企管资料-zenyang提升领导力量.pptx

1、1Corporate Leadership:Increasing the Leadership Bench Strength 提升领导力量提升领导力量2Emerson Corporate Overview艾艾 默默 生生 公公 司司 概概 况况 Founded in 1890成立于1890年Head-quartered in St Louis,Missouri,USA总部设于美国密苏里州圣刘易斯市 Global product and market leadership全球市场和技术领导者Record of consistent long-term performance持续长期业绩纪录Glo

2、bal sales of US$13.8b in 20022002年总销售额达138亿美元More than 110,000 employees worldwide全球员工超过十一万名Over 60 industry-leading divisions located inover 300 manufacturing locations in 150 countries超过60家业界翘楚的子公司超过300个生产基地，分布于世界150多个国 3“2003 Fortunes Worlds Most Admired Companies”Emerson named Global Top 50 All

3、Star Global Electronics 1.GE2.Sony3.EmersonUS Electronics1.GE2.EmersonOverall rank 全球排名:#47Industry rank 全球电子业排名:#3 global9 rating categories 评选标准：nsocial responsibility 社会责任感ninnovation 革新度nlong-term investment value 长期投资价值nuse of corporate assets 公司资产运用nemployee talent 员工素质nfinancial soundness 财政状

4、况nquality of management 管理质量nquality of products/services 产品和服务质量nglobal business acumen 全球商务敏锐度艾默生名列艾默生名列 2003财富财富“全球最受赞赏的公司全球最受赞赏的公司”全明星企业全球全明星企业全球 50 50 强强42002 Sales by Business Group2002 年年 销销 售售 之之 业业 务务 范范 畴畴 分分 布布Electronics&Telecommunications电电 子子 及及 电电 信信17%Process Control过过 程程 控控 制制 24%HV

5、AC供暖、供暖、制冷制冷及及 空空调调 17%Appliance&Tools 家家 电电 和和 工工 具具 24%(US$13.8 Billion in Total 总总 额额 达达 138 亿亿 美美 元元)Industrial Automation工工 业业 自自 动动 化化 18%5Appliance&Tools#1 Fractional Motors#2 Appliance Components#1 Storage Solutions#1 Waste Disposers#1 Plumbing Tools家电家电及及工具工具Industrial Automation#1 Alternat

6、ors#1 Motors工业自动化工业自动化Process Control#1 Control Valves#1 Measurement Devices#2 Systems&Solutions过过 程程 控控 制制Electronics&Telecom#1 AC&DC Power Systems#1 OEM Embedded Power#1 Precision Climate Systems#1 Fiber Optic Conduit电子电子及及电信电信#1 Compressors供暖、通风供暖、通风及空及空调调H V A CGlobal Market and Technology Leade

7、rship全全 球球 市市 场场 和和 技技 术术 领领 导导 者者6Emerson China Overview艾艾 默默 生生 中中 国国 概概 况况 nStarted doing business in China in late 1970s七七 十十 年年 代代 末末 开开 始始 发发 展展 中中 国国 业业 务务 nChina is Emersons biggest business partner in Asia中中 国国 是是 艾艾 默默 生生 在在 亚亚 洲洲 的的 最最 大大 商商 务务 伙伙 伴伴nSecond only to U.S.in sales in 0202 年年

8、 销销 售售 额额 仅仅 次次 于于 美美 国国nCurrent Infrastructure:基基 本本 建建 设设 n27 manufacturing operations in 10 locations 27 家家 工工 厂厂 在在 10 个个 地地 点点 n9 joint ventures,21 wholly-owned 9 家家 合合 资资 公公 司司，21 家家 全全 资资 公公 司司 nMore than 12,000 employees一一 万万 二二 千千 多多 名名 员员 工工 7Leadership Development is Strategically Imperat

9、ive领导能力的发展是公司必要的战略领导能力的发展是公司必要的战略 Ensure to have a sufficient pipeline of leadership talents with the necessary competencies to support companys strategy Supply 从供应方面确保拥有足够的领导人才并具有实践公司发展战略所需的能力 Develop and control the leadership quality to increase our competitive advantage Quality 从质量方面发展和控制领导人才的素质

