Emerson如何提升领导力量1

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Corporate Leadership:,Increasing the Leadership Bench Strength,提升領導力量,Emerson Corporate Overview,艾,默,生 公 司 概,况,Founded in 1890,成立于1890年,H,e,ad,-quartered in St Louis, Missouri, USA,总,部,设于,美,国,密,苏,里州,圣,路易斯市,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,Global sales of US$13.8b in 2002,2002,年,总销,售額,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 in,over 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,St. Louis headquarters,圣路易斯总部,“2003,Fortunes Worlds Most Admired Companies” Emerson named Global Top 50 All Star,Global Electronics,1. GE,2. Sony,3.,Emerson,US Electronics,1. GE,2.,Emerson,Overall rank,全球排名,:,#47,Industry rank,全球电子业排名,:,#3,global,9 rating categories,评选标准,：,social responsibility,社会责任感,innovation,革新度,long-term investment value,长期投资价值,use of corporate assets,公司资产运用,employee talent,员工素质,financial soundness,财政状况,quality of management,管理质量,quality of products/services,产品和服务质量,global business acumen,全球商务敏锐度,艾默生名列,2003,财富“全球最受讚赏的公司”全明星企业全球 50 强,2002,Sales by Business Group,2002,年 销 售 之 业 务 范 畴 分 布,Electronics & Telecommunications,电 子,及,电,信,17%,Process Control,过,程 控 制,24%,HVAC,供暖、,制冷,及,空,调,17%,Appliance & Tools,家,电,和 工 具,24%,(,U,S,$13,.8,Billion in Total,总 额 达 138 亿 美 元,),Industrial Automation,工,业,自 动 化,18%,Appliance & Tools,#1 Fractional Motors,#2 Appliance Components,#1 Storage Solutions,#1 Waste Disposers,#1 Plumbing Tools,家电,及,工具,Industrial Automation,#1 Alternators,#1 Motors,工业自动化,Process Control,#1 Control Valves,#1 Measurement Devices,#2 Systems & Solutions,过,程 控 制,Electronics & Telecom,#1 AC & DC Power Systems,#1 OEM Embedded Power,#1 Precision Climate Systems,#1 Fiber Optic Conduit,电子,及,电信,#1,Compressors,供暖、通风,及空,调,H V A C,Global Market and Technology Leadership,全 球 市 场 和 技 术 领 导 者,Emerson China Overview,艾 默 生 中,国,概,况,Started doing business in China in late 1970s,七 十 年 代 末,开 始,发,展 中,国,业 务,China is Emersons biggest business partner in Asia,中,国,是 艾 默 生 在,亚,洲,的,最,大,商,务,伙 伴,Second only to U.S. in sales in 02,02,年,销,售 額,仅,次,于,美,国,Current Infrastructure:,基 本 建,设,2,7,manufacturing operations in 10 locations,2,7,家 工 厂,在,10,个,地 点,9,joint ventures, 21 wholly-owned,9,家 合,资,公 司,，,21,家 全,资,公 司,M,ore than,1,2,000,employees,一,万,二 千,多,名,员,工,Leadership Development is Strategically Imperative,領導能力的發展是公司必要的戰略,Ensure to have a sufficient pipeline of leadership talents with the necessary competencies to support companys strategy ,Supply,從,供應方面,確保擁有足夠的領導人才并具有實踐公司發展戰略所需的能力,Develop and control the leadership quality to increase our competitive advantage ,Quality,從,質量方面,發展和控制領導人才的素質以增強我們的競爭優勢,Communicate and strengthen the shared value of Emerson,交流和強化艾默生共同的價值觀,Building Emerson Leadership Platform,建立艾默生領導平台,Identification,發掘人才,Assessment,人才評估,Leadership Development & Mentoring,領導能力發展和指導,Evaluation,項目評估,Organization Review,組織測評,360,Feedback,360,反饋,Climate Survey,組織氣氛調查,Psyche-test,性格測試,360,Feedback 360,反饋,Climate Survey,組織氣氛調查,Turnover Rate of High Pots,高潛質員工之流失率,Replacement