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1 How to carry out more effective staff management of post- 80s 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%. 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. Who Should Attend? Front line managers, new managers and backup supervisor in manufacturing Main Seminar Points: 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 Seminar Features: 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 or whitney.shen@martinlinking.net to discuss further possibilities. Martin Linking professional seminar

2 Seminar How to carry out more effective staff management of post-80s and post-90s in manufacturing Seminar Outline (1 day / 6hours) Leading:thinking and discussion of a case Section 1: Perspective of post-80s and post-90s phenomenon (0.5 hour) 1. Typical characteristics of post-80s and post-90s Growth social environment of post-80s and post-90s in China Values of post-80s and post-90s Demand of post-80s and post-90s Character, personality, attitude and behavior of post-80s and post-90s Case analysis: the contrast of three generations 2. Misunderstanding and concept transformation of managers Question: when the target of management changed, should management methods need to be changed too? How to change? Situation management: when the target of management changed, management methods must be changed too Three kinds of typical human nature hypothesis of management Section 2: FLY management model of 365 days (3 hours) Interpretation FLY - focus on me, lift me and make me happy Questions: What s the factors affecting employee s behavior in workplace? Enterprise s hardware factor - the nature of the work, salary, system, etc Employee s psychological needs and feelings - supervisor's influence Future growth and development - training and career development planning What factors can managers change? 1. Focus - focus on me: do we focus on staffs? Question: the main factors that the staff would like to stay in a company and work hard VS choose to leave the job? The influence of the managers Hidden employee s Psychological Contract Employee s PCA (Psychological Capital management) Case discussion: what do we focus on employees in normal management? Reflection of managers 2. Lift - lift me Professional development and management of the staff Professionalization recognition the lack of post-80s and post-90s staffs Pay attention to employees "incremental" improvement Practice of the coach methods of managers Performance formula of the employee ASK model - attitudes, skills, knowledge Employee's mentality coaching and skills coaching Case study and practical question discussion 3. Yahoo - make me happy Team atmosphere construction Develop the sunshine state of mind of the employee Happy firstly come from employees mentality change Wise man changes mind and the fool changes specific situation - learn to be happy 4. Staff management from employment to leaving the company Exert influence when staff is on-boarding Discussion: what do staffs care about when on-boarding? Employees leaving management - after leaving management Case: managers clever use of after leaving management Section 3: Communication skills based on trust and empathy (2.5 hours) 1. Concept and mentality change of managers New explanation of The foolish old man removed mountains if the mountain won t move then you can go over it Communicate with care, management of communication type Post-80s and post-90s staff said: not I should rectify but you (managers) should change 2. Basic points of effective communication Correct expression Effective listening Correct feedback Movie clip - communication misunderstanding and skills Case introduction BEST model of criticism and performance feedback Trilogy of praising staff Practice: situational exercise and comment 3. Communication skills based on trust and empathy Adjust behaviors to build trust Understanding and experience empathy (Empathy, EMP) Enhance empathy to build trust Case and practice - increases your empathy ability Dissolve post-80s and post-90s staff's defensive behavior based on trust and empathy Practice: persuade post-80s and post-90s staff to avoid the deadlock or vicious cycle Group interaction and skills practice 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

3 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 : 李斌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研讨会适合对象 : 制造业中基层管理人员新上任管理者后备管理人员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 : 电邮 :whitney.shen@martinlinking.net 马汀令可专业研讨会

4 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

5 Effective Staff Management of Post-80s and Post-90s In Manufacturing SH Sales Contract-Please Complete in Capital Letters and Black Ink Sales Contract Please complete this form immediately and fax back to Nanjing Office Fax No: 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. Register Now Contact Martin Linking Nanjing Office Tel: Fax: whitney.shen@martinlinking.net Business Opportunities An exhibition space is available at the conference. Sponsorship opportunities covering lunch, evening receptions and advertising in documentation packs are also available. Please contact Ms. Whitney Shen at Payment Method DOCUMENTATION RMB 500 If you are unable to attend the seminar but wish to receive copies of the seminar documentation, please complete the sales contract, tick this box and return the contract with payment details. Our payment terms are 5 working days on receipt of invoice and full payments can be made by bank transfer. Full Payment is required within 5 working days Authorization (Signatory must be authorized to sign on behalf of contracting organization.) This booking is invalid without a signature. Terms & Conditions: 1. Fees are inclusive of program materials and refreshments. 2. Payment Terms - Following completion and return of the registration form, full payment is required within five (5) working days upon the issuance of invoice. Payment must be received prior to the conference/ training date. A receipt will be issued on payment. Due to limited conference/training seats, we advise early registration to avoid disappointment. We reserve the right to refuse admission if payment is not received on time. 3. Client s Cancellation/substitution - Provided the total fee has been paid, client s cancellation must be received in writing by MAIL or FAX four (4) weeks prior to the event in order to obtain an 85% credit to attend for any future Martin Linking Events. Under such circumstances, Martin Linking will retain the other 15% service fee to cover expenses for prior cost that has already been incurred upon the acceptance of registration.all bookings carry a 50% cancellation liability immediately after a signed sales contract has been received by Martin Linking. 4. If, for any unexpected circumstances or reasons that Martin Linking decides to postpone this event, the client hereby indemnifies and holds Martin Linking harmless from any cost incurred in by the client. The event fee will not be refunded, but can be credited to future Martin Linking s events. Martin Linking reserves the right to change the content without notice. 5. Copyright etc. - All Intellectual Property rights in all materials produced or distributed BY Martin Linking in connection with this event is expressly reserved and any unauthorized duplication,publication or distribution is strictly prohibited. 6. Important note: In the event that Martin Linking permanently cancels the event for any reason whatsoever, (Including, but not limited to any force majeure occurrence) and provided that the event is not postponed to a later date nor is merged with another event, the client shall receive a refund for the amount that the Client has paid to such permanently cancelled event. Martin Linking Business Consulting Company Limited

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背景资料对于在华经营的企业里, 人力资源管理绝不是一件轻松的工作 HR 从业者除了要具备猎人的眼光心理学家的耐心谈判专家的口才, 更为重要的是, 还需要具备专业的法 R Professional Information for You 人力资源法务合规系列 Human Resource Legal Compliance Management Series 深圳 Shenzhen Putonghua / 普通话 9:00am-5:30pm 系列一 : 人力资源合规风险分析与员工关系管理 2013 年 11