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班员行为规范考核模拟运行启动会会议目的•介绍模拟运行的工作计划•说明实施行为规范考核的成功要素目录•模拟运行的工作计划•实施行为规范考核的成功要素工作计划后续的行动计划工作任务交付成果责任人时间班组行为规范考核模拟运行的签

字确认，讨论并确认考核内容表和评分标准行为规范考核办法签字确认表各班组长10月上旬班组行为规范考核模拟运行的启动，完成所有行为规范考核表格的准备工作各班组长10月上旬模拟运行，分析和改进行为规范考核办法各班组长项目组10－12月之间，每月1到2次存在的若干问题•

班组存在对行为规范考核办法可操作性的怀疑•执行上可能延续原有的思路，即班组长或小班负责人不完全的按照考核条款执行•班组可能觉得考核办法比较复杂，产生抵触的想法•班组在制订和完善考核内容时，可能会自然地将标准降低，而不是在现有能力的基

础上进行合理的提高•项目组还需要不断加强与班组的拜访和沟通，进一步地深入了解考核的执行情况和班组的真实想法行为规范考核的3个关键步骤行为规范考核内容表行为规范月度绩效评分表制订每个班组的行为考核内容和加分扣分每日及时记录班员实际发生的考核内容事项月末汇总计算每个班员的绩效分

数表行为规范每日打分表首先，每个班组整理各自的行为考核内容表，并按照行为规范的7个维度归类行为规范考核内容表编号考核内容加分/扣分A：出勤情况A01上班迟到-50A02未请假早退-100………………B：工作量………………C：工作及时………………D：工作规范E：工作态度F：工

作中协调配合G：学习成长《行为规范考核内容表》2004年班组：线路运行班然后，根据考核内容制订评分标准评分标准1分2分3分4分5分A出勤情况<-30≥-300B工作量…………………………C工作及时…………………………D工作规范…………………………E工作态度…………………………F工作中协调配合…

………………………G学习成长…………………………《行为规范绩效评分标准》2004年班组：线路运行班以线路运行班班员K为例，模拟行为规范考核流程2004年1月线路运行班班员K发生如下的行为考核事项日期行为规范

考核事项加分、扣分2上班迟到一次者-5083处资料与现场不符者-20×313电脑设备管理系统、GIS系统、一杆一卡线路资料未更改或核对-5015拒绝班长分配，不出工-20017工作中骂人-10021工作中发

生扭打-100023工作时间饮酒-100026现场发现各类事故苗子，并阻止者+10028安规考试100分+10030及时发现并阻止避免了危及生命及设备安全供电+200根据班员K的实际发生考核事项，由班组长或小班负责人及时记录在《行为规范

每日打分表》K姓名2……日期编号分数日期编号分数日期编号分数2A10-508D27-20×313D26-5015E23-20017E25-10021E26-100023E27-100026E38+10028G11+10030E39+

200行为规范每日打分表《行为规范每日打分表》2004年1月班组：线路运行班月末将每个班员本月考核事项的发生次数汇总输入计算机姓名考核编号/加分扣分K姓名2……发生次数发生次数发生次数A…………A10

-501合计-50B…………C…………D26-501D27-203合计-110E23-2001E25-1001E26-10001E27-10001E38+1001E39+2001合计-1000F…………G11+

1001合计+100《行为规范月度计分表》2004年1月班组：线路运行班计算机将自动进行汇总计算，完成《行为规范月度分数汇总表》姓名行为规范维度K姓名2……A出勤情况-50…………B工作量0…………C工作及时0…………D工作规范-110…………E工作态度-1000…………F工作中协调配合0…………

G学习成长+100…………《行为规范月度分数汇总表》2004年1月班组：线路运行班根据评分标准，班组长每个月末完成所有班员的《行为规范月度绩效评分表》评分标准1分2分3分4分5分A出勤情况<-30≥-300B工作量…………………………C工作及时………………

…………D工作规范…………………………E工作态度…………………………F工作中协调配合…………………………G学习成长…………………………姓名行为规范维度K……A出勤情况-50……………………2004年1月《行为规范绩效

