and employees to rank with you? Or in accordance with the actual number of ranking according to rankings compiled? Paries managers to employees how to do? The ranking is to motivate the majority, or encourage a small number of people? Ranking program 4 key performance indicators for assessment; III. KPI operation few basic questions 1. What are the objectives and targets 2, the basic attributes and operations KPI indicators points to note why the evaluation feels difficult to operate - scale problem; why do not they accept these assessment indicators - controllable question Why are counterproductive after the assessment of these indicators - behavioral problems Select kpi dimension effectiveness operating costs discrimination 3, the company established the idea KPI system; IV. BSC 1, what is the Balanced Scorecard; 2, enterprise operating BSC errors; 3, strategy and Balanced Scorecard What is the relationship? - Strategy and strategic map; 4, how to prepare a strategic map 5, the strategic map compilation should be noted that 10 question 6, three ways to calculate the balance scorecard implementation; five. How to break KPI KPI continue to implement if you do not break down, it will lose the foundation, but the decomposition of KPI process will encounter many problems, such as: a kpi indicators and a lot of departments have a relationship, in the end who is good assessment? How to solve these problems? How to break down the implementation KPI forever? Question 1, the need to address the indicators of decomposition team performance and individual performance of the contradiction between the two, the decomposition of the two kinds of indicators basic idea according to the driving factor decomposition index; according to the responsible person decomposition targets; 3, according to the driving factor decomposition KPI index, the higher the index subordinate relationship between indicators and 4, in accordance with the four drivers of decomposition method in accordance with the structure of index decomposition method; OAM decomposition; the contribution of the road map method; process critical control point method; advantages and disadvantages of the four methods; enterprises to combine their The actual selection method of decomposition; 5, KPI indicators of decomposition attention to the problem: the right to index Decomposition, influence organizational structure, segregation of duties indicators decomposition of hardware and software conditions Conditions Index Decomposition of six. Developing indicators dictionary index found everything will be fine? There are still problem? Why do you need to define KPI, KPI definition of what? 1, why the need to define KPI 2, the definition of financial indicators, you need to pay attention to the problem; income class indicators need to pay attention to the problem of cost assessment indicators need attention Expense indicators need to pay attention to issues 3, non-financial indicators, the definition of problems that need attention; 4, who will provide the data - to provide their own, others offer stakeholders? Seven, how to define the task index indicator functions, and some can not be quantified, how to define? 1, features the work of departments; 2, what is the task of indicators; 3. assessment of the difficulty of different tasks; 4, how to handle the workload is not balanced? 5. Who sets the task? 6, more temporary assignments handled? 7, task indicator definition mode; 8, leading to different staff appraisal, my system does not just have to do? Eight. Target value is determined to find a measure can be proud? How to determine the goal? Exceeding the target should count how many points? Etc., how should not reach the target? 1, set a target of pain; 2, there is no historical data is how to do? First set the target to modify, or to not examine, first re-assessment data accumulated? 3, the origin of the statutory objectives? Or break hair set goals? 4, the origin of law issues that need attention: one size fits all? Regression analysis? 5, breaking the statutory objectives require attention: the prediction is not accurate, if you want to modify the target? 6, can not be uncertain goal, so that employees catch - Horse Racing Act 7, Resources on the objectives set; 8, off-season season, the impact on the target set; 9, goal setting program 10 goals conflict processing IX of scoring the KPI 1, scoring rules which category ratio method; layer difference method; Descriptions Act; 2, scoring rules design elements not to cap? The difficulty of how to distinguish different? Do not pour points to elements of different scoring rules designed; ten. Weight design 1. What is combination indicators; the type 2, a combination of methods; 3, set the weight of steps and attention problems; XI. Based binary assessment method main concern of key performance indicators, key performance indicators of non-how to do? Is not concerned with non-critical performance indicators will be problems? If the full attention of key performance indicators and non-critical performance indicators, the adequacy of resources? How to solve this problem? 