rate from internal candidates,員工填補空缺的比率,Feedback to Management,向管理層反饋,PUMP,IN,TALENT,吸納人才,360,Feedback,Climate Survey,Personal Vision,Mentoring,Action Learning Projects,Mentoring / coaching,Stretching Job Assignment,Emerson Leadership Forum,Development Curriculum,Pump in Talent,吸納人才,Expand the MBA,program to bring in steady stream of the best college and MBA graduates to prepare for the future growth,應持續穩定地從一流大學中招聘大學的畢業生或,MBA,為未來的企業發展做準備,Hunt for talent continuously; not just recruit for vacant positions,應持續不斷地尋求人才而不是仅仅在有職位空缺時才進行招聘,CEIBS (SH),中歐國際工商學院 (上海),Jiao Tong University (SH),上海交通大學 (上海),Tsinghua,University (BJ),清華大學(北京),UST (HK),香港科技大學 (香港),Current,目前,FY 03 & Onward,2003,財年及以後,Tsinghua,University (BJ),清華大學(北京),CEIBS (SH),中歐國際工商學院 (上海),Jiao Tong University (SH),上海交通大學(上海),Zhong,Shan University/ South China Polytechnics (GZ),中山大學 / 華南理工大學 (廣州),Xian Jiao Tong,University (Xian),西安交通大學 (西安),UST (HK ),香港科技大學 (香港),National University of Singapore / INSEAD (Singapore),新加坡國家大學 /,INSEAD (,新加坡）,Indian Institute of Management (India,印度,),Corporate MBA Development Program,總公司為新聘,MBA,的發展項目,Participate if and when available,提供參與機會,Networking,網絡,Corporate & Division Planning Conference,總部及分公司規劃會議,China GM Meeting,中國總經理會議,Leadership Forum,領導人論壇,Other Functional Conferences,其他職能部門會議,Functional Exposure,各部門運作,1,year,1,年,Annual Gathering with Senior Executives,與高層管理人員的年度聚會,The attachment duration can be flexible depending on the employees aspiration, background and potential career move,外派期限可以根據員工的意願、背景和職業發展潛力靈活制定,Corporate Attachment in HK,(3 mths),派至香港總公司,(,個月,),Planning,公司規劃,Logistics/ Procurement,物流,/,採購,Corporate Communication,企業傳訊,Division Attachment in Asia,(6 mths),派至分公司,(,個月,),Marketing & Sales / Operations,市場營銷和銷售,/,營運,+,Division Attachment in US HQ (Optional) (2 mths),派至分公司總部,(,個月,),Finance/Factory / Marketing/Planning,財務 / 生產 / 市場營銷 / 計劃,Mentor,ing,導師,Building Emerson Leadership Platform,建立艾默生領導平台,Identification,發掘人才,Assessment,人才評估,Leadership Development & Mentoring,領導能力發展和指導,Evaluation,項目評估,Organization Review,組織測評,360,Feedback,360,反饋,Climate Survey,組織氣氛調查,Psyche-test,性格測試,360,Feedback 360,反饋,Climate Survey,組織氣氛調查,Turnover Rate of High Pots,高潛質員工之流失率,Replacement rate from internal candidates,員工填補空缺的比率,Feedback to Management,向管理層反饋,PUMP,IN,TALENT,吸納人才,360,Feedback,Climate Survey,Personal Vision,Mentoring,Action Learning Projects,Mentoring / coaching,Stretching Job Assignment,Emerson Leadership Forum,Development Curriculum,Purpose,目的,Assess Organization capability, identify potential leaders, and develop their competency levels to support the fast expansion and M&A programs in Asia.,這項目評估公司組織的能力, 發掘有潜質領袖及發展他們之能力水平以配合分公司在亞洲地區之快速增長和合拼項目,Provide planned and systematic career management process to the high potentials.,為,高,潛,質,者提供有計劃及有系統職業管理過程,Enhance the loyalty to the company and provide better employment opportunity to the employees.,加強員工對公司的忠誠及提供更佳之工作機會,Organization Review,組織測評,OCT,NOV,DEC,JAN,FEB,MAR,APR,MAY,JUN,JUL,AUG,SEP,CORPORATE