人力资源管理经典材料Human Resource Management

1、tsinghua mba hrm page 1 8 december 2000 lecture 1 human resource management a strategic overview tsinghua mba hrm page 2 8 december 2000 lecture 1 case for change corporate direction tsinghua mba hrm page 3 8 december 2000 lecture 1 q customer requirements are changing q competitive threats are incr

2、easing q the internet is here q industry alliances are shifting q the indirect channel is under attack 1991-1999 era 2000 and beyond era tsinghua mba hrm page 4 8 december 2000 lecture 1 to be a fortune 100 company by 2003 tsinghua mba hrm page 5 8 december 2000 lecture 1 case for change corporate d

3、irection tsinghua mba hrm page 6 8 december 2000 lecture 1 1. core business 2. new strategic markets 3. hr strategy (invest in people) tsinghua mba hrm page 7 8 december 2000 lecture 1 corporate direction changing external market forces changing internal requirements case for change fortune 100 comp

4、any by 2003 organization model hr strategy (invest in people) core business new strategic markets business strategies tsinghua mba hrm page 8 8 december 2000 lecture 1 1. positive economic value add (eva) 2. number 1 or 2 position in each business segment tsinghua mba hrm page 9 8 december 2000 lect

5、ure 1 corporate direction changing external market forces changing internal requirements case for change top 3 global computer company by 2000 organization model core business new strategic markets #1 or #2 in each business positive economic value add (eva) hr strategy (invest in people) tsinghua mb

6、a hrm page 10 8 december 2000 lecture 1 qensure customer success through our people, global partnerships, solutions and services qredefine the internet experience qbuild the business-critical internet qestablish and reinforce a unified brand tsinghua mba hrm page 11 8 december 2000 lecture 1 corpora

7、te direction changing external market forces changing internal requirements case for change top 3 global computer company by 2000 organization model core business new strategic markets hr strategy (invest in people) customer success internet experience build internet unified brand tsinghua mba hrm p

8、age 12 8 december 2000 lecture 1 compaq confidential fortune 100 company by 2003 core business new strategic markets #1 or #2 in each business positive eva organization model business strategies corporate strategy leadership objective business unit a business unit b regions corporate support functio

9、ns business unit c hr strategy (invest in people) tsinghua mba hrm page 13 8 december 2000 lecture 1 corporate strategy human resources strategy corporate strategic goals and capabilities tsinghua mba hrm page 14 8 december 2000 lecture 1 mission : the nonstop internet company strategy : leadership

10、in internet access, infrastructure, services and solutions objective : balanced across employee, customer, market, financial and operational structure : aligned for speed of execution attitude : inspired tsinghua mba hrm page 15 8 december 2000 lecture 1 visioneverything to the internet missionto en

11、able human achievement by transforming information technology strategyleadership in internet access and infrastructure through superior technology, services and partnerships objectivesbalanced across employee, customer, market, financial & operational attitudeinspired tsinghua mba hrm page 16 8 dece

12、mber 2000 lecture 1 qgreat people: empower the most innovative, trusted and diverse talent in our industry qcustomer satisfaction: understand our customers expectations and measure our performance in meeting and exceeding them qpractical innovation: develop products, services and solutions that will

13、 inspire our diverse customers qtrusted partnerships: inspire trust by managing quality relationships, acquisitions, and alliances tsinghua mba hrm page 17 8 december 2000 lecture 1 qprocess speed and simplicity: develop industry leading time-to-market and operational processes and infrastructure qs

14、trong brand: build a strong, unified and globally recognized identity though consistent values and behaviors qmatrix management: cooperate seamlessly across our company to serve our customers qleadership: develop strong, diverse leadership which balances strategic thinking, operational focus and emp

15、loyee engagement tsinghua mba hrm page 18 8 december 2000 lecture 1 old thinking hr performance primarily administrative role. new thinking .hr performs primarily strategic role maintaining personnel files compensation/ benefits benefits administration relocation approval cycles, exceptions, and pol

16、icy interpretation recruit employee lifecycle management retire hr role corporate strategy/ objectives leadership matching skills culture rewards & conse- quences motivation cross- functional teams organization design human resource as business partner tsinghua mba hrm page 19 8 december 2000 lectur

17、e 1 qfoster innovation qestablish an environment of continuous learning, growth and leadership development qcreate an employer image and world-class process for talent planning and acquisition qpartner with the business to build customer- focused processes and capabilities tsinghua mba hrm page 20 8

18、 december 2000 lecture 1 qdefine and obtain leadership buy-in qdevelop and deploy an innovation toolkit for managers qcreate innovation-sharing communication channels qdevelop incentive, rewards and recognition for innovation qdevelop innovative and flexible work arrangements tsinghua mba hrm page 2

19、1 8 december 2000 lecture 1 qbuild career planning and development tools qdevelop a unified training administration and e-delivery system qdevelop a compaq leadership model qprovide comprehensive leadership and management training qdrive succession planning deeper into the organization tsinghua mba

20、hrm page 22 8 december 2000 lecture 1 qcreate the employer image consistent with the brand qbuild innovative staffing and on-boarding processes qdevelop a strategy for managing our contingent workforce qredesign the isp process to support talent movement tsinghua mba hrm page 23 8 december 2000 lect

21、ure 1 qbuild and implement processes and systems to support account team qidentify and enhance the most critical hr processes qdevelop clarity on roles across the matrix qincorporate customer feedback into performance management tsinghua mba hrm page 24 8 december 2000 lecture 1 individual performan

