職能為本 的領 導與管 理發展

鄭晉昌
國立中央大學人力資源管理研究所
 培訓的三種型式
• 學習 (learning)
– 新知識與技能的獲取 , 尤其是從新手變成熟手
• 訓練 (training)
– 舊知識與技能的強化 , 尤其是熟手的再教育
• 發展 (development)
– 態度 , 能力 , 價值觀與膽識的建立與改變 , 尤
其指管理與領導者，發展可視為轉型式學習
(transformational learning)
知識與技能可透過學習與訓練在短期內成長 , 但是態度 , 能力
, 價值觀與膽識的建立與改變需時較長 , 甚至根本毫無進展
 人力資源功能與組織策略契合

Competitive VERTICAL FIT: Align the organization’s

people, processes, systems, and
Value Challenges
relationships with its strategic
Proposition priorities/initiatives.
HORIZONTAL FIT: Ensure cohesion and
coherence among elements of the HRM
Strategy system (synergy).
Core
Competence
Staffing Training
VERTICAL
FIT
HORIZONTAL
FIT

Evaluation Rewards
 以職能為基礎的人才管理
組織願景

長期目標 / 營運策略

人才資產運用策略
招募與甄選 生涯管理

職能模式
績效管理
整體獎酬

留才 學習及發展
職能 (Competence)

知識 行
技能 為

價值觀
動機 意
特質 圖
自我概念 個人特
質
冰山模型 （ The Iceberg Model ）
 職能的運用
• 連結人力資源各功能 (interviews, appraisal, coaching, training,
and compensation) 與組織願景 , 使命及文化
• 協助溝通組織所重視的工作行為
• 澄清組織領導的焦點
• 聚焦於與品質及客戶導向相關的工作行為
• 規劃教育訓練 , 協助企業組織填補員工的技能缺口
• 發展組織競爭優勢
• 面談標準的確認
• 可使績效評估過程更易於聚焦
• 設計發展 360° 回饋系統
• 高階經理人接班規劃
• 引導與明示組織經理人企業之策略與文化
• 鼓勵組織成員跨功能的合作
• 升遷決策之依據
 職能
(Sample)
名稱 建立策略性夥伴關係
使用 適當的 交際 作風及 溝通 方式和 事業
定義 夥伴 ( 包括同 / 跨部門同事、主要廠商、策略
夥伴等 ) 有效 達成 共同的 目標 。

與事業夥伴 ( 包括同 / 跨部門同事、主要廠商

主要行為 、策略夥伴等 ) 互動時，能主動尋求對方意見
，並表達自己的想法，最後共同發展出解決方
案。
在 A 專案的執行過程中，發生了內部 Email 無
工作相關範例 法往來的問題，專案負責人 Shane 於是問了其
他成員 在這段期間要如何作溝通 ( 雖然他心裡
已有想法 ) ，最後大家決議暫時以傳真取代
Email 。
 職能與工作角色

管理職能
管理職
核心職能
員工

專業職能
360 度 ( 全方位 , 多面向 ) 職能評
鑑

上司

同僚
下屬 / 客戶 360-degree feedback
questionnaire

自身
一般回饋 360° 職能回饋

• 由上到下 • 多角度

• 單一角度 • 根據需求執行 ,
具有時間彈性
• 與績效評估
• 與未來發展相
相結合
結合
• 結果導向
• 強調行為
職能評鑑報告
 領導與管理發展方法
運用師 徒 尋找 共同激 勵改 善的夥 伴
制進行 輔
導
閱讀新 知及書 籍由 成功案
進行特 殊改 例中學 習
善活動

參加訓 練課 程、研
透過工 作 討會
經驗來 學
習
 First Consulting Group
(http://www.fcg.com)

• Founded in 1978, with over 20 years experience,

FCG is an industry-leading professional services
firm focused within the healthcare vertical.
• Our clients include healthcare providers, health
plans, government healthcare, pharmaceutical
and life sciences organizations.
• We provide our clients a myriad of services that
are often summarized as consulting,
technology, applied research and outsourcing
services.
• By 2004, a $300 million firm with over 2000
employees
 FCG’s “Leadership First” 管理發展計劃

• 執行委員會 (Executive committee)

– A three-member development committee
• CEO, HR-VP, Key Operating VP
– A task force of 18 directors & vice-president–level
staffs
– 外部顧問 : Warren Bennis
• Leadership First 之計劃目標
– Articulate and propagate company wide visions
– Build succession plans
– Instill Leadership First’s values
– Be substantive and alive for a multi-year period
 發展活動一覽

