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  • Human Dynamics

    人员动力

    找到引导人们当前思维定势和行为最有效、最高效的方法

  • Human Dynamics

    人员动力

    找到引导人们当前思维定势和行为最有效、最高效的方法

人员动力使组织与众不同

通过领导变革/管理变革将人员动力应用于日常的组织变革中,就是要找到最有效、最高效的方法,将人们当前的思维定势和行为引导到所期望的状态上来。

领导力的作用在于确保人们真正理解变革的原因、推动变革的战略以及如何在各个层面为实现该战略做出贡献。人们都想把工作做得更好,因此领导层应集中精力为他们创造发挥所长的空间。

在埃非索,我们深入了解业务的基本要素,并对不同人群的人员动力有深入的了解。这些都有多年的研究为后盾,并以我们在众多项目和客户情况下的经验为基础。 
 
这种理解在持续混乱的时代特别重要;在自动化和数字化广泛影响所有流程、监管日益产生影响力,市场也面临着更快进入市场的压力。更重要的是,新的竞争对手正跃跃欲试,提供重点服务/应用程序,攻击传统的商业模式。

Clive Geldard

Vice President Head of Supply Chain practice

Were we can help you

The 6 key strategies for progression that unlock value for your clients
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The EFESO touch

Delivering tangible results

EFESO’S World Class Operations Management - WCOM™ - approach is our unique engine to create short term results and engagement, while we support our clients in building an Operational Excellence system that will accelerate and sustain their speed of progression over time.

To help our clients accelerate the speed of their progression in a sustainable way, EFESO builds on 40 years of experience in the application and delivery of Lean, TPM (Total Productive Maintenance) and TQM (Total Quality Management), concepts and methodologies to perfectly integrate them into our WCOM™ Framework and take it to a more strategic and practical level.

Depending on the requirements, capabilities and pace at which the client needs to improve performance, EFESO will work with them to design either a Boost (focus on main cost drivers) or Build (achieving results by capability building) approach with the objective to deliver tangible results and a sustainable progression. We also take into account your processes, equipment dependability and production strategy to maximize results according to the overall Operational requirements.

WCOM™ is a complete Management System, not simply a tool or a project. We have implemented it in hundreds of companies around the world, with many nationalities and cultures and across all industries. It has proved to deliver a strong impact on our clients' financial results, from top-line growth to double-digit cost reductions.

领导力/变革管理的重点领域

在企业面临不断变化的世界中,敏捷性和执行速度正成为企业脱颖而出的关键因素。那些能够以快速、协作的方式调动人才,致力于实施制胜战略的公司将保持领先地位。

埃非索完全理解这些挑战,并将与您合作,实现可持续发展。

  • 我们帮助企业确定其理想文化,并制定务实的发展计划,以实现快速、可持续的成果,从根本上改变员工的工作方式。

    您认识到自己面临的挑战了吗?

    • 我怎样才能更好地管理公司文化,将其作为一项重要的战略资产,以促进当下的业务成果,并为未来培养能力,无论是针对整个价值链,还是针对未能实现预期成果的特定工厂/部门?
    • 我们刚刚花了一大笔钱培训员工,以支持我们所要求的变革:为什么我们感觉没有从中获得价值?为什么人们只是机械地使用工具?

    改变企业文化意味着你要以不同的重复行为为目标。

    我们将指导和支持您在这条道路上迈出正确的步伐。


    通往卓越人员动力的进阶之路

    01

    通过引人入胜的故事情节为变革指明方向

    02

    确定高影响力时刻

    03

    共同创建合适的操作实践

    04

    通过监测业务成果和能力的进展情况,为这些实践提供支持

    05

    将所需的标准行为纳入转型项目

    06

    创建能够体现新文化的视觉宣传和其他材料


  • 在与客户合作的过程中,我们特别关注变革路线图的共同制定和后续执行。

    您认识到自己面临的挑战了吗?

    • 如何动员公司参与这项雄心勃勃的转型计划?
    • 考虑到不同人群之间的差异,我怎样才能促进采用所需的变革,并将其融入我们的工作方式?