10、以增强我们的竞争优势 Communicate and strengthen the shared value of Emerson交流和强化艾默生共同的价值观8Building Emerson Leadership Platform建立艾默生领导平台建立艾默生领导平台Identification发掘人才Assessment人才评估Leadership Development&Mentoring领导能力发展和指导Evaluation项目评估 Organization Review 组织测评 360 Feedback 360 反馈 Climate Survey 组织气氛调查 Psyche-test

11、 性格测试 360 Feedback 360反馈 Climate Survey组织气氛调查 Turnover Rate of High Pots 高潜质员工之流失率 Replacement rate from internal candidates 员工填补空缺的比率Feedback to Management向管理层反馈PUMPINTALENT吸纳人才 360 FeedbackClimate SurveyPersonal VisionMentoringAction Learning ProjectsMentoring/coachingStretching Job AssignmentEmer

12、son Leadership ForumDevelopment Curriculum9Pump in Talent 吸纳人才吸纳人才Expand the MBA program to bring in steady stream of the best college and MBA graduates to prepare for the future growth 应持续稳定地从一流大学中招聘大学的毕业生或MBA为未来的企业发展做准备Hunt for talent continuously;not just recruit for vacant positions 应持续不断地寻求人才而不

13、是仅仅在有职位空缺时才进行招聘CEIBS(SH)中欧国际工商学院中欧国际工商学院 (上海上海)Jiao Tong University(SH)上海交通大学上海交通大学(上海上海)Tsinghua University (BJ)清华大学清华大学(北京北京)UST(HK)香港科技大学香港科技大学(香港香港)Tsinghua University(BJ)清华大学清华大学(北京北京)CEIBS(SH)中欧国际工商学院中欧国际工商学院(上海上海)Jiao Tong University(SH)上海交通大学上海交通大学(上海上海)Zhong Shan University/South China Poly

14、technics(GZ)中山大学中山大学/华南理工大学华南理工大学(广州广州)Xian Jiao Tong University(Xian)西安交通大学西安交通大学(西安西安)UST(HK)香港科技大学香港科技大学(香港香港)National University of Singapore/INSEAD(Singapore)新加坡国家大学新加坡国家大学/INSEAD(新加坡）新加坡）Indian Institute of Management(India 印度印度)10Corporate MBA Development Program总公司为新聘总公司为新聘 MBA 的发展项目的发展项目 Pa

15、rticipate if and when available提供参与机会提供参与机会Corporate&Division Planning Conference总部及分公司规划会议总部及分公司规划会议China GM Meeting中国总经理会议中国总经理会议Leadership Forum领导人论坛领导人论坛Other Functional Conferences其他职能部门会议其他职能部门会议1 year 1 年年Annual Gathering with Senior Executives与高层管理人与高层管理人员的年度聚会员的年度聚会The attachment duration c

16、an be flexible depending on the employees aspiration,background and potential career move外派期限可以根据员工的意愿、背景和职业发展潜力灵活制定外派期限可以根据员工的意愿、背景和职业发展潜力灵活制定Corporate Attachment in HK(3 mths)派至香港总公司派至香港总公司(个月个月)Planning 公司规划Logistics/Procurement物流/采购Corporate Communication企业传讯Division Attachment in Asia (6 mths)派

17、至分公司派至分公司(个月个月)Marketing&Sales/Operations 市场营销和销售/营运+Division Attachment in US HQ(Optional)(2 mths)派至分公司总部派至分公司总部(个月个月)Finance/Factory/Marketing/Planning财务/生产/市场营销/计划11Building Emerson Leadership Platform建立艾默生领导平台建立艾默生领导平台Identification发掘人才Assessment人才评估Leadership Development&Mentoring领导能力发展和指导Evalu

18、ation项目评估 Organization Review 组织测评 360 Feedback 360 反馈 Climate Survey 组织气氛调查 Psyche-test 性格测试 360 Feedback 360反馈 Climate Survey组织气氛调查 Turnover Rate of High Pots 高潜质员工之流失率 Replacement rate from internal candidates 员工填补空缺的比率Feedback to Management向管理层反馈PUMPINTALENT吸纳人才 360 FeedbackClimate SurveyPersona

