案例XX咨询-人力资源诊断报告模版.ppt

Improve Business Results Through People 通过人改进经营结果,NEUSOFT Corporation XXX有限公司 March 2001 二OO一年三月,About this Material 关于这份材料,In response to “Neusoft” invitation, AAAAprovide in this material our suggested project approach to help Neusoft build up the world-wide standard human resource management system, which will be especially focused on the job design/evaluation, compensation design and performance management. This documentation demonstrates how we will proceed this project. We also emphasize our understandings upon your needs, our methodologies for the fulfillment and some detailed issues during the co-operation between Neusoft and Hewitt. 我们接受了XXX有限公司的委托，为贵公司提供一份关于AA咨询公司将如何帮助制定一个世界标准的人力资源管理系统，尤其是XXX有限公司特别关注的工作设计/评估，薪酬激励及绩效管理系统的设计方案。本文本中所包括的信息说明了我们将如何进行这个项目。我们特别指出了我们对贵公司需求的理解、完成这个项目的方法过程以及AA咨询公司与XXX有限公司合作的许多细节问题。 The suggested project approach adopts some successful ideas and procedures which have been proved in other human resource consulting projects. We acknowledge that you will have some modifications based on our suggestions to ensure the success of this project. We look forward to getting your input. 这个建议的过程采纳了一些其他人力资源发展项目中运行较好的步骤。我们认识到为了保证项目的成功运作你们可能会对我们所提出的设计方案做出相应的改动。我们随时欢迎贵公司的指导，并希望贵方提出你们的想法以改进我们的建议方案。,Contents 内容,About AAAAAssociates 关于AA咨询公司 Our Understanding of Your Situation 对贵公司情况的理解 Linking HR Issues to Business 人力资源问题与公司业务相结合 Considering Factors in Design and Implementation设计和实施所要考虑的因素 Our Suggested Approach 我们的设计方案 Our Consulting Team 我们的咨询团队 Our Experience in Telecom Industry in Asia Pacific我们在亚太区电信业上的经验 Fee and Timing 费用与时间结构,AA咨询公司,AAAAAssociates AA咨询公司,Global management consulting firm specializing in people solutions to business issues 专长于从人员管理入手解决商业经营问题的全球性管理咨询公司,Success in workforce planning requires HR to: 成功的进行员工队伍战略部署计划需要人力资源部门来： Understand outcomes desired by business 了解企业经营的预期成果 Understand business strategies for obtaining outcomes 了解获得这些成果所要采取的经营策略 Define best organization structure to support business strategy 设计最佳组织结构来支持经营战略 Define people requirements needed to achieve business strategy 确定完成企业经营策略所需的员工素质能力要求 Develop strategies for delivering people requirements 制定将员工能力付诸于实践的策略 Develop techniques for monitoring progress toward goals 发展对于达到目标的进程进行监控的技能,Linking People Strategy to Business Strategy 将人力资源战略与企业经营战略相联系,Rewarding 薪酬管理,Align Organization to Business Strategy 组织与经营策略相统一,Desired Business Results 经营目标,Business Strategies 经营策略,People Requirements 对员工的要求,HR Strategies 人力资源策略,Employee Needs 员工的需求,HR 人力 资源,Performing 绩效管理,Learning 培训发展,Staffing 人员配置,Employee Satisfaction 员工满意,Customer Satisfaction 客户满意,Organizing 组织管理,Our Understanding of Your Situation 我们对贵公司的理解,Our Understanding of Your Situation 我们对贵公司情况的理解,Number of employees: OverXXX 员工人数: XXX余人 Registed Capital:XXXRMB 注册资本：XXX亿元 Main line of business: 经营范围: Products or services: XXX 产品或服务: XXX Operation location: XXX 主要营业地: XXX,Business and HR Issues 企业经营及人力资源状况,Company is experiencing increasing competition for talent and market share 面临日趋激烈的人才及市场份额的竞争 Current human resources systems do not support the firms need to be more competitive in the market and the war of talents 现有人力资源体制不能有效支持企业提高人才及市场竞争力的要求 Need to address the efficiency, competitiveness, and longevity of current organization structure 需要提高现有组织结构的效率、市场竞争力以及有效寿命 WTO will have an impact on your competitive situation 中国入世对你们的竞争地位将产生影响 Need to develop an effective compensation and performance management program that: 着手制定有效的薪酬激励和绩效管理计划，此计划将： Is in alignment with business needs and results 与企业经营绩效相互协调 Helps attract, retain and motivate employees, especially for management staffs 帮助吸引，留用和激励员工,尤其针对管理层 Rewards competency and/or contribution 奖励员工能力和/或贡献,Our Response to Your Needs 我们对贵公司需要的反应,The remainder of this document presents Hewitts initial suggestions regarding how we might partner with Neusoft to resolve the issues at hand.Our suggested approach is in three main phases: 这份文件的以后部分呈现了AA咨询公司的初步建议，有关为了解决相关问题我们将如何与XXX有限公司进行合作。