    调动员工的积极性意味着鼓励他们采纳并巩固所需的行为,以保持转型的持续性。

    使用本变革路线图,客户可以确保顺利过渡,并成功固定新流程、新做法以及所有目标人群的相关思维定势转变。我们尽可能利用客户现有的知识和经验,并将埃非索对目标人群的洞察与行为心理学机制的学术研究相结合。


    变革路线图的指导原则:

    01

    从现场的实际情况出发,了解人员的驱动因素

    02

    创造一个连贯、引人入胜的故事情节,激励人们实现预期的变革

    03

    考虑到整个项目的全貌,围绕人们决定或不决定变革的时刻(真相时刻),制定软硬结合的综合路线图

    04

    要想变革取得成功,就必须尊重变革总是要经过职能组织这一事实

    05

    以参与式方法为基础,制定并部署路线图,将所需的标准行为纳入变革项目中

    06

    监测采用情况,并在必要时进行调整


  • 我们为客户量身定制的"领导力提升"解决方案是通过合作设计流程创建的,旨在加强您的领导力,提升您的业务成果。

    您认识到自己面临的挑战了吗?

    • 我是否拥有合适的领导力来带领公司渡过难关?
    • 我的领导者是否具备变革型领导技能?
    • 他们能够激励员工吗?
    • 他们能够提高员工的技能吗?

    培养从一线领班到高管团队的领导力,对成功实现转型变革和营造注重进步的高绩效环境大有裨益。

    我们确定了三个阶段:建立领导力计划、实施和巩固选定的领导力实践和行为。


    引领进步的指导原则:

    01

    预先统一目标行为和做法

    02

    区分那些领导者可以激励员工采取正确行为的时刻(高影响时刻),并利用这一机会有针对性地培养领导者的实践和行为

    03

    在创新方法和工具的支持下,定制一个精心设计的发展历程

    04

    让领导者参与确定自己的晋升目标和成长路径,从而树立主人翁精神

    05

    建立领导行为管理系统,衡量改善情况

    06

    利用科学的洞察和知识产权来扩大影响


  • 通过绩效行为,我们建立并稳定正确的行为,并提升团队对业务结果的影响力。

    您认识到自己面临的挑战了吗?

    • 我如何能以快速且可持续的方式在短期内提升我的团队的表现?
    • 我如何能以实用和可持续的方式培养行为?
    • 我们如何衡量行为对绩效的贡献?

    绩效行为是一种关注人和他们动机的方法,该方法激发并加强了优秀性能的行为发展,并在组织的所有层面上发展有效的领导力。

    组织的价值观(思维方式)和目标(绩效),被转化为具体可观察和可测量的行为,这些行为可以直接与相关的绩效联系起来。


    驱动所期望绩效的方法

    01

    将组织目标分解为具体的活动,以便了解个人对整体目标的影响。

    02

    建立支持期望行为的适当环境。

    03

    在关键时刻发挥领导的指导和支持作用,使经理能够引导出期望的行为。

    04

    通过指导和实时促进来支持期望行为的发展,同时持续衡量对员工动机和参与度的影响。

    05

    实现明确和关键的改进,让人们能够为之贡献并分享成功的成果。


  • 我们参与并衡量您的员工,帮助您管理参与过程

    您意识到自己面临的挑战了吗?

    • 如何监控和管理我的领导和员工的参与度?
    • 我可以利用哪些杠杆来影响他们,从而推动取得成果?

    重要的是要了解公司正在发生什么,以及如何根据事实信息来处理某些情况。这就是埃非索开发"采纳模型"的原因所在,该模型能够衡量和监测变革计划所涉及人群的参与度和采纳度。利用埃非索框架,企业领导者能够确定需要采取哪些行动来保持变革和采用所需的速度,从而取得成功。


    参与度评估的步骤

    01

    为关键决策者创造条件

    02

    为调查做出实际安排

    03

    启动调查并开始分析过程

    04

    与管理人员分享结果,详细讨论结果意味着什么以及如何应对(如有必要)

    05

    与受访者分享调查结果

    06

    宣布并实施调查所产生的行动。重复测量,以观察变化情况


Our Services

Giving you assignment focus

Our Supply Chain assignment focus is always directed to the specific client needs selecting from a menu that will typically include

Supply Chain Strategy

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Supply Chain Network

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Supply Chain Processes

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Supply Chain Resources

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认识我们的人员动力专家

  • Marcia De Troyer

    Marcia De Troyer

    埃非索比利时 副总裁
  • Rajinder Singh

    Rajinder Singh

    埃非索印度 国家负责人
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