How to carry out more effective staff management of post-
How to carry out more effective staff management of post80s and post-90s in manufacturing Today post‐80s and post‐90s has become the main force in manufacturing. They also bring a series of practical management challenges such as not obeying the regulation, hard to cooperate, having no gratitude, having grand plans but little skill etc. Managers found that they are not so "easy to management", the traditional management methods seem to fail in them, and managers are not only confused but also feel very hurt! How to solve the "knot"? Is there any effective practical method? The seminar is structured around this hot problem, from the point of view of cause analysis of post‐80s and post‐90s phenomenon, social environment analysis and management confusion breakthrough, revolving around FLY (Focus, Lift, Yahoo) model of management and comb out a set of effective management methods for post‐80s and post‐90s, to enhance management skills to these particular people in workplace, to win the loyalty of employees, pursue tripartite win‐win of enterprises, managers and post‐ 80s and post‐90s staffs. Shanghai, China 16 December, 2013 Senior Consultant: Bin Li He had been senior production executives, production centre part-time trainer, core team member of TPM activities and internal trainer in a well-known multinational company. In early 2000, changed from production management to specialize in providing education and training to production operations related staff, the main job was to provide training to nationwide sub-companies, the core suppliers and other related enterprises; after that he worked as part-time trainer, training consultant in School of Management of a domestic enterprise. From July 2002, he worked as a professional trainer, cooperated with a number of management consultant companies engaged in management training nationwide, including internal training and public courses. As a project manager and core members, he worked with other project team members co-counseling enterprises including machinery, beer industries etc., in which the TPM activities for a wellknown enterprises in Tianjin achieved remarkable results: the downtime rate of the demonstration equipments reduced and stabilized at 1/20 of the original level, with an average increase of nearly 12% in production capacity and average savings of more than 1 million per month. Other production lines’ efficiency had also been improved, the demonstrated production line‘s OEE increased by nearly 15%. Who Should Attend? Front line managers, new managers and backup supervisor in manufacturing Main Seminar Points: • • • • • • • • • Seminar Features： • Mr. Li advocate training concept of "happy to learn and enjoy work", pursue of practical learning concepts of "learner-centered, easily understood, can remember, usable". Since engaged in professional training, more than 13,000 students attended his public courses, some typical clients include Bohai Shipyard of PetroChina, Dalian ITT Flygt Pump, ABB Shanghai, LG Chemical, LG Tongchuang, SGNEC, Tianjin Denso air-conditioning, Hisense mobile phone, Uni-President Enterprises Corp., SMC (China), Lenovo Computer, Gates Unitta, Chery Auto, Samsung, Siemens, Pepsi-Cola China, SONY Chemical, Timken, Sun Machinery, Liufeng Machinery, Sumitomo Electric, Flextronics, Suzhou Metrologic, Huiyuan Juice, Red Bull drinks, Qingdao Beer, 999 medicine, Lanbao pharmaceuticals, Shanghai Yongda elevator, Japanese state printing, Panasonic Communications, Daewoo Heavy Industries, Huaqiang Sanyo Dalian, Shenyang Astron chemical, Howden Weihai, etc.; Up to now has completed more than 230 in-house trainings for companies such as: Sany Heavy Industry, Shanghai Maglev, Dongfeng Honda Engine (Guangzhou), Dongfeng Honda Automobile Parts (Huiyang), Yutong Bus (Luoyang plant), Shandong aluminum plant of CHINALCO, Shanxi Aluminum Plant, anjiangkou aluminum of Hanjiang Group, Tradex Converting Co., Ltd., Wuxi Lihu Impeller, Asiatrak Tianjin, Qinhuangdao Dicastal Wheel, Yantai Timken, Yuasa Battery (YUASA), Punch Industry (Dalian), Philips Lighting, Makita China (Kunshan), Tianwei Baobian Group (Baoding), Tianjin Tianhai synchronizer, Suzhou Grande Electronics, China-Arab fertilizer, Weishen pharmaceuticals of CSPC, Zhongnuo pharmaceutical, Taishan beer, Swire Coca-Cola, Perfect China, Nanjing Phoenix Contact, Guangzhou Pusheng Speakers, Guangdong Jinsha Paints, Sate-Lite Foshan) Plastics, ECCO (Xiamen), Quanzhou Xinhuanghe Clothing etc. Martin Linking professional seminar Typical characteristics of post-80s and post-90s Misunderstanding and concept transformation of managers Focus - focus on me: do we focus on staffs? Lift – lift me Yahoo - make me happy Staff management from employment to leaving the company Concept and mentality change of managers Basic points of effective communication Communication skills based on trust and empathy • • Learner-centred, pay attention to the participation of delegates; Combine practical case studies and well-designed games, advocate discovery learning; Good at interpretation of the complex and boring content simple and vivid. In-House Training Solutions If you have a number of delegates with similar training needs, then you may wish to consider having an In-House Training solution delivered locally on-site. Course can be tailored to specific requirements. Please contact Whitney Shen on +86 28 8532 7678 or email [email protected] to discuss further possibilities. Seminar How to carry out more effective staff management of post-80s and post-90s in manufacturing Seminar Outline (1 day / 6hours) Performance formula of the employee Leading：thinking and discussion of a case 1: Section Perspective of post-80s ASK model - attitudes, skills, knowledge and post-90s Employee's mentality coaching and skills coaching phenomenon (0.5 hour) Case study and practical question discussion 1. Typical characteristics of post-80s and post-90s 3. Yahoo - make me happy Growth social environment of post-80s and post-90s in China Team atmosphere construction Values of post-80s and post-90s Develop the sunshine state of mind of the employee Demand of post-80s and post-90s Happy firstly come from employees’ mentality change Character, personality, attitude and behavior of post-80s and Wise man changes mind and the fool changes specific situation - post-90s