19、l VisionMentoringAction Learning ProjectsMentoring/coachingStretching Job AssignmentEmerson Leadership ForumDevelopment Curriculum12Purpose目的目的 Assess Organization capability,identify potential leaders,and develop their competency levels to support the fast expansion and M&A programs in Asia.这项目评估公司

20、组织的能力,发掘有潜质领袖及发展他们之能力水平以配合分公司在亚洲地区之快速增长和合拼项目 Provide planned and systematic career management process to the high potentials.为高潜质者提供有计划及有系统职业管理过程 Enhance the loyalty to the company and provide better employment opportunity to the employees.加强员工对公司的忠诚及提供更佳之工作机会 Organization Review组织测评组织测评13OCTNOVDECJ

21、ANFEBMARAPRMAYJUNJULAUGSEPCORPORATE PRE-PLANNING CONFERENCECORPORATE PLANNING CONFERENCE总公司年度规划会议总公司年度规划会议ASIAN&EUROPEAN CORP.PLANNING CONFERENCE亚欧地区总公司年度规划会议亚欧地区总公司年度规划会议ORGREVIEW组织测评会议FUNCTIONALCONFERENCE周期性的部门会议FUNCTIONALCONFERENCETECHNOLOGY CONFERENCES科技检讨会议科技检讨会议DIVISIONPROFITABILITYREVIEWS&GRO

22、WTH CONFERENCES分公司盈利检讨会议及分分公司盈利检讨会议及分公司业务增长会议公司业务增长会议STRATEGY REVIEWS策略检讨会议策略检讨会议FINANCIAL REVIEWS财政检讨会议财政检讨会议 PRESCOUNCIL总裁政务会 PRESCOUNCIL总裁政务会 FINREVIEW财务审核 PRESCOUNCIL总裁政务会Division Board月度分公司月度分公司董董 事局会议事局会议OCE Meeting首席执行官首席执行官办公室会议办公室会议Organization Review组织测评组织测评ORGREVIEW组织测评会议ORGREVIEW组织测评会议FU

23、NCTIONALCONFERENCE周期性的部门会议FUNCTIONALCONFERENCE周期性的部门会议14A half-day meeting with each division on human resources issues,organization development,high potentials list and their movement.与分公司的半天会议,讨沦有关人力资源问题，组织发展，极具潜能员工和内部变动 Organization Review组织测评组织测评Agenda Current Organization Chart 现年的组织结构会议 Change

24、s Since Previous Review 与上年度不同等改变 Major Issues for Next 12 Months 未来十二个月的主要事务 Organization Planning Charts 组织计划图表“Color-Me-Green”Chart 图表 High Potential List 高潜质者名单 Organization to support manufacturing,E-business,and/or service initiative in the region支援生产及电子商贸的组织 Expatriate plan vs development of

25、local managers 外国雇员计划及本地经理发展15Color-me-Green Chart 图表图表LEG EN DLEG EN D1.P O S I TI O N TI TLEPERFO RM A N C E C O D IN GPERFO RM A N C E C O D IN G 2.I N C U M B EN T M A N A G ER (Orange/Gold)(1)OUTSTANDING:3.I N C U M B EN T S YEA R S O F S ER VI C EAwarded only to those managers who have made si

26、gnificant,easily recognizable 4.I N C U M B EN T S TO TA L C O M P R A TEcontribution;performance so clearly outstanding as to be obvious to all.Results C O M PA N Y PRIV A TEC O M PA N Y PRIV A TE5.I N C U M B EN T S P ER FO R M A N C Eobtained far in excess of the requirements and indicate early p

27、romotion potential.(S ee C odi ng)Rating must be supported with specifics.6.I N C U M B EN T S C O O P ER A TI O N R A TI N G NOTE:A good manager may have an outstanding year and be rated outstanding.(S ee C odi ng)However,the manager whose performance exceeds requirements but does not 7.I N C U M B

