Emerson如何提升领导力量(2)

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1、Corporate Leadership:Increasing the Leadership Bench Strength 提升領導力量提升領導力量1Emerson 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Glob

2、al sales of US$13.8b in 20022002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 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 2“2003 Fortunes Worlds Most Admired Companies”Emerson named Global Top 50 All S

3、tar 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 财政状况

4、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“全球最受讚赏的公司全球最受讚赏的公司”全明星企业全球全明星企业全球 50 50 强强32002 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%HVA

5、C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%4Appliance&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 Alternato

6、rs#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 Leader

7、ship全全 球球 市市 场场 和和 技技 术术 领领 导导 者者5Emerson 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 額額 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 6Leadership Development is Strategically Imperati

9、ve領導能力的發展是公司必要的戰略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

10、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7Building Emerson Leadership Platform建立艾默生領導平台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

11、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PUMPINTALENT吸納人才 360 FeedbackClimate SurveyPersonal VisionMentoringAction Learning ProjectsMentoring/coachingStretching Job AssignmentEmers

12、on Leadership ForumDevelopment Curriculum8Pump in Talent 吸納人才吸納人才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

13、仅仅在有職位空缺時才進行招聘CEIBS(SH)中歐國際工商學院中歐國際工商學院 (上海上海)Jiao Tong University(SH)上海交通大學上海交通大學(上海上海)Tsinghua University (BJ)清華大學清華大學(北京北京)UST(HK)香港科技大學香港科技大學(香港香港)Tsinghua University(BJ)清華大學清華大學(北京北京)CEIBS(SH)中歐國際工商學院中歐國際工商學院(上海上海)Jiao Tong University(SH)上海交通大學上海交通大學(上海上海)Zhong Shan University/South China Polyt

14、echnics(GZ)中山大學中山大學/華南理工大學華南理工大學(廣州廣州)Xian Jiao Tong University(Xian)西安交通大學西安交通大學(西安西安)UST(HK)香港科技大學香港科技大學(香港香港)National University of Singapore/INSEAD(Singapore)新加坡國家大學新加坡國家大學/INSEAD(新加坡）新加坡）Indian Institute of Management(India 印度印度)9Corporate MBA Development Program總公司為新聘總公司為新聘 MBA 的發展項目的發展項目 Part

15、icipate if and when available提供參與機會提供參與機會Corporate&Division Planning Conference總部及分公司規劃會議總部及分公司規劃會議China GM Meeting中國總經理會議中國總經理會議Leadership Forum領導人論壇領導人論壇Other Functional Conferences其他職能部門會議其他職能部門會議1 year 1 年年Annual Gathering with Senior Executives與高層管理人與高層管理人員的年度聚會員的年度聚會The attachment duration can

16、 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)派至香港總公司派至香港總公司(個月個月)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

17、公司派至分公司(個月個月)Marketing&Sales/Operations 市場營銷和銷售/營運+Division Attachment in US HQ(Optional)(2 mths)派至分公司總部派至分公司總部(個月個月)Finance/Factory/Marketing/Planning財務/生產/市場營銷/計劃10Building Emerson Leadership Platform建立艾默生領導平台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Evaluat

18、ion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PUMPINTALENT吸納人才 360 FeedbackClimate SurveyPersonal

19、VisionMentoringAction Learning ProjectsMentoring/coachingStretching Job AssignmentEmerson Leadership ForumDevelopment Curriculum11Purpose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.這項目評估公司組織

20、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組織測評組織測評12OCTNOVDECJAN

21、FEBMARAPRMAYJUNJULAUGSEPCORPORATE PRE-PLANNING CONFERENCECORPORATE PLANNING CONFERENCE總公司年度規劃會議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亞歐地區總公司年度規劃會議ORGREVIEW組織測評會議FUNCTIONALCONFERENCE周期性的部門會議FUNCTIONALCONFERENCETECHNOLOGY CONFERENCES科技檢討會議科技檢討會議DIVISIONPROFITABILITYREVIEWS&GROWT

