DHL勝任力(英).ppt

1、DHLs Global Competency MenuGeneric Descriptions,Global HR Development,Business Analysis Business Acumen Cross Border Thinking Customer Orientation Decision Making Innovation Leveraging Diversity Market Focus Negotiation Organizational Influence Planning concludes which factors impact DHLs business p

2、osition. Explores and analyzes data or a situation thoroughly, thinking through implications, nuances and consequences. Organizes, sequences, and analyzes extremely complex interdependent systems or situations. Is able to interpret data to business trend and identify appropriate solutions.,Negative

3、Behaviours Fails to examine all the data. Overlooks important information when identifying solutions or plans. Fails to explore all sources of information. Fails to ask questions to clarify own understanding of data. Fails to integrate information from different sources. Takes action with superficia

4、l understanding of the problem.,Definition:Breaks down a problem, situation or process into its component parts, separates the main issues from side-issues, understands the nature of parts and their relationship to one another. Seeks out and critically evaluates both numerical and narrative informat

5、ion. Draws accurate conclusions.,Competency: Business AcumenCluster: Business,Positive Behaviours Sets priorities and makes decisions based on potential profit, return on investment and cost-benefit analysis. Generates quality revenue growth. Builds a strong business case to support decisions/action

6、s. Identifies opportunities to increase sales or revenue. Raises DPWNs profile through new business initiatives. Selects business initiatives that fit within the DPWN strategic framework. Monitors reports and works toward understanding and eliminating low margin or unprofitable business. Asks for an

7、d uses an analysis of costs and benefits when assessing options. Displays a good understanding of the cost and profit parameters of our business. Is aware of major sources of day-to-day costs and actively manages them manages budget in a cost effective way. Builds business acumen of the team.,Negati

8、ve Behaviours Allows cost issues to be a low priority. Shows little concern for overall profitability. Fails to provide a strong business case and support actions. Adopts an internal perspective to solving problems, adopting reactive approach to external influences. Applies own personal or that oif

9、the function agenda before that of the business. Will push for ideas/actions not alligned to strategic priority. Excessively relies on short term perspective.,Definition:Understands business principles and language, including the fundamentals of finance and profitability. Uses this understanding to

10、achieve results and to increase the performance and profitability of DHL.,Competency: Cross Boarder ThinkingCluster: Business,Positive Behaviours Takes cultural aspects into consideration when meeting with other cultures and organizations and acts accordingly. Adjusts business behaviours/methods to

11、reflect cultural norms. Is current with important international trade, economic, social, technological and political trends that may affect DPWNs competitiveness. Translates and integrates global trends into DPWN strategic plans at a global, regional and local level. Seeks out the approaches of othe

12、r units/regions before moving forward on major initiatives. Identifies the optimum opportunities for consistency and harmonization of processes between units, regions and countries. Makes decisions based on global rather than regional priorities.,Negative Behaviours Unfamiliar with political/economi

13、c conditions beyound own country. Has difficulty in translating global strategies into unit/regional/functional plans. Adjusts behaviour incorrectly when in a different culture. Loses global focus when faced with local challenges. Oversimplifies to bring closure. Fails to seek other unit/regions app

14、roaches before moving forward on major initiatives.,Definition:Has a holistic mindset and stays abreast of important trends that may effect of competitiveness as a group. Manages the business, giving priority to the international position of DHL.,Competency: Customer OrientationCluster: Business,Pos

15、itive Behaviours Seeks information about underlying needs of customer. Listens to and empathizes with customer needs. Understands customers business environment. Remains professional and helpful when interfacing with customers. Reflects DHLs brand values when interfacing with customers. Takes respon

16、sibility for correcting customer problems promptly and undefensively. Follows through on customer inquiries, requests and complaints. Anticipates customer needs and identifies improvements to better meet customer needs. Proactively seeks ways to exceed customer expectations. Seeks way to add value t

17、o the customer relationship. Champions fulfilment of customer needs and overcomes internal obstacles to improve service levels. Is a trusted advisor to the customer and is included in strategic-level discussions to enhance customers own offering. Partners with customer to develop new supplier relati

18、onship model.,Negative Behaviours Tolerates poor customer service without taking action. Leaves others to address customer needs without providing support. Waits for the internal or external customer to make contact when a problem or question arises. Does not question sufficiently to understand cust

19、omer needs. Does not seek win-win solutions. Adopts an unhelpful/unprofessional manner when dealing with customers. Fails to understand the customers environment and challenges. Fails to seek periodic customer feedback and needs.,Definition:Is focused on identifying and understanding each customers

20、need. Expresses and acts on desire to assist customers in an efficient and friendly manner.,Competency: Decision MakingCluster: Business,Positive Behaviours Explores options and alternatives. Makes decisions that are timely, evaluates the need for more time or information relative to the cost of a d