發展活動評鑑 & 持續改

善

個人發 • 定期執 行
人員遴 選 職能評 鑑 團體發 展活動
展計劃 • 行動 學習

有系統之個別員工工作績效及
學習進度追縱及監控
 領導才能評鑑落差
目前 FCG 領導才能
• Business and planning skills
• Management experience leading
alliance, partnership, and joint
ventures
• Business savvy that translates
market opportunity into value
creation
• Hardcore financial management
skills in metrics and reporting
• Breadth of perspective about the
industry
• Ability to build a following and
then let go when the time is right
• Ability to focus, prioritize, and cut
losses quickly when required
• Ability an desire to collaborate
才能及未來組織領導才能需求
• Ability to create and communicate vision
• Ability to demonstrate a level of passion
that creates and motivates a following
• Courage to take risks and create change
• Ability to create a team and inspire team
play
• Ability to develop others and to be seen
as a sensel
• Understanding of financial intricacies
• Broad business acumen
• Strength of character, ethics and integrity
• Emotional competency
 領導與管理職能模式與行為 指標
目標職能 FCG 行為定義
Demonstrates the ability to be a great thinker and business expert who
Business leverages his or her experience, education, and other resources to
acumen obtain results; personally demonstrates an unquenchable thirst for
knowledge
Demonstrates keen understanding f FCG’s industry, competitors,
Business markets, and market trends; leverages that knowledge to develop and
development close new business to consistently meet annual revenue and profitability
targets
Demonstrates the ability to evoke trust and respect because he or she
Citizenship embodies the qualities associated with character (integrity, humility,
willingness to serve, honesty, and empathy); demonstrates balance in
personal, business, civic responsibilities and is viewed as a model
citizen, not just a model businessperson
Demonstrates the ability to identify and develop strategic client or
Client vendor relationships; creates excellent relationships with client
relationships leadership through delivery of quality service
Demonstrates the ability to be bold and innovative, inspiring trust in
Courage associates because their ideas are not necessarily the safest or most
logical but because they are ideas which everyone would like to see
come to fruition
 職能模式與行 指標
Demonstrates ability to manage and influence nearly any situation because he or she
Emotional intuitively senses what others are feeling and understands what makes each player
competence “tick”; demonstrates his or her own self-awareness by constantly evaluating and
working with his or her own motivations and drives.
Demonstrates knowledge of internal FCG business policies and processes such as
FCG budgeting, human resources policies, and legal restrictions; applies these guidelines
operations in his or her own decisions and develops understanding and application of them
among others.
Demonstrates ability to create passion and excitement, often without being able to
Motivation articulate anything more than faith and trust, so that people are compelled to follow
him or her.
Demonstrates the ability to teach and transfer knowledge by drawing out associates’
Sensei strengths while paving the way for them to correct weaknesses; people follow this
individual with great confidence, not fear, knowing that their development is a mutual
goal.
Demonstrates the ability to evoke the best from a team by appreciating the
Team play responsibilities, dreams, and contributions of each individual in the group;
demonstrates the ability to create a team even when such discussions create friction
and change.
Demonstrates ability to see “the big picture” (the long-term benefit to the team or firm
Vision in the next five to ten years of hard work) and is able to communicate this picture to
others in a way that generates hope and excitement regardless of their positions.
 結構化之提名與遴選過程

• Structure nomination process around

required FCG leadership behaviors
• Publish program guidelines, timelines, and
selection processes and criteria widely
• Allow for self, coach, and business unit
nominations
• Select candidates based on a defined set
of criteria
自我提名表 (Data source: First Consulting Group)
 以評鑑為基礎之結構化發展活動

• Employ 360-degree assessment to define

participant skills and growth areas
• Provide an objective or external assessment
analysis to review feedback reports
• Provide assessment feedback training for
those who provide assessment input
• Include coaches in the assessment process;
provide training in understanding results
• Build individual development plans involving
coaches and incorporating feedback
 360-Degree 評鑑報告範例
(data source: First Consulting Group)
 多元學習活動

• 教室學習
– Executive MBA style using business projects
• 工作經驗學習
– Cross training & job rotation
• 例行讀書會
– Specific readings drawn from Harvard
Business Review
• 持續工作行為評鑑
– Continuous 360-degree feedback
 職能訓練課程應具備的要素
• 以職能行為為課程發展基礎
• 搭配職能行為評鑑增強學員的改變動機
• 針對公司職能模型進行客製化
• 重視長時間之行為改變而非理論觀念的傳
授
• 強調主管在員工行為改變上所應扮演的角
色
• 行為改變狀況的持續追蹤
 持續提供學習後的回饋

• 持續提供學習後的回饋經由
– 進度評估 (Progress assessment)
– 工作經驗指導 (Mentoring)
– 360 度職能評鑑回饋 (360-degree
feedback)
– 工作績效檢討 (Performance reviews)
 學習契約

Data source: First Consulting Group