22、H CONFERENCES分公司盈利檢討會議及分分公司盈利檢討會議及分公司業務增長會議公司業務增長會議STRATEGY REVIEWS策略檢討會議策略檢討會議FINANCIAL REVIEWS財政檢討會議財政檢討會議 PRESCOUNCIL總裁政務會 PRESCOUNCIL總裁政務會 FINREVIEW財務審核 PRESCOUNCIL總裁政務會Division Board月度分公司月度分公司董董 事局會議事局會議OCE Meeting首席執行官首席執行官辦公室會議辦公室會議Organization Review組織測評組織測評ORGREVIEW組織測評會議ORGREVIEW組織測評會議FUNC

23、TIONALCONFERENCE周期性的部門會議FUNCTIONALCONFERENCE周期性的部門會議13A 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組織測評組織測評Agenda Current Organization Chart 现年的组织结构会议 Changes

24、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 lo

25、cal managers 外国雇员计划及本地经理发展14Color-me-Green Chart 圖表圖表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 sign

26、ificant,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 pro

27、motion 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 E

28、N 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 R

29、 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 yet

30、 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 ha

31、ve 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 REPL

32、A 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 EXPE

33、CTATIONS: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 l

34、evel 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 ev

35、aluated.151.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7.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圖表圖表16Emerson Leadership Competency艾默生的领导艾默生的领导職能職能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 倡導倡導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共同特徵17Color-me-Green Chart 圖表圖表(1)Outstanding 傑出表現傑出表現 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 值得嘉許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 有待改進有待改進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.(Orange/Gold)(Green)(Blue)(Yellow)(Red)(White)1

42、8(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 respons

43、ibilities 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.(1)Reading Replacement 預備替補Within 30 days(nominal orientat

44、ion)(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)(Orange/Gold)(Green)(Blue)(Yellow)(Red)(White)Color-me-Green Chart 圖表圖表19Career Development 事業發展事業發展No longer a fixed path in a str

45、uctured career ladder 沒有固定路徑的事業發展階梯20Across Functions跨職能跨職能Across Countries跨國家跨國家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 Developmen

46、t 事業發展事業發展21Building Emerson Leadership Platform建立艾默生領導平台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

47、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PUMPINTALENT吸納人才 360 FeedbackClimate SurveyPersonal VisionMentoringAction Learning ProjectsMentoring/coachingStretching Job AssignmentEmerson Leadership ForumDevelopment Curriculum22Building Emerson Leaders

48、hip Platform建立艾默生領導平台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

49、 internal candidates 員工填補空缺的比率Feedback to Management向管理層反饋PUMPINTALENT吸納人才 360 FeedbackClimate SurveyPersonal VisionMentoringAction Learning ProjectsMentoring/coachingStretching Job AssignmentEmerson Leadership ForumDevelopment Curriculum23Development means stretching 培養員工就是提供擴大的職務以增強其能力Keep the lea

50、rning 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 J

51、ob Assignment工作任務延伸工作任務延伸Development&Mentoring發展與指導發展與指導24High 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 men

52、tor 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指導指導/輔導輔導Development&Mentoring發展與指導發展與指導25Personal Development个人发展个人发展Individual Development Plan 个人发展计划Emerson S

53、pecific艾默生特艾默生特色色CEIBS Curriculum中欧国际工商学院课程中欧国际工商学院课程Personal Coaching个人个人導師導師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 Cu

54、rriculum发展课程发展课程 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26Emerson Leadership Forum艾默生艾默生領導人論壇領導人論壇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 ex

55、ecutives 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發展與指導發展與指導27Action-driven project 以行動為導向的項目Division sponsors the project and define the issue and mission.A rea

56、l 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;Proces

57、s 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行動學習行動學習項目項目Development&Mentoring發展與指導發展與指導28Building Emerson Leadership Platform建立艾默生領導平台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

58、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PUMPINTALENT吸納人才 360 FeedbackClimate SurveyPersonal Vision

59、MentoringAction Learning ProjectsMentoring/coachingStretching Job AssignmentEmerson Leadership ForumDevelopment Curriculum29Key Enablers for Leadership development領導能力發展的重要元素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Es

60、tablish 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30Key Enablers for Leadership development領

61、導能力發展的重要元素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3132演讲完毕，谢谢观看！