28、 EN T S P O TEN TI A L(S ee C odi ng)make a significant contribution should be rated exceeds expectations.8.R EP LA C EM EN T S YEA R S S ER VI C E(Grn)(2)EXCEEDS EXPECTATIONS:DIVISION9.R EP LA C EM EN T S N A M EEmployees day-to-day performance excellent,but no special contribution 10.D EG R EE O F

29、 R EA D I N ES Scan be cited.DATE OF REVIEW11.R EP LA C EM EN T S C O M P.R A TE(Blue)(3)MEETS EXPECTATIONS:Performance completely satisfactory and sufficient in every respect.Meets all end APPROVALresults expected of a seasoned and well-qualified employee.1.(Yel)(4)NEEDS IMPROVEMENT:2.Results not y

30、et completely meeting requirements of all objectives.Results fall some-3.4.what below expected levels of accomplishment.Need for further development5.6.7.recognizable but progress clearly evident.8.9.10.11.(Red)(5)UNACCEPTABLE:Unacceptable performance.Results noticeably below the expected level;may

31、have to be replaced if no major improvement.(White)(6)NEW IN POSITION:No evaluation.C O O PERA TIO N RA TIN GC O O PERA TIO N RA TIN GD EG REE O F REA D IN ESS C O D IN G-Willingness to work together with other Divisions and Corporate to achieve objectives important to our shareholders.(1)REA D Y RE

32、PLA C EM EN T-Use the Performance Coding ratings(1-6).W i thi n 30 days(nom i nalPO TEN TIA L A PPRA ISA LPO TEN TIA L A PPRA ISA L ori entati on)(Orange/Gold)(1)OUTSTANDING:Qualifications for advancing to high level(executive)position-high performance(2)PEN D IN G REPLA C EM EN T-(Grn)(2)EXCEEDS EX

33、PECTATIONS:W i thi n 1 year(after speci fi cClear potential for advancing to high level position,or for substantially increased experi ence i n sel ect areas)responsibilities at present level.(Blue)(3)SOME POTENTIAL:(3)FU TU RE REPLA C EM EN T-Potential to handle expanded responsibilities at present

34、 level and perhaps one level W i thi n 3 years(after speci fi chigher experi ence or devel opm ent)(Yel)(4)LIMITED POTENTIAL:At or near capacity in present position,or limited due to personal factors.(Red)(5)NOT PROMOTABLE:Below average potential or retirement imminent.(White)(6)NEW IN POSITION:Not

35、evaluated.161.Position Title（职务名称）2.Incumbent Manager（在职经理）3.Incumbents Years Of Service（服务年限）4.Incumbents Total Comp Rate（总体收入）5.Incumbents Performance（业绩）(See Coding)6.Incumbents Cooperation Rating（协作能力评级）(See Coding)7.Incumbents Potential(See Coding)（潜力）8.Replacements Years Service（该职务替补的工作年限）9.R

36、eplacements Name（替补名称）10.Degree Of Readiness（替补准备程度）11.Replacements Comp.Rate（替补的总体收入）Department Head 1.Chen Da Wen 2.10 Years 3.RMB65,000 4.2 5.2 6.2 7.7 yrs 8.Li Mei Mei 9.10.RMB45,000 11.8.9.10.11.8.9.10.11.1Color-me-Green Chart图表图表17Emerson Leadership Competency艾默生的领导艾默生的领导职能职能Think Strategicall

37、y 有战略性思维有战略性思维Analyze Issues 能分析问题能分析问题Drive for Results 努力争取成果努力争取成果Provide Leadership 展示领导才干展示领导才干Foster Teamwork 倡导倡导团队合作精神团队合作精神Build Relationships 建立良好的关系建立良好的关系Develop People 辅助他人成长辅助他人成长Common Characteristics共同特征18Color-me-Green Chart 图表图表(1)Outstanding 杰出表现杰出表现 Awarded only to those managers

38、 who have made significant,easily recognizable contribution;performance so clearly outstanding as to be obvious to all.Results obtained far in excess of the requirements and indicate early promotion potential.Rating must be supported with specifics.Note:A“good”manager may have an outstanding year an