1, KPI can not solve the problem; 2, the relationship with the underlying performance of key performance; 3, how to use the main based binary assessment method in practice; XII. The implementation of performance management problems and countermeasures encountered; implementation of KPI is not just something the HR department or business administration department, KPI what problems and difficulties in the process of implementing it? 1, the implementation of performance management organizational model and responsibilities of various departments; 2, the implementation of performance management need to address the question of perception; 3, the implementation of the system need to be addressed and skills issues 4, the implementation of the mentality of the problem to be solved; XIII, the performance of communication 1, the planning stage performance communication 2, counseling stage 3, stage performance appraisal communication 4, Performance Analysis and Improvement - organizational improvement, improve leadership, employee improvement; XIV, Lessons Learned 1. Performance system should how to prepare; 2, the index system developed processes and attention problems; model and model 3, the performance of the contract issues and design considerations for each feature; job analysis and salary design syllabus (one day teach): a. What is the job analysis 1. What is the job analysis; 2. the role of job analysis; Second, the method of job analysis 1, the relationship between the organization and functions of the departments and job responsibilities method commonly used job analysis - data analysis, questionnaire , observation; steps and processes three job analysis of an organizational structure design and process design; 2, department duty design; 3, design job responsibilities; 4, job qualifications design; 5, the common design errors and mistakes posts ; Fourth, how to determine the method of preparation of the tool 1, business data analysis; 2, setting a quota law labor efficiency; 3, the ratio method; 4, Budget Control Act; compensation design: Introduction: What is the salary; human resource value chain; posts people, the market, the impact of performance on pay; frame compensation design a, job analysis section: 1. What is the job analysis of what is job analysis; job analysis requires what; the principle of job analysis in step 2, job analysis and process The method of job analysis; and how to develop job responsibilities; 3. Qualification ethnic divide jobs; job qualification preparation methods; 4, how to determine the method of preparation tools business data analysis; setting a quota law labor efficiency; ratio method; Budget Control Act; Second, the compensation design need to solve the conflict - internal equity 1. Why job evaluation; 2. job evaluation method used; 3. Common job evaluation tool introduced; 4. How to design or select a job evaluation model; 5 The program and attention to the problem of job evaluation; 6. job evaluation Case III, compensation design needs to solve conflicts - external equity 1. What is external equity; 2. How to pay survey; 3. How to deal with salary survey data ; 4. How to determine salary levels; 5. median differential calculation; four, divided salary structure; 1. What is the salary structure; 2, the amplitude and the degree of overlap of remuneration; 3, broadband or narrowband; 4, Problems fixed and variable proportions of division to consider the pay levels of industry characteristics management level positions sequence; V. remunerated and ability 1. Why do I need and ability to pay hooks; 2. Under what circumstances need to be linked to capacity; 3. Skills Salary help enterprise to solve three problems; 4. How to assess employees' skills; 5. raise is, the ability of the core, or in the performance of the core; six bonus design how to make the company, department and individual three hooks; 1, several companies, department, thinking pattern of individual bonuses; 2, comparative advantages and disadvantages of several models; 3, the group affiliated subsidiaries benefit if you want to be linked to the company? Seven bonus design and external factors influence 1, the general manager of what should or should not send money? 2, the purchasing managers bonuses what you should or should send? 3, if the filter external factors; eight points of various departments within the enterprise prize designed 1, sales commission system, or bonus system? 2, project type work bonus of design; 3, the production department of the design prize; 4, bonus salary system design; Nine, bonuses cycle 1 bonus cycle and evaluation cycle; 2, the end of the year or years of winning awards; 3, the timing Select the points to be considered; 4, bonuses lag; ten, compensation management 1, salary analysis; enterprise macro Compensation Analysis - input and output; microscopic analysis of salary - the ratio of internal competition and external competition ratio; 2, how designed to raise staff salary increases in accordance with the performance assessment results; impact score and ranking of the salary increase; according to the ability to raise; according to ability and performance considering salary increases; according to ability and performance and staff positions in broadband in salary; 3 Remuneration Budget and Control Trainer: Miss Wei well-known experts in human resource management practices, MBA, Human Resource Management Authority real experts, particularly with deep knowledge in the performance pay system design, formed its own unique combat Method; many companies who have large enterprise groups and listed companies, chain industry group, high-tech companies and other industries carried out a comprehensive human resources consulting services. "China Business", freelance writer and expert commentator in "human capital" and other media columnist Mr. Cai books published in recent years, are: "The Running Centipede: How to assess promote growth", "whistle cattle: to pay to retain talent "," KPI, "Key Performance" Guidelines successful "," BSC, "balanced scorecard" guaranteed development "by enterprises attach great importance, and to give a high review. Tsai had attended counseling and training companies are: Dongfeng Motor, Neusoft Group, China Petroleum shares, TCL, Qingdao Beer, Zhenjie International, Skyworth Group, XCMG, Sany Heavy Industry, Guangdong Provincial Expressway Development, Agricultural Bank of Beijing Netcom, Shanxi Mobile, Henan Mobile, Ningbo Road Group, Dongfeng Citroen school, Citroen, China Telecom, Guangzhou West-ting cosmetics, Macro gas water heater, Gree, China Southern Airlines Xinjiang Huashi Dan medicine, the South Lee Kum Kee, Capitel Group, Guangming Vitasoy, laborers technology, real smart, Topband, Wuhan record high group , the United States Group, and other enterprises.