21、elay. Balances multiple factors (e.g. customer satisfaction, profitability, organizational capability, employee needs, etc.) when making decisions. Involves the appropriate people in the decision-making process. Uses a style of decision making that is appropriate to the circumstance. Articulates the

22、 reasoning behind choices made. Makes logical assumptions in the absence of known facts. Evaluates the risks and benefits of various options before making a choice. Is prepared to take calculated risks. Makes decisions using facts and analysis.,Negative Behaviours Takes action without considering th

23、e consequences. Lets emotions get in the way of good business decisions. Fails to examine all the data. Overlooks important information when identifying solutions or plans. Not disciplined to ask others for input or ideas. Jumps to solutions without analyzing all options. Is indecisive on complex is

24、sues.,Definition:Makes timely and appropriate choices based on accurate analysis and experience. Uses sound judgment even in conditions of uncertainty. Anticipates impact of decisions and plans how to manage risk.,Competency: InnovationCluster: Business,Positive Behaviours Introduces fresh insights,

25、 applying existing or new knowledge. Tries new approaches; is not tied down by existing ways of doing things. Comes up with ways to improve systems or processes. Generates numerous options before evaluating and recommending one method or solution. Develops scenarios that are unpredictable. Identifie

26、s and implements new ways to promote DHL business. Devises alternative methods to accomplish tasks in times of crisis. Explores nontraditional methods by seeking ideas from outside the company or industry. Brings in or creates new solutions or methods to existing problems which have a significant im

27、pact on the business.,Negative Behaviours Tends to raise blocks/barriers before seeing opportunities and solutions. Fails to generate ideas to improve. Repeats the tired and proven. Lacks lateral thinking, does not think outside box. Is not open to new learning - needs to be convinced. Fails to expl

28、ore new ideas/solutions. Relies on past experience/knowledge which is no longer relevant.,Definition:Generates creative ideas and fresh approaches to problems. Is resourceful. Is open to new ideas and will try different approaches to improvement.,Competency: Market FocusCluster: Business,Positive Be

29、haviours Contacts key customers on a regular basis, staying informed about their goals and business challenges. Identifies how DHL can help customers improve their competitive position. Understands and can explain to others how DHL defines the market. is current about how competitors are operating i

30、n the market. Positions DHL positively against the competition. Monitors market trends by reading trade journals, business publications and keeping in contact with industry personnel. Analyzes market information to evaluate account opportunities. Reacts quickly to changing external/market situations

31、. Keeps current with product knowledge and understands their strengths against the competition.,Negative Behaviours Minimises contact with customers. Fails to pre-empt future opportunities/ threats from the market. Defines markets and competition too narrowly. Makes assumptions about the market. Fai

32、ls to use available tools and data. Uses dated and irrelevant market information in making decisions.,Definition:Keeps abreast of customer needs and current market trends and issues. Identifies how DHL can capitalize on market activity to increase revenue and improve profitability.,Competency: Lever

33、aging DiversityCluster: Business,Positive Behaviours Considers and appreciates cultural view points. Researches into unfamiliar cultures prior to working with people. Is able to understand and respond in a culturally acceptable manner. Responds in a culturally acceptable manner. Adapts to local cult

34、ure. Shows tolerance of differing viewpoints. Recognises diversity as a source of strength and demonstrates respect. Takes time to understand how own culture can come across to other people. Finds ways to those those in a minority or with a notable difference to feel comfortable. Helps others apprec

35、iate different cultuiral points of view.,Negative Behaviours Cannot vary perspective from that of own culture. Makes comments/jokes that makes others feel uncomfortable due to their difference. Makes assumptions based on ones own cultural perspective. Does not take time to understand the differences

36、 of other cultures. Discriminates in the selection and promotion of people, based on personal preferences rather than consideration to individual competence and diversity. Builds teams from similar cultures, gender and age.,Definition:Optimizes the unique contribution inherent in the culture, ethnic

37、ity, gender, age, etc. of others. Seeks opportunities to learn to communicate and interact effectively with people from other cultures, geographies and organizations.,Competency: Organizational InfluenceCluster: Business,Positive Behaviours Recognizes and uses the formal structure or hierarchy of th

38、e organization. Uses informal structures and key individuals as sources of information and influence. Presents self as an insider (e.g., uses DHL language and demonstrates an understanding of DHLs business and operations). Plans an approach that considers the power relationships within the organizat

39、ion. Recognizes unspoken organizational constraints what is and is not possible at certain times or in certain positions. Makes use of on-going power and political relationships within the organization (alliances, rivalries). Addresses organizational problems from more than one perspective.,Negative

40、 Behaviours Sticks rigidly to formal processes. Shows poor timing when introducing new ideas. Fails to understand DHLs business and use DHL Language. Uses political approach to pursue personal or hidden agendas. Ignores impact of actions on other parts of the business. Speaks disparagingly of other