评分标准》《行为规范月度分数汇总表》绩效评分权重K姓名2……A出勤情况10%1…………B工作量15%3…………C工作及时20%3…………D工作规范20%2…………E工作态度20%1…………F工作中协调配合5%3…………G学习成长10%4…………本月绩效总得分2.3…………《行为规范月度绩效评

分表》目录•模拟运行的工作计划•实施行为规范考核的成功要素为什么要实施行为规范考核时间工作绩效目标现在变革•新的考核体系对工作的影响：–工作分心–困惑–不确定•对变革的反映：–陌生感–个人或集体抵触变革带来的绩效项

目组的主要任务是帮助员工逐渐接受和承诺，并适应过渡期以达到最佳绩效。“低谷”绩效时间启动我们的挑战是如何有效地控制低谷的宽度和深度变革给每个人带来的心里感受改进的程度快乐的程度高低低高痛苦的接近成功者快乐的成功者痛苦的尝试成功者快乐的失败者不同的管理风格和团队文化

关心员工的程度度关心工作的程度高低低高乡村俱乐部型团队管理型贫乏型中间型独裁型全球最好的公司如何使用团队•内部竞争•通过集中的交流进行创新•灵活团队存在的问题•员工不愿意参加团队–缺少自信–个人的不安和危险感–淡化组织实施的准则•冲突•TheEffectsofChangeonPerform

ance:–Distractionfromeverydayjob–Confusion–Uncertainty•CommonReactionstoChange:–Feelingsofalienation–GrouporindividualresistanceTheHum

anSideofChange•Theeffectofchangeonperformanceovertime–CurrentState–TransitionState–FutureState•WhattoExpect–Hurdles–NormalFeedback–Morale–

ImplicationsYourchallengeisto“proactively”controlthedepthandbreadthofthedip.CurrentStateFutureStateTran

sitionStateChangeisintroducedPERFORMANCETIMEYourchallengeisto“proactively”controlthedepthandbreadthofthedip.CurrentStateFutureStateTra

nsitionStateChangeisintroducedPERFORMANCETIMETheeffectofchangeonperformanceovertime:TheChangeCurve11ChangeCurve,DarylCon

nor,ManagingattheSpeedofChange,1994AWARENESSUNDERSTANDINGBUY-INCOMMITMENTAdaptedfromDarylConner‘Managingatthesp

eedofChange’TheRole:MoveTargetsuptheCommitmentCurveDegreeofsupportforthechangeTimeConfusionNegativePe

rceptionDecisionnottoimplementChangeabortedafterbrief/extensiveimplementationNocontact=unawareAwarenessPhaseAcceptancePhas

eCommitmentPhaseAdoptionInstallationContactAwarenessUnderstandingPositivePerceptionDegreeofSupportforChangeTimeNegativeResponsesResearchindicatest

hatpeoplegothroughthreekeyphasesthatleadtocommitment.SpeedmayvarybutpeoplewillgothroughallphasesChangeAcceptanceCurveKeyoutcome

scanbeexpectedduringeachphaseoftheChangeAcceptanceCurveAwarenessPhase“IknowthattheACEprojectishappeni

ng,whatitis,whyitisneeded,andwhatitaimstoachieve”AcceptancePhase“IcanexplainhowtheACEprojectaffectsme,andIhaveapositive

attitudeaboutthechangesIwillneedtomake”CommitmentPhase“Isupportthechangesassociatedwiththenewsystema

ndamactivelyinvolvedinmakingtheimplementationwork”ChangeAcceptanceCurveDegreeofSupportforChangeTimeTheChangeCoordinati

onteam’skeyobjectiveistohelppeoplemovealongtheChangeAcceptanceCurvetoreachoptimumperformancethroughacceptanceandcommitment“ValleyofDespair”Perform

anceTimeGoLiveCommunicationFramework•Theteamisidentifyingthelevelof‘commitment’requiredforeachstakeholder,basedont

hefollowing“CommitmentCurve:”DegreeofCommitmentProjectSchedule(Time)AwarenessStakeholderencounterschange;Realizeschangeisimmine

nt,butunclearofthescope,depth,fullimpactUnderstandingStakeholderacceptsnatureandintentofchange;understandsthebenefi

tsandimpacttohis/herorganizationBeliefStakeholderworkstowardchange,demonstratesawillingnesstoembracethechangeProvidesinputintochangeArticulatescommit

menttogoalsofchange(buy-in)ActionStakeholderparticipatesinfacilitatingchange;Attendstraining;Changesbehavi

ororprocedurestosupportprocesschangesNoawarenessStakeholderlacksanyknowledgeofSAPHRProjectIndividualChangeCurveAcceptance