ผลลัพธ์ (อังกฤษ) 3:

Enterprise performance evaluation and salary system design practical training courses: Course Description
[time and place] July 2015 24-26, Shenzhen, August 13-15, Beijing, August 21-23 Guangzhou September 10-12, Shanghai, 9 month 18-20 Shenzhen
[to object the chairman of the board of directors of the enterprises and institutions, general manager, director of human resources, human resources manager, performance appraisal, salary and other
[teaching] lecturer teaching video interpretation case studies and role play instructor comments
[cost] 5400 yuan / one / three days
registration consultation telephone:] 0755-612*880*35] 010-516*618* 63] 021-312*615*80
Online consulting QQ:6983*436
box: [e-mail] (registration, please reply and company name participants in full contact)

curriculum registration:

the modern enterprise management, pay more attention to humanized management mode of "people-oriented", the focus of enterprise management has become increasingly reflected in the management strategy. As a modern enterprise human resources management should be to build a strategic height is practical and efficient human resources management system, establish scientific evaluation incentive system and advanced enterprise salary system, in order to maximize inspire the potential of talents, to create excellent team, and promote the organization change and innovation.Finally realize the organization's sustainable development. We focused on Chinese enterprises in the implementation of the western management mode of malpractices and doubts, and Chinese companies are currently in the period of reform and innovation, to hold the "enterprise performance evaluation and salary management of actual combat training classes". By the famous human resources experts Caiwei teaching, designed to help entrepreneurs, the human resources manager open ideas, inspiration, cultivate the leading enterprise sustained and healthy development of the excellence in human resources management talent, is welcome!

the curriculum objective: to understand the background of the reform, to update the ideas, to clarify the reform ideas, to make clear the reform objectives, and to understand the relevant knowledge of job evaluation,Scientific job evaluation;
understanding the importance of performance management, and proper understanding of performance management,
learning assessment method, a comprehensive understanding of the performance management, operational procedures and design methods,
key learning KPI, and introduces the balanced scorecard,
understanding of performance management to promote the problem, and to avoid errors in the operation of the.

training content:
performance KPI BSC syllabus (2 days) to teach:
1. Methods of implementation of KPI and performance management system to solve the three problems
1, enterprises to establish a performance management system facing;
to feel as a judgment basis or in fact based judgment? Short term assessment or long-term assessment?Short-term interests or long-term interests? Key performance or non critical performance? How do performance management and strategic interface?
KPI results and bonuses linked to the problem?
2, managers and employees on the implementation of performance management;
traditional culture of performance management effect of
why not willing to achieve greatly exceeded the target
why implement performance management so difficult?
3, management based on the implementation of the KPI of
second, performance system design, evaluation the method of
1, fuzzy judgment method;
2, 360 degree assessment;
3, compulsory distribution method;
want to ranking?



, it is reasonable to set up a few files.Performance ranking of each grade design what proportion is reasonable;
who and who ranked three common ways of the advantages and disadvantages of the design; the number of the number of people rarely ranking? Is the supervisor in the rankings? According to the preparation of the rankings or in accordance with the actual number of rankings? How do managers give employees
paries? The ranking is to motivate the majority, or to motivate a small number of people?
4, key performance indicators,,.KPI,
1, what are the basic attributes of the target and index
2, KPI index, and the operating points of attentionWhy evaluation feel it is very difficult to operate -- scale;
why they don't accept these assessment indicators, the controllability problem
why assessment of these indicators backfired, behavioral problems
select KPI dimension
effectiveness
operation cost
discrimination
3, in the company to establish the idea of KPI system;
.
1 of Balanced Scorecard, what is the Balanced Scorecard;
2, enterprise operation balanced scorecard misunderstanding;
3, strategy and the balanced score card, what is the relationship between? -- strategy and strategy map;
4, how to compile the strategic map
5, and the 10 issues that need to be paid attention to in the compilation of the strategic map
6,Balance calculation card implementation in three ways;

5. How to decompose KPI
KPI if does not decompose implement down, you will lose the foundation, but KPI decomposition process will encounter many problems, such as: a KPI and many departments, exactly whose assessment good?? How to solve these problems? How will the KPI be implemented?
1, index decomposition contradictory
2 between the need to address the problem
team performance and individual performance, indicators of decomposition of 2 basic idea of
according to the driving factors decomposition indicators;
liability in accordance with the indicators of decomposition;
3, according to the driving factors of KPI index decomposition.Superior index and the lower index between
4, according to the decomposition of driving factors of four methods of
according to the structure of the index decomposition method;
OAM decomposition method;
with path diagram;
process critical control point method; the advantages and disadvantages of the four methods
;
enterprises how to combine their actual situation choose decomposition method;
5, decomposing the attention problem of KPI:
rights on histological structure of the
indicators of decomposition of the impact effect,
duty division of indicators of decomposition of influence
hardware and software conditions of indicators of decomposition of the effect of

6. Index dictionary compilation
index found is the? What problems still exist? Why need to define KPI,