39、d be rated“outstanding”.However,the manager whose performance exceeds requirements but does not make a“significant”contribution should be rated“commendable”.(2)Commendable 值得嘉许Performance exceeds expectations.Employees day-to-day performance“excellent”,but no special contribution can be cited.(3)Com

40、petent 有能力有能力Performance completely satisfactory and sufficient in every respect.Meets all end results expected of a seasoned and well-qualified employee.(4)Adequate可接受可接受Results not yet completely meeting requirements of all objectives.Results fall somewhat below expected levels of accomplishment.N

41、eed for further development recognizable,but progress clearly evident.(5)Needs Improvement 有待改进有待改进Unacceptable performance.Results noticeably below the expected level;may have to be replaced if no major improvement.(6)New in Position 新增职位No evaluation.(Orange/Gold)(Green)(Blue)(Yellow)(Red)(White)1

42、9(1)Outstanding 杰出 Qualifications for advancing to high-level (executive)position-high performance(2)Exceeds Expectations 高于期望Clear potential for advancing to high-level position or for substantially increased responsibilities at present level(3)Some Potential 有潜质Potential to handle expanded respons

43、ibilities at present level and perhaps one level higher.(4)Limited Potential 有限度的潜能At or near capacity in present position or limited due to personal factors.(5)Not Promotable 不考虑提升Below average potential(6)New in Position 新增职位 No evaluation.(1)Reading Replacement 预备替补Within 30 days(nominal orientat

44、ion)(2)Pending Replacement 等待替补Within 1 year(after specific experience in select areas)(3)Future Replacement 将来替补Within 3 years(after specific experience or development)(Orange/Gold)(Green)(Blue)(Yellow)(Red)(White)Color-me-Green Chart 图表图表20Career Development 事业发展事业发展No longer a fixed path in a str

45、uctured career ladder 没有固定路径的事业发展阶梯21Across Functions跨职能跨职能Across Countries跨国家跨国家Across Divisions跨分公司跨分公司Establish and maintain the database of the high potential employees in Asia 建立及维持亚洲地区之高潜质员工名单的内容Facilitate the employee movement/promotion in Emerson platform配合及推动员工在艾默生公司裹之调动和晋升Career Developmen

46、t 事业发展事业发展22Building Emerson Leadership Platform建立艾默生领导平台建立艾默生领导平台Identification发掘人才Assessment人才评估Leadership Development&Mentoring领导能力发展和指导Evaluation项目评估 Organization Review 组织测评 360 Feedback 360 反馈 Climate Survey 组织气氛调查 Psyche-test 性格测试 360 Feedback 360反馈 Climate Survey组织气氛调查 Turnover Rate of High

47、Pots 高潜质员工之流失率 Replacement rate from internal candidates 员工填补空缺的比率Feedback to Management向管理层反馈PUMPINTALENT吸纳人才 360 FeedbackClimate SurveyPersonal VisionMentoringAction Learning ProjectsMentoring/coachingStretching Job AssignmentEmerson Leadership ForumDevelopment Curriculum23Building Emerson Leaders

48、hip Platform建立艾默生领导平台建立艾默生领导平台Identification发掘人才Assessment人才评估Leadership Development&Mentoring领导能力发展和指导Evaluation项目评估 Organization Review 组织测评 360 Feedback 360 反馈 Climate Survey 组织气氛调查 Psyche-test 性格测试 360 Feedback 360反馈 Climate Survey组织气氛调查 Turnover Rate of High Pots 高潜质员工之流失率 Replacement rate from

49、 internal candidates 员工填补空缺的比率Feedback to Management向管理层反馈PUMPINTALENT吸纳人才 360 FeedbackClimate SurveyPersonal VisionMentoringAction Learning ProjectsMentoring/coachingStretching Job AssignmentEmerson Leadership ForumDevelopment Curriculum24Development means stretching 培养员工就是提供扩大的职务以增强其能力Keep the lea

50、rning curve steep 加速学习步伐Provide exposure across functions and divisions 在分公司间提供不同职能部门的工作以扩阔阅历 Strong support to facilitate the movement of high potentials across divisions 大力支持分公司间职位的调动The development needs of high potentials are factored into decision of deployment 高潜质人才的发展需求应为人员调配的考虑因素Stretching J