learn to be happy Case analysis: the contrast of three generations 2. Misunderstanding and concept transformation 4. Staff management from employment to leaving the of company managers Exert influence when staff is on-boarding Question: when the target of management changed, should Discussion: what do staffs care about when on-boarding? management methods need to be changed too? How to Employees’ leaving management - after leaving management change? Case: managers’ clever use of after leaving management Situation management: when the target of management changed, management methods must be changed too Three kinds of typical human nature hypothesis of management Section 3: Communication skills based on trust and empathy (2.5 hours) 1. Concept and mentality change of managers Section 2: FLY management model of 365 days (3 hours) New explanation of “The foolish old man removed mountains” – Interpretation FLY - focus on me, lift me and make me happy if the mountain won’t move then you can go over it Questions: Communicate with care, management of communication type What’s the factors affecting employee’s behavior in workplace? Post-80s and post-90s staff said: not I should rectify but you Enterprise’s hardware factor - the nature of the work, salary, (managers) should change system, etc 2. Basic points of effective communication Employee’s psychological needs and feelings - supervisor's Correct expression influence Effective listening Future growth and development - training and career Correct feedback development planning Movie clip - communication misunderstanding and skills What factors can managers change? Case introduction 1. BEST model of criticism and performance feedback Focus - focus on me: do we focus on staffs? Question: the main factors that the staff would like to stay in a Trilogy of praising staff company and work hard VS choose to leave the job? Practice: situational exercise and comment The influence of the managers 3. Communication skills based on trust and empathy Hidden employee’s Psychological Contract Adjust behaviors to build trust Employee’s PCA (Psychological Capital management) Understanding and experience empathy (Empathy, EMP) Case discussion: what do we focus on employees in normal Enhance empathy to build trust management? Case and practice - increases your empathy ability Reflection of managers Dissolve post-80s and post-90s staff's defensive behavior based 2. Lift - lift me on trust and empathy Professional development and management of the staff Practice: persuade post-80s and post-90s staff to avoid the Professionalization recognition – the lack of post-80s and deadlock or vicious cycle post-90s staffs Group interaction and skills practice to employees’ "incremental" improvement Pay attention Practice of the coach methods of managers Course summarize and learning exchange Martin Linking reserves the right to change the venue of, or speakers at the seminar should circumstances require. © Martin Linking 如何进行更有效的制造业 8090 后员工管理 当今 8090 后成了制造业的主力大军，也带来一系列的现实管理挑战，比如不遵守规则、不容易合作、不懂得感恩、眼高 手低、“裸辞现象”……管理者发现，他们不是那么“容易管理”了，传统的管理方法，在他们身上好像已经失效，管理 者不仅困惑而且感觉很受伤！究竟应该如何解开这个“死结”？有没有行之有效的切实方法？ 