41、organizational units.,Definition:Uses an understanding of both the formal and informal structure of DHL and other organizations to accomplish important business objectives. Navigates effectively through the hierarchy and culture of an organization. Knows who the decision-makers and influencers are a

42、nd also considers their interests when planning an approach.,Competency: NegotiationCluster: Business,Positive Behaviours Enters into negotiations with the appropriate decision-maker. Probes to uncover the other partys interests. Presents own position diplomatically. Explains how the proposed positi

43、on is good for the other party. Addresses objections effectively. Navigates the give and take to achieve agreement without excessive compromise. Identifies several alternative positions and explores these with the other party to reach win-win solutions. Leaves all negotiations on a positive, profess

44、ional tone.,Negative Behaviours Focuses on own agenda only. Seeks confrontation. Presents poorly formed arguments which are unsupported by facts and solid reasoning. Loses rapport and resolve when faced with resistance. Fails to adapt approach when persistence is unhelpful. Handles objections/disagr

45、eements insensitively. Avoids handling objections.,Definition:Explores interests and alternatives to reach results that gain the support and acceptance of all parties, for the best interest of DHL. Wins concessions without damaging relationships.,Competency: Planning adjusts work assignments or sche

46、dules to meet changing priorities. Develops and puts into place contingency plans.,Negative Behaviours Fails to manage own time effectively. Has difficulty staying focused on end results. Fails to follow up with others. Gets bogged down with details and finds it difficult to recognise priorities. Be

47、comes inflexible to change once plans are established. Allows the business to develop without any controls. Fails to identify risks. Fails to evaluate identified risks. Fails to put contingencies in place. Fails to communicate plans. Misses deadlines. Fails to develop a plan. Fails to secure resourc

48、es to work the plan.,Definition:Sets clear and realistic goals and objectives. Establishes a course of action and a sequence of steps to ensure that activities and objectives are efficiently achieved.Is structured with good personal organization. Schedules time effectively and uses efficient work me

49、thods and tools.,Competency: Results orientationCluster: Business,Positive Behaviours Strives to reach the goals despite obstacles, setbacks, or uncertainty. Drives issues to closure; makes things happen. Sets own or team goals with relevant metrics that go beyond normal expectations toward new, str

50、etching, or challenging-but-achievable goals or targets. Identifies opportunities to exceed goals and works toward them, even under adverse circumstances. Implements ”world class” and leading-edge standards. Creates and implements a world-class best practice that is adopted by others. Advocates and

51、drives relenthless renewal to ensure the organization remains at the forefront. Sets targets that will bring optimum financial results for the group, not just own unit.,Negative Behaviours Sets minimum standards. Accepts and works with only the status quo. Accepts mediocre performance. Does not care

52、 about getting the job done or doing it well. Actively resists improvements. Does not actively work on assigned roles and tasks; does not work to complete tasks; does not express a desire to do the task well or right. Excessively focuses on process at the cost of results. Stresses the short term res

53、ults at the expense of longer term results. Is last to use or install important technology. Does not focus on and works towards specific goals, such as planned targets.,Definition:Continually seeks to accomplish critical tasks with measurable results. Overcomes obstacles and makes adjustments to ach

54、ieve results. Focuses self and others to achieve targets aligned with business goals.,Building and Leading Teams Change Management Constructive Challenge Developing People Holding People Accountable Shaping Direction Teamwork,Cluster: Leadership Competencies,Competency: Building and Leading TeamsClu

55、ster: Leadership,Positive Behaviours Maintains a recruitment strategy to meet the talent needs of the team. Builds the team with people of different, but complementary, skills and expertise. Changes team structure or membership when needed to improve team performance. Draws the group together, keeps

56、 the team informed and aligned to organizational goals. Promotes the sharing of ideas between team members. Identifies and works to resolve conflict within the team. Takes care of the group, protects its reputation and obtains needed resources. Regularly checks progress of key initiatives within the

57、 team. Ensures group tasks are completed. Celebrates team accomplishments. Generates excitement, enthusiasm and commitment to the group mission. Provides the resources, coaching, experiences and other support needed to realize the full potential of team members. Provides specific feedback on employe

58、es strengths and weaknesses on an ongoing basis. Uses appropriate strategies to ensure team work among geographically dispersed team members.,Negative Behaviours Contribute to uncertainty by not communicating the overall vision and strategy to the team. Avoids confronting development/performance iss

59、ues. Fails to delegate responsibility to team members. Dominates the team process. Does not recognize team successes. Provides personal/sensitive information about team members to other team members. Creates tension within the team. Over-delegates without providing necessary managerial follow-through. Fails to protect the teams reputation. Does not take the time to help and coach direct reports. Not comfortable giving frank feedback. Sees developing people as the function of Human Resources. Takes credit for teams output.,Definition:Knows the talent needs of the team. Attracts and develops th