我们的建议方案包括以下三个主要阶段： Phase 1 - Executive Interviews 阶段1-高级经理面谈 Phase 2 - Assesment of Current HR Practices, Presentation to Management 阶段2-现有人力资源方案评估，并向管理层人员演讲介绍 Phase 3 - Re-design Compensation Structure, Long term Incentive Plan and Performance Management System 阶段3-重新设计薪酬结构、长期奖励计划以及绩效管理体系,Our Response to Your Needs 我们对贵公司需要的反应,Because we understand from our meeting that development of a competency frame-work might also be valuable to Neusoft, we have included some suggestions on competencies and training in the appendix. Indeed, AAAAadvocates a holistic approach to all workforce programs rather than a piecemeal approach. This approach is particularly relevant when considering both your short and long-term business strategy. We believe that competencies can form the basis for all the key elements of your workforce programs. 通过会议，我们了解到核心能力结构的设计以及管理培训也将对XXX有限公司有一定的价值。因此我们在附录中也包括了有关这两方面的建议。实际上，AA咨询公司更主张提供一整套全面的人力资源方案，对公司的长远发展更为相关。核心能力是形成人力资源方案所有关健要素的基础。,Overview of the Project Phases 项目阶段概览,Phase 1 阶段一 Executive Interview of Neusofts top management to set direction for long-term incentive plan, compensation philosophy, and performance management 与XXX有限公司高级管理人员进行面谈，以便确定长期性奖励计划、薪资理念和绩效管理的方向,Phase 2 阶段二 A. Assessment of Neusofts current human resource system focusing on performance management and the compensation system A. 对XXX有限公司当前的人力资源管理系统，尤其是绩效管理和薪资系统进行评估 B. Presentation to management B. 向管理层汇报演讲,Phase 3A 阶段三A Re-design of Neusofts compensation structure/ Re-design of Neusofts long term incentive plan 重新设计XXX有限公司的薪酬结构和 长期奖励计划,Phase 3B 阶段三B Re-design performance management system 重新设计绩效管理体系,Phase 1 - Executive Interviews 第一阶段：高层经理面谈,We will meet with key executives to understand company goals and strategy and the overall business needs 我们将与关键的高层经理进行面谈，以了解公司目标、策略及总体经营需求 Interviews will be based on a pre-agreed questionnaire and will be designed to last approximately 2 hours each. 我们将根据双方预先确定的问卷来进行面谈，每个面谈将持续两小时左右 We had agreed that we would meet with the following individuals 根据双方所达成的共识，我们将与下述人员进行面谈： Chairman, CEO, CFO, Senior Vice President, Secretary to the Board, GM, and the Director of Human Resources 董事长、首席执行官、首席财政官、高级副总裁、董事会秘书、总经理及人力资源总监,Phase 1 - Executive Interviews 第一阶段：高层经理面谈,During the interviews, we will clarify several important questions that provide a context for the long term incentive plan and the compensation system, including: 在面谈过程中，我们将明确与长期奖励计划及薪酬系统相关的诸多重要问题，其中包括： How should the long term incentive plan fit with the rest of the total compensation package? Should fit vary by position in the company? 长期奖励计划应如何与其它全面薪酬计划相匹配？匹配方式是否应根据职位而有所不同？ What messages need to be delivered through the long term incentive plan? Which performance measure(s) should be incorporated in the program design? Should payout be structured based on performance range(s)? 需要通过长期奖励计划传达什么信息？计划设计过程中应融入哪些绩效标准？是否应根据绩效幅度来确定费用结构？ How will the company fund the program? 公司如何筹措计划基金？ What should be the proper mix of base pay, short-term incentive, long-term incentive, and benefits in the compensation plan? 在薪酬计划中，基本工资、短期奖励、长期奖励和福利应各占多少比例？