本研讨会围绕这个热点难题，从 8090 后现象的成因分析、社会环境解析和管理困惑突破角度，围绕管理 FLY 模型（关注、 提升、快乐）梳理出一套比较有效的 8090 后管理方法，从而提升对这一特定职场人群的管理技能，稳定员工队伍，追求 企业、管理者与 8090 后员工的三方共赢。 上海，中国 2013 年 12 月 16 日 高级咨询师: 研讨会适合对象： 李斌 制造业中基层管理人员、新上任管理者、后备管理人 员 曾经担任著名跨国企业高级生产主管，生产中心兼职培训师， TPM 活动小组核心成员，内部培训师。 2000 年初，从生产管 理转向专门对生产运作相关员工进行教育训练，主要工作是在 全国范围内相关兄弟公司、核心供应商及其他关联企业实施培 训； 后在国内企业管理学院担任兼职培训师、培训顾问。 2002 年 7 月始作为职业培训师，与多家管理顾问公司合作，全 国范围内从事管理培训工作，包括内部培训和公开课培训。 作 为项目经理和核心成员，与项目组成员共同辅导的企业包括机 械、啤酒等，其中天津某著名企业的 TPM 活动，取得显著效 果：示范设备故障停机率降低并稳定在原来的 1/20 ，平均产能 提升接近 12% ，月平均节约 100 多万元，其他生产线效率也得 到改善，示范生产线的 OEE 水平提高近 15%。 李老师倡导“快乐学习、享受工作”的培训理念，追求“以学员为 中心、听得懂、记得住、用得上”的实用学习理念。从事职业培 训工作以来，公开课学员累计已超 过 13000 人，部分代表性客 户如中石油渤海修船厂、大连ITT飞力泵业、上海 ABB 、 LG 化 学、 LG 同创、北京首钢日电、天津电装空调、海信手机、统一 工业 、SMC （中国）、联想电脑、盖茨优霓塔、奇瑞汽车、三 星电子、西门子、 百事可乐中国、索尼凯美高、铁姆肯、太阳 机械、六丰机械、住友电工、伟创力电子、苏州码捷、汇源果 汁、红牛饮料、青岛啤酒、三九药业、蓝宝制药、上海永大电 梯、日邦印刷、松下通信、大宇重工、大连华强三洋、沈阳阿 斯创化工、威海豪顿华工程 等； 截止目前入厂内部培训企业已 完成230多家，服务的部分代表性客户如：三一重工、上海磁悬 浮、东风 本 田 发 动 机 （ 广 州 ） 、 东 风 本 田 汽 车 零 部 件 （惠 阳）、宇通客车（洛阳工厂）、中国铝业集团山东铝厂、山西 铝厂、汉江集团丹江口铝业、特瑞胶黏配件有限公司、 无锡蠡 湖叶轮制造、亚实履带天津公司、秦皇岛戴卡轮毂、烟台铁姆 肯、汤浅蓄电池（ YUASA ）、大连盘起工业、飞利浦照明、牧 田中国（昆山）、天威保变集团（保定）、天津天海同步器、 苏州群鑫电子、中国-阿拉伯化肥、石药集团维生制药、中诺制 药、 泰山啤酒、 太古可口可乐、完美中国、南京菲尼克斯电 气、广州普笙音箱、广东鲸鲨制漆、顺德赛特莱特塑胶制品、 厦门ECCO（丹麦）鞋业、泉州新黄河服装等。 马汀令可专业研讨会 该研讨会将帮助您达到什么目标: • • • • • • • • • 8090 后典型特点 管理者的认识误区与观念转变 Focus 关注我：我们关注员工吗？ Lift 提升我 Yahoo 快乐我 员工入职到离职后管理 管理者的观念与心态转变 有效沟通的基本要点 基于信任与同理心的沟通技巧 研讨会特点： • • • 以学员为中心，注重学员的参与； 实务案例分析与精心设计的游戏相结合，倡导 启发式学习； 研讨会中听得懂、研讨会后记得住，这样才能 学得会 ----擅长把枯燥复杂演绎得生动简 单。 内训方案 如果公司有许多人有类似的培训需要，那么你不妨考虑内部 培训的解决方案。培训将在贵公司现场举行。并且培训可以 根据您具体的要求来进行。 请联系 Whitney Shen 来讨论合作的可能: 电话：+86 28 8532 7678 电邮：[email protected] 研讨会 如何进行更有效的制造业 8090 后员工管理 研讨会大纲（1 天 6 小时） 导入：一个案例的思考与讨论 单元一、透视 8090 后现象（0.5 小时） （1）8090 后典型特点 我国 80 和 90 后成长的社会环境 8090 后的价值观 8090 后的需求 8090 后的性格、个性、态度和行为方式 案例分析：三代人的对比 （2）管理者的认识误区与观念转变 问题：管理对象变了，管理方法需要改变？如何改 变？ 情境管理：对象改变则管理方式必须改变 管理的三种典型人性假设 单元二、365 天 FLY 管理模型（3 小时） 解读 FLY—关注我、提升我、快乐我 问题： 影响员工职场行为表现的因素有哪些？ 企业硬件因素—工作性质、薪酬、制度等 员工心理需求与感受—主管的影响 未来成长与发展‐‐培训与职业发展规划 管理者可以改变哪些因素？ （1）Focus 关注我：我们关注员工吗？ 问题：员工愿意留在一公司并努力工作 VS 员工选 择离职跳槽的主要因素？ 管理者的影响力 隐藏的员工心理契约（Psychological Contract） 员 工 心 理 资 本 管 理 PCA(Psychological Capital Appreciation) 案例讨论：我们在常态管理中关注员工的什么？ 管理者的反思 （2）Lift 提升我 员工职业化发展与管理 职业化认识—8090 后员工的缺失 关注员工的“增量”提高 管理者的教练方法实践 员工的绩效公式 ASK 模型—态度、技能、知识 对员工的心态辅导与技能辅导 案例学习与实务问题讨论 （3）Yahoo 快乐我 团队氛围建设 培养员工阳光心态 快乐首先来自员工心态转变 智者转心愚者转境—学会快乐 （4）员工入职到离职后管理 从员工入职开始发挥影响力 问题讨论：员工初入职关注什么 员工离职管理—员工离职后管理 案例：管理者巧用离职后管理 单元三、基于信任与同理心的沟通式管理（2.5 小 时） （1）管理者的观念与心态转变 愚公移山新解‐‐山不过来你就过去 关怀式沟通，沟通式管理 8090 后员工说：不是我改而是你（管理者）变 （2）有效沟通的基本要点 正确的表达 有效倾听 正确反馈 电影片断‐‐沟通的误区与技巧 案例导入 批评与绩效反馈的 BEST 模型 表扬员工三步曲 练习：情景演练与点评 （3）基于信任与同理心的沟通技巧 调整行为以建立信任 认识与体验同理心（Empathy，EMP） 增强同理心以建立信任 案例与练习‐提升你的同理心能力 基于信任与同理心化解 8090 后员工的防卫行为 练习：说服 8090 后员工如何避免陷入僵局或恶性 循环 小组互动与技巧运用 研讨会要点总结&学习交流 马汀令可保留在必要的情况下更换研讨会地点和咨询师的权利。 © 马汀令可 Effective Staff Management of Post-80s And Post-90s In Manufacturing SH20131216-Sales Contract-Please Complete in Capital Letters and Black Ink Sales Contract Please complete this form immediately and fax back to Athena Xie Fax No: +86 28 8532 6768 Fee Per Delegate One Day Seminar Fee RMB 3000 per person All the registered delegates are entitled for a set of documentation free of charge. 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