PRE-PLANNING CONFERENCE,CORPORATE PLANNING CONFERENCE,總公司年度規劃會議,ASIAN & EUROPEAN CORP.,PLANNING CONFERENCE,亞歐地區總公司年度規劃會議,ORG,REVIEW,組織測評會議,FUNCTIONAL,CONFERENCE,周期性的部門會議,FUNCTIONAL,CONFERENCE,TECHNOLOGY,CONFERENCES,科技檢討會議,DIVISION,PROFITABILITY,REVIEWS & GROWTH,CONFERENCES,分公司盈利檢討會議及分公司業務增長會議,STRATEGY,REVIEWS,策略檢討會議,FINANCIAL,REVIEWS,財政檢討會議,PRES,COUNCIL,總裁政務會,PRES,COUNCIL,總裁政務會,FIN,REVIEW,財務審核,PRES,COUNCIL,總裁政務會,Division Board,月度分公司,董 事局會議,OCE Meeting,首席執行官,辦公室會議,Organization Review,組織測評,ORG,REVIEW,組織測評會議,ORG,REVIEW,組織測評會議,FUNCTIONAL,CONFERENCE,周期性的部門會議,FUNCTIONAL,CONFERENCE,周期性的部門會議,A half-day meeting with each division on human resources issues, organization development, high potentials list and their movement.,與分公司的半天會議,討淪有關人力資源問題，組織發展，极具潜能員工和內部變動,Organization Review,組織測評,Agenda,Current Organization Chart,现年的组织结构会议,Changes Since Previous Review,与上年度不同等改变,Major Issues for Next 12 Months,未来十二,個月,的主要事务,Organization Planning Charts,组织计划,圖表,“Color-Me-Green” Chart,图表,High Potential List,高潛質,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 local managers,外国雇员计划及本地经理发展,Color-me-Green Chart,圖表,1.,Position Title （,职务名称）,Incumbent Manager,（,在职经理）,Incumbents Years Of Service,（,服务年限）,4. Incumbents Total Comp Rate,（,总体收入）,5. Incumbents Performance,（,业绩）,(See Coding),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. Replacements 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）,1,Color-me-Green Chart,圖表,Emerson Leadership Competency,艾默生的领导,職能,Think Strategically,有战略性思维,Analyze Issues,能分析问题,Drive for Results,努力争取成果,Provide Leadership,展示领导才干,Foster Teamwork,倡導,团队合作精神,Build Relationships,建立良好的关系,Develop People,辅助他人成长,Common Characteristics,共同特徵,Color-me-Green Chart,圖表,(1),Outstanding,傑出表現,Awarded only to those managers 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 and be rated “outstanding”. However, the manager whose performance exceeds requirements but does not make a “significant” contribution should be rated “commendable”.,(2)Commendable,值得嘉許,Performance exceeds expectations. Employees day-to-day performance “excellent”, but no special contribution can be cited.,(3),Competent,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,Results not yet completely meeting requirements of all objectives. Results fall somewhat below expected levels of accomplishment. Need for further development recognizable, but progress clearly evident.,(5)Needs Improvement,有待改進,Unacceptable performance. Results noticeably below the expected level; may have to be replaced if no major improvement.,(6)New in Position,新增職位,No evaluation.,Performance Coding,业绩评级,(,Number 5),(,Orange/Gold),(,Green),(,Blue),(,Yellow),(,Red),(,White),(1),Outstanding,傑出,Qualifications for advancing to high-level (executive) position - high performance,(2)Exceeds Expectations,高於期望,Clear potential for advancing to high-level position or for substantially increased responsibilities at present level,(3) Some Potential,有潛質,Potential to handle expanded responsibilities at present