,Phase 1 - Executive Interviews 第一阶段：高层经理面谈,Your answers to these questions will generate a context within which AAAAAssociates can guide Neusoft in the identification of long term incentive plan provisions, including: AA咨询公司将根据您所提供的答案来引导XXX有限公司确定基本的长期奖励计划条款，其中包括： Eligibilityhow will plan coverage be determined and administered? 享受资格：如何确定和管理计划的适用范围？ Award sizes and target opportunitieshow will award levels be defined? 授予数额与目标机遇：如何确定授予级别？ Award frequencyhow often will awards be issued? 授予周期：授予周期为多长时间？ Vesting or exercise restrictionswhat will be the nature of time- or performance-related vesting restrictions? 兑现或承兑限制：与时间或绩效相关的兑现限制措施的实质是什么？ Termination provisionswhat will happen at death, disability, retirement, etc.? 终结条款：计划享受者死亡、残疾、退休时应如何加以处理？ The right total compensation mix between base pay, short and long-term incentive, and benefits 全面薪酬计划中，基本工资、短期奖励、长期奖励与福利的合理比例。,Phase 1 - Executive Interviews 第一阶段：高层经理面谈,Key Outcomes: 关键结果： At the end of this phase, we will have gathered inputs from various key executives on the business strategy, and the goals and expectations for the long term incentive plan and compensation program 该阶段结束时，我们将收集到各位关键高层经理有关经营策略方面的意见与建议， 以及对长期奖励与薪酬计划的目标与期望 We also will have clarified the objectives and potential key design features of the program 我们还将明确该计划的总体目标及潜在的关键设计要素,Phase 1 - Executive Interviews Focus Group (Optional) 第一阶段：核心小组(备选),You may also choose to have us conduct focus group meetings with key groups of employees 您还可以选择由AA咨询公司与关键的员工小组来进行核心小组面谈 During these focus group discussions we would assess the employees views on: 在核心小组面谈中，我们将评估下述内容： How satisfied employees are with Neusofts compensation system 员工对XXX有限公司薪酬系统的满意度 Their understanding of the various components of pay (I.e. base bay, incentives, bonus, benefits, etc.) 员工对各种薪酬要素的理解情况(即：基本工资、奖励、奖金、福利等) Their views on how competitive Neusoft is in terms of total compensation 员工对XXX有限公司全面薪酬系统竞争力的看法 Their overall satisfaction about the employment relationship a Neusoft 员工对XXX有限公司聘用关系的总体满意度 Their overall view of the various HR systems and management in general 员工对各种人力资源系统与一般管理的总体看法 Their understanding of the companys business goals and their contributions to those goals员工对公司经营目标以及他们在实现这些目标的过程中所发挥的作用的理解情况,Phase 1 - Executive Interviews Focus Group (Optional) 第一阶段：核心小组(备选),Key Outcomes: 关键结果： At the end of this phase, we will have gathered inputs from employees on the business goals and their views on all HR systems including total compensation 该阶段结束时，我们将收集到员工们对于经营目标的建议，以及他们对包括全面薪酬在内的所有人力资源系统的看法 We will use this information to help us design programs that both meet the needs of top management and employees. 我们将根据该信息来设计相关计划，使之既满足高层管理人员的需求，也满足员工们的需求,Phase 2A - Assessment of Current HR Practices 第二阶段A：现有人力资源方案评估,In this Phase, AAAAAssociates will review all of Neusofts materials and procedures regarding Human Resources with a specific focus on Compensation and Performance Management 在该阶段中，AA咨询公司将审核所有的XXX有限公司人力资源材料与规程，尤其是薪酬与绩效管理方面的内容 AAAAwill give Neusoft a list of materials it would like to study AA咨询公司将为XXX有限公司提供一系列分析材料 Once we have collected all materials we will review them and assess your systems against Hewitts database of best practices. We will: 收集到所有材料之后，我们将对其加以审核并对照AA咨询公司最佳方案数据库来评估贵公司的系统。