Emerson如何提升领导力量(1).ppt

1、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 Head-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 s

2、ales 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” E

3、merson named Global Top 50 All Star,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

4、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 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,Corporate MBA Development Program總公司為新聘 MBA 的發展項目,Networking網絡,C

5、orporate 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 manag

6、er 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 completel

7、y 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 reco

8、gnizable, 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),(R

9、ed),(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 han

10、dle 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) Re

11、ading 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),(

12、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,Across Functions跨職能,Across Countries跨國家,Across Divisions跨分公司,Establish and maintain the database

13、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 Process Migration from one

14、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

15、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,Key Enablers for Leadership development領導能力發展的重要元素,CEOs com

16、mitment 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