EvaluationTrialRunKnowledgeAwarenessResultsAwarenessUnderstandingBuy-inOwnershipBuildstakeholderinvolvementandownershipbygenerating

awareness,understanding,buy-in,commitment,andaction.BuildingOwnershipforPVCOARSDataIntegrity•ThekeyobjectiveofPV

COARSDataIntegrityprogramshouldbetorapidlybuildownershipoftheprocesschangesamongkeystakeholdergroups,andtoseamlesslytransition

theworkforcetothePreventionprocesschanges:AwarenessCommitmentBuy-inUnderstandingDegreeofInvolvement&O

wnershipRequiredElapsedScheduleEncounterschangeRealizeschangeisimminentAcceptsnatureandintentofchangeWorkstowardchangeInveststimeinchangeArt

iculates\commitmenttogoalsofchangeArticulatesthechangeasnormsArticulateshis/herpersonalownershipofthechangeActionParticipatesinfacilitatingchange

AttendstrainingChangesbehaviourorprocedurestosupportprocesschangesBuildingOwnershipforPVCOARSDataIntegrity(cont.)•T

hekeyobjectiveofPVCOARSDataIntegrityprogramshouldbetorapidlybuildownershipoftheprocesschangesamongke

ystakeholdergroups,andtoseamlesslytransitiontheworkforcetothePreventionprocesschanges:DegreeofInvolvement&OwnershipRe

quiredElapsedScheduleAwarenessCommitmentBuy-inUnderstandingActionTrainingandperformancesupportcontinuetodeepen“Commitment”andleadto“Action.”Communi

cationsactivitiestypicallyaddressearlierstagesofbuilding“Awareness,”“Understanding”and“Buy-in.”Evaluatetheabovestat

ementsusingthescaleprovided:1=StronglyDisagree2=Disagree3=Neutral4=Agree5=StronglyAgreeNavigation1.Differentchangeinitiativesareint

egratedinthemindsofmanagement.2.Differentchangeinitiativesareintegratedinthemindsofemployees.3.Managementprioritize

stheuseofresources.4.Changeinitiativesworktogether.(Thelefthandknowswhattherighthandisdoing.)5.Costsandbenefitsofallprojectsar

emanagedasawhole.LeadershipSeniorManagement:1.serveaseffectiverolemodelsfordesiredbehaviors2.arestrongsponsorsofchange3.holdmanagersan

dsupervisorsaccountableforcontributiontosuccessfulchange4.providecoachingandcounselingrelatedtochangeleadership5.effectively

communicateaboutchange(reasonsfor,benefits,strategies)Enablement1.Processesareredesignedtoeliminatenon-valueaddeda

ctivities.2.Organizationstructureisdesignedtofitfutureneeds.3.Competenciesfortheneworganizationarebeingidentified.4.Trainingsupportsnew

skillandbehavioralrequirements.5.Performancemanagementandrewardsystemsareredesignedtofittheneworganization.OwnershipPeopleaffectedbycha

nge:1.areinvolvedintheprocessinameaningfulway2.believetheirideasandconcernsarebeingheardandrespondedto3.unde

rstandoftheneedforchange4.believethechangeispositiveforthecompany5.receiveeffectivecommunications(timely,relevant,honest)e.g.QuadrantScorecardBusines

sasusual,thensomethingchanges...UninformedOptimismImmobilizationandDenialAngerBargainingDespairInformedPessimismTestingHopefulRealismA

cceptanceInformedOptimismInitiativeCompletion•IncreasedProductivity•IncreasedSkillProficiency•ContinuousImprovementAwa

renessUnderstandingBuy-inOwnershipCommunicatingChangeOneofthekeyobjectivesofeffectiveCommunicationistofo

cusonmovingpeoplethroughthenormalprocessofacceptanceofchangeexpediently.AwarenessCommitmentBuy-inUnderstandingBusinessObjec

tivesMovepeopleupthechangecurvesothattheyareattheplaceonthecurvewhereyouneedthemtobeateachmilestone.