level and perhaps one level higher.,(4)Limited Potential,有限度的潛能,At or near capacity in present position or limited due to personal factors.,(5)Not Promotable,不考慮提升,Below average potential,(6)New in Position,新增職位,No evaluation.,Potential Appraisal,潜力的评级,(1),Reading Replacement,預備替補,Within 30 days (nominal orientation),(2)Pending Replacement,等待替補,Within 1 year (after specific experience in select areas),(3) Future Replacement,將來替補,Within 3 years (after specific experience or development),Degree of Readiness Coding (Number 10),替補,的等级,(,Orange/Gold),(,Green),(,Blue),(,Yellow),(,Red),(,White),Color-me-Green Chart,圖表,Career Development,事業發展,No longer a fixed path in a structured career ladder,沒有固定路徑的事業發展階梯,Enrichment,擴大職責范圍,Lateral,橫向調動,Rotation,輪調,Relocation,跨区调动,纵,向,调,Vertical,Across Functions,跨職能,Across Countries,跨國家,Across Divisions,跨分公司,Establish and maintain the database of the high potential employees in Asia,建立及維持亞洲地區之,高潛質員工,名單的內容,Facilitate the employee movement/promotion in Emerson platform,配合及推動員工在艾默生公司裹之調動和晉升,Career Development,事業發展,Building Emerson Leadership Platform,建立艾默生領導平台,Identification,發掘人才,Assessment,人才評估,Leadership Development & Mentoring,領導能力發展和指導,Evaluation,項目評估,Organization Review,組織測評,360,Feedback,360,反饋,Climate Survey,組織氣氛調查,Psyche-test,性格測試,360,Feedback 360,反饋,Climate Survey,組織氣氛調查,Turnover Rate of High Pots,高潛質員工之流失率,Replacement rate from internal candidates,員工填補空缺的比率,Feedback to Management,向管理層反饋,PUMP,IN,TALENT,吸納人才,360,Feedback,Climate Survey,Personal Vision,Mentoring,Action Learning Projects,Mentoring / coaching,Stretching Job Assignment,Emerson Leadership Forum,Development Curriculum,Building Emerson Leadership Platform,建立艾默生領導平台,Identification,發掘人才,Assessment,人才評估,Leadership Development & Mentoring,領導能力發展和指導,Evaluation,項目評估,Organization Review,組織測評,360,Feedback,360,反饋,Climate Survey,組織氣氛調查,Psyche-test,性格測試,360,Feedback 360,反饋,Climate Survey,組織氣氛調查,Turnover Rate of High Pots,高潛質員工之流失率,Replacement rate from internal candidates,員工填補空缺的比率,Feedback to Management,向管理層反饋,PUMP,IN,TALENT,吸納人才,360,Feedback,Climate Survey,Personal Vision,Mentoring,Action Learning Projects,Mentoring / coaching,Stretching Job Assignment,Emerson Leadership Forum,Development Curriculum,Development means stretching,培養員工就是提供擴大的職務以增強其能力,Keep the learning curve steep,加速學習步伐,Provide exposure across functions and divisions,在分公司間提供不同職能部門的工作以擴闊閱歷,Strong support to facilitate the movement of high potentials across divisions,大力支持分公司間職位的調動,The development needs of high potentials are factored into decision of deployment,高潛質人才的發展需求應為人員調配的考慮因素,Stretching Job Assignment,工作任務延伸,Development & Mentoring,發展與指導,High Potential employees can participate voluntarily,高潛質員工可自願參加導師計劃,Capitalize on successful experiences of our executives,學習主管人員的成功經驗,Establish a mentoring contract,簽訂一個指導合同,Develop individual development plan,制訂個人發展計劃,The only agenda for the mentor is to help participant success,導師唯一的目標就是輔助學員成功,Strengthen the coaching skill of management and cultivate the