我们将： Review all technical aspects of your systems and determine where there are gaps and areas for improvement 审核XXX有限公司系统中所有的技术要素，并确定其中的差距与不足之处 Assess the link between your human resource practices and your stated business results 评估XXX有限公司人力资源方案与您所陈述的经营结果之间的关联性 Determine if the link is strong or not 确定这一关联性是否紧密 Begin outlining how to improve the system 开始规划如何改进该系统,Phase 2A - Assessment of Current HR Practices 第二阶段A：现有人力资源方案评估,Key Outcomes: 关键结果： At the end of this Phase, AAAAwill have a thorough understanding of Neusofts HR practices specifically related to Performance Management and Compensation 该阶段结束时，AA咨询公司将充分理解XXX有限公司的人力资源方案，尤其是那些与绩效管理和薪酬密切相关的方案 This information will be used to draft a report to Neusoft outlining key areas for improvement and proposals for next steps 我们将根据该信息草拟一份报告，以便向XXX有限公司概述关键的改进之处及后续步骤提案,Phase 2B - Assessment of Current HR Practices Presentation to Management第二阶段B：现有人力资源方案评估向管理层进行演讲介绍,Once AAAAhas gathered all the information from the executive interviews, focus group (if applicable), and assessment of human resource practices we will make a half-day presentation to management AA咨询公司在从高层经理面谈、核心小组(备选)面谈及人力资源方案评估中收集到所有信息之后，我们将向XXX有限公司管理层进行一次为期半天的演讲介绍。 The presentation will outline: 演讲中将概述下列内容： Our understanding of the business strategy as outlined by the key executives 我们对于XXX有限公司高层经理所概述的经营策略的理解 How the business strategy fits in with the total compensation plan 该经营策略与全面薪酬计划的匹配情况 Key areas of agreement amongst the top management for the direction of the long term incentive plan 高层管理人员对长期奖励计划所达成的关键共识 The message Executives want to send through the implementation of the long term incentive plan 高层经理希望通过实施长期奖励计划所传达的信息内容 Any related information on the direction of the company and the alignment of the its Human resource systems 任何与公司方向及人力资源系统调整相关的信息,Phase 2B - Assessment of Current HR Practices Presentation to Management 第二阶段B：现有人力资源方案评估向管理层进行演讲介绍,The presentation will also outline: 演讲中还将概述下列内容： Our findings from the audit of the human resource practices 人力资源方案的主要审核结果 How the Neusoft practices compare with best practices in China XXX有限公司方案与在华最佳方案的对比情况 Our suggestions for modifications and improvement including: 我们的修改与改进建议包括： Various options along with advantages and disadvantages of each option 各种方案及其优、缺点 Our recommendations on solutions best adapted to Neusofts situation 我们所建议的最适用于XXX有限公司现状的解决方案 A comprehensive proposal on how to design and implement our recommendations 有关如何设计和实施AA咨询公司提案的一个综合性计划,Phase 2B - Assessment of Current HR Practices Presentation to Management 第二阶段B：现有人力资源方案评估向管理层进行演讲介绍,Key Outcomes: 关键结果： At the end of this presentation, Neusoft will have a comprehensive understanding of the direction and desire results for designing and implementing long term incentive plan 演讲结束时，XXX有限公司将对设计和实施长期奖励计划的方向和预期结果获得一个全面的理解 Neusoft will also have a comprehensive review of its total remuneration and performance management system along with recommendations for improvement XXX有限公司在获得改进建议的同时，还将获得对其全面薪酬与绩效管理系统的全面审视 Neusoft will have a comprehensive proposal on how AAAAwould address its desire to modify or re-do the compensation and performance management systems XXX有限公司将获得一份综合性的提案，其内容是关于AA咨询公司将如何在修改或重新制定薪酬与绩效管理系统方面满足贵公司的需求,Phase 3A：Re - Design of Compensation Structure/Long-Term Incentive Plans 阶段三A：重新设计薪酬结构和长期奖励计划,Job Documentation 职位文档,Definition and Purposes 定义和目的,Is a process of defining and describing: 是一个定义和描述的过程: Job duties/responsibilities 工作责任/职责 Job characteristics 工作性质 Other requirements of jobs 其他的工作要求 Typical purposes of job documentation include: 职位文档的典型目的包括:,Process Overview 程序概览,t,Process Steps 程序步骤,Step 1: Defining the purposes of job documentation 步骤1: 确定职位文档的目的 The project team will meet to: 项目小组将会面: Discuss how Neusoft will use job documentation 讨论XXX有限公司将如何使用职位文档 Present how various purposes can impact on the design of the template 演示不同的目的将会如何影响模式的设计 Agree on high level principles of the development of a job description template 在设计职位描述模式时所涉及的高层次的原理上达成一致,Process Steps 程序步骤,Identify the most appropriate approach (e.g., job interview, questionnaire) to gathering job related information 确定最恰当的方法(例如职位访谈和问卷形式)，从而收集所有与职位相关的信息 Outcome: The purposes of job documentation is identified, which will guide the design of the job description template; the project team agrees how to gather updated and accurate job related information 结果：职位文档的目的最终确认，并将指导职位描述模式的设计；项目小组在如何收集与职位相關的最新的并准确的信息上达成一致。