coaching culture in the organization,增強管理層的輔導技巧和建立組織的輔導文化,Mentoring / Coaching,指導 / 輔導,Development & Mentoring,發展與指導,Personal Development,个人发展,Individual Development Plan,个人发展计划,Emerson Specific,艾默生特,色,CEIBS Curriculum,中欧国际工商学院课程,Personal Coaching,个人,導師,Mentoring,指导,Emerson Executive Briefing,艾默生主管人员简报,Management & Organizations,管理与组织,Marketing & Strategy,市场营销与战略,Production & Operations,生产与运营,Finance & Accounting,财务与会计,Project Management,项目管理,Business Simulation,业务模拟,Development Curriculum,发展课程,Partner with CEIBS,與上海中歐國際工商學院合作,6-,module program of 3 days each,课程分为6个模块，每个模块3天,Emerson Leadership Forum,艾默生,領導人論壇,Annually update of Emerson business strategy and challenge,每年最新的艾默生經營戰略和挑戰,Division experience sharing,部門經驗分享,Network with other divisions,與其他部門聯網,Provide senior executives with exposure to the up-and-comers,讓優秀員工有機會與高級管理層接觸,Communicate and strengthen the shared value and objectives and develop commitment,交流和強化共同的價值和目標使他們對艾默生忠心耿耿,Development & Mentoring,發展與指導,Action-driven project,以行動為導向的項目,Division sponsors the project and define the issue and mission. A real problem and important business initiatives,分公司贊助該項目并決定論題和目標。這是一個真正的難題也是重要的商業策略,5-6 “A Player” from different divisions and functions to address the cross functional integrated project,來自不同職能部門的,5-6,位高潛質員工共同參與一個跨部門的項目,Result to be presented to Senior Executives,向高級管理層滙報其結論,E.g. New Business Options; Process Migration from one country to another; Process bottleneck,如:新的業務開展;產品從一個國家轉移到另一個國家的過程; 過程的,瓶颈,Action Learning Project,行動學習,項目,Development & Mentoring,發展與指導,Building Emerson Leadership Platform,建立艾默生領導平台,Identification,發掘人才,Assessment,人才評估,Leadership Development & Mentoring,領導能力發展和指導,Evaluation,項目評估,Organization Review,組織測評,360,Feedback,360,反饋,Climate Survey,組織氣氛調查,Psyche-test,性格測試,360,Feedback 360,反饋,Climate Survey,組織氣氛調查,Turnover Rate of High Pots,高潛質員工之流失率,Replacement rate from internal candidates,員工填補空缺的比率,Feedback to Management,向管理層反饋,PUMP,IN,TALENT,吸納人才,360,Feedback,Climate Survey,Personal Vision,Mentoring,Action Learning Projects,Mentoring / coaching,Stretching Job Assignment,Emerson Leadership Forum,Development Curriculum,Key Enablers for Leadership development,領導能力發展的重要元素,CEOs commitment in leadership development,CEO,对领导能力发展的承诺,Management teams embrace a talent mindset,管理層應具“重視人才發展,”,的理念,Establish an “Human Capital Appreciation Fund” to financially support the development initiatives,建立一個“人力資本增值基金”從經濟上支持人才發展計劃,Share the talent pool across the divisions,各分公司間願意分享人才,Systems are in place to segment A players, B players and C players,有系统划分各,A、B、C,不同级别的员工,Key Enablers for Leadership development,領導能力發展的重要元素,Management commits to serve as a Mentor, Faculty Member,and Sponsor in the delivery of the program,管理層致力參與此計劃并作為計劃中的導師教師和行動計劃的支持者,Provide skill-stretching opportunities across divisions,提供有潜质员工跨分公司的发展机会，以提升他们的领导能力,Provide effective feedback to the talent pool,对优才们提供有效的反馈,Provide exposure to high potentials with the senior executives,让有潜质员工在高级管理层中显露长处,* The End*,Thank You!,