,Process Steps (Cont) 程序步骤(续),Step 2: Design job description template and information gathering tool 步骤2: 设计职位描述模式以及信息收集工具 AAAAwill will design the template off-site AA咨询公司将为公司设计模式 The template should support Neusoft s purposes of establishing job documentation 这一模式应支持XXX有限公司建立职位文档的目的 The template may consists of: 这一模式可能由以下几部分组成 Job purpose, primary duties and responsibilities. reporting relationship, internal & external customers, job requirement (e.g., education, experience), approval process 工作目的、主要的责任和职责、与上级的汇报关系、内部和外部的客户、工作要求(例如教育背景和相关经验)以及批准认同的程序。,Process Steps (Cont) 程序步骤(续),AAAAwill design appropriate tools (e.g., interview guide, questionnaire) to prepare for information gathering AA咨询公司将设计恰当的工具(例如面谈指导和问卷)，从而为信息收集做准备 The project team will meet to finalize the template and information gathering tools 项目小组将会面并且最终确定模式和信息收集的工具 Outcome: Neusoft will have a useful job description template that serves its purposes; and an effective tool is available to gather updated and accurate job related information 结果: XXX有限公司将拥有能为目的服务的有效的职位描述模式，并且具备有效的工具去收集最新的且准确的与职相关的信息,Process Steps (Cont) 程序步骤(续),Step 3: Job Documentation Training 步骤3: 职位文档培训 AAAAwill prepare training materials off-site; the material will focus on: AA咨询公司将准备培训材料，这些材料将注重于： Introduction of the template and the information gathering tool 有关模式及信息收集工具的介绍 How to gathering information and documenting jobs once the information is received 一旦接收到信息，将如何进行信息收集及职位文本化工作,Process Steps (Cont) 程序步骤(续),The project team will meet to finalize the training material 项目小组将会面并最终确定培训材料 Neusof will make all necessary logistics arrangement for the trainingXXX有限公司将为培训做好所有必要的安排 Usually, managers/supervisors are responsible for documenting their subordinates jobs; therefore, they are required to attend the training 通常情况下，经理或主管负责将他们下属的职位文本化。因此，他们被要求参加培训 AAAAwill conduct job documentation training; examples of completed job documentation will be provided for Neusoft as a reference AA咨询公司将进行职位文档培训，已完成的职位文档实例将提供给XXX有限公司作为参考 Outcome: Neusofts managers/supervisors knows how to complete the task of documenting their subordinates jobs 结果: XXX有限公司的经理或主管会了解如何完成他们下属的职位文本任务,Process Steps (Cont) 程序步骤(续),Step 4: Review job documentation 步骤4: 审核职位文档 Once all job documentation is completed, AAAAwill review it and provide comments or suggestions for improvement 一旦所有的职位文档完成后，AA咨询公司将进行审核并提供改进的建议 Depending on the quality of completed job documentation, AAAAwill: 基于已完成的职位文档的质量，AA咨询公司将： Either provide more coaching for selective managers/supervisors and require them to improve their work, assuming the quality is not so good 或者对选出的经理或主管进行更多的指导，并要求他们改进工作(假设质量不是很好) Or compile all completed job documentation into a Neusoft s job description manual, assuming the quality is acceptable or satisfactory 或者将所有已完成的职位文档编辑成XXX有限公司的职位描述手册中(假设质量是可以的或令人满意的),Process Steps (Cont) 程序步骤(续),The job description manual should include purposes, process, tools and outcomes of the job documentation work 职位描述手册应该包括目的、程序、工具以及职位文档工作的结果 Outcome: Neusoft will have well-documented job descriptions that support its people practice; knowledge and skills are transferred to Neusoft s staff 结果：XXX有限公司将拥有良好的职位描述文本，从而支持它的人员管理，同时相关的知识和技能将被传授给XXX有限公司的员工,Components of a Compensation Program 薪酬计划的内容,Compensation Strategy 薪酬策略,Job Documentation 工作描述文本,Job Evaluation 职位评估,Market Pricing 市场定