22、ce plan individual performance plan: pmp2001 hr operation direction balanced scorecard hr tactical direction functional guide/matrix to hr team 4 roles and key accountabilities hr strategic direction hrs 4 roles and key accountabilities corporate strategy and goals hr mission, vision and values stat

23、ement tsinghua mba hrm page 25 8 december 2000 lecture 1 our mission: to deliver business results through customer-focused hr solutions. hr is a trusted partner in creating an environment that inspires individual commitment and drives company success. our values: simplicity & innovation leadership &

24、 integrity accessibility & responsiveness personal & professional growth teamwork & fun! our attitude: proactive! tsinghua mba hrm page 26 8 december 2000 lecture 1 day-to-day operational focus future/strategic focus people processes strategic hr planning hr as business partner culture and image str

25、ategic partner staffing organizational design succession planning performance measurementtraining & development employee relations labor relations environment, health, safety & security vow survey action plan compensation benefits hr information systems compliance administrative expert employee rela

26、tions expert change agent tsinghua mba hrm page 27 8 december 2000 lecture 1 peopleprocesses future/strategic focus day-to-day operational focus strategic partner strategic hr planning hr as business partner culture and values community relations change agent staffing organizational design change ma

27、nagement planning performance management training and development employee relations expert employee relations labor relations environment & safety health & security administrative expert compensation design benefits administration hr information systems legal compliance tsinghua mba hrm page 28 8 d

28、ecember 2000 lecture 1 add value & maximize upside limit liability & protect downside impact/contribution to the business strategic hr planning organizational design hr as business partner compensation benefits environment, health, safety & security compliance labor/union relations staffing training

29、 & development culture & image localization employee relations performance management vow survey action planning hr information systems (hris) a century of evolution in the function labor employee personnel human organizational relations relations resources effectiveness tsinghua mba hrm page 29 8 d

30、ecember 2000 lecture 1 to attract talents to join the company, develop their skills so that their potential can be harnessed, motivate them to perform so that they can derive job satisfaction in a conducive, safe work environment, and retain them so that they can progress and advance in their career

31、s within the organization. tsinghua mba hrm page 30 8 december 2000 lecture 1 to be an effective business partner in the organization by providing value-added services, timely support, accurate and prudent advice for decision-making that will positively impact the results of the companys operations.

32、 tsinghua mba hrm page 31 8 december 2000 lecture 1 compensation management we believe in paying competitive wages that commensurate with job size and individual performance welfare management we believe in being a firm, fair and caring employer. we strive to make employees value their jobs and want

33、 to remain in the organization based on their abilities to contribute and grow. performance management we believe in equipping employees with the necessary skills to do a good job, providing them with the tools, the environment, the support and the information needed to excel in their jobs. career m

34、anagement we believe in matching employees strengths and aptitudes to available jobs, developing them to their highest potential and offering them opportunities to advance in their careers. culture/value management we believe in instilling our corporate core values and promoting a corporate culture

35、that emphasizes results, teamwork, learning, sharing, service quality and work excellence. tsinghua mba hrm page 32 8 december 2000 lecture 1 internal equity external equity employee equity administration conceptscompensation techniques planning, budgeting, monitoring, evaluating job analysis job de

36、scription job evaluation job grades market definitions salary surveys policy lines pay structures seniority increases performance evaluation increase guidelines compensation objectives role clarity and accountability facilitates administration and performance management competitive wage policies and

37、 practices influence employees work attitudes and behaviour attract talents. retain talents. motivate employees comply with regulations. consistency in policy administration. tsinghua mba hrm page 33 8 december 2000 lecture 1 q need a balanced approach to maximize ability to attract, retain and comp

38、ete effectively in this market dollars: economic equity sense: emotional equity qlets look at what we are doing to develop and support stronger manager/employee relationships tsinghua mba hrm page 34 8 december 2000 lecture 1 ideals/ values mental emotional physical playcompetewin tsinghua mba hrm p

39、age 35 8 december 2000 lecture 1 presented by hewitts dr. edward gubman, human resource planning society annual conference, april 2000. engaged employees culture and purpose sense of purpose organizational valuestotal compensation pay/financial recognition benefits job tasks impact challenge/interes

40、t authority/responsibility relationships co-workers managers customers leadership credibility trust quality of work/life physical environment work-life balance opportunity growth/development advancement tsinghua mba hrm page 36 8 december 2000 lecture 1 team challenges uncertainty and non- participa

41、tion disagreement and low productivity disunity and conflicts competition and resistance goals roles processes relationships individual outcomes team outcomes organizational outcomes managing self and relationships interdependency and mutual support values and culture building total quality and high

42、 productivity resource optimization vision and mission alignment unifying directions and team commitment clear accountability and assigned responsibility effective and efficient operations knowing ones strengths and weaknesses planning and problem-solving personal commitment and action planning tsin

43、ghua mba hrm page 37 8 december 2000 lecture 1 “our people are our greatest strength. developing them is our greatest strategy.” hans w. gutsch tsinghua mba hrm page 38 8 december 2000 lecture 1 customer service excellence customer intimacy and executive touch solutions oriented customer relations m

44、anagement hrd focus areas in the 21st century skill-set technical project management management function skills human relations managing change behavior leadership teamwork change adaptability work hard and smart discipline mindset proactive paradigm shift continuous improvement mindset open minded

45、core values integrity value diversity customer oriented results oriented passion to win tsinghua mba hrm page 39 8 december 2000 lecture 1 process form meaning tsinghua mba hrm page 40 8 december 2000 lecture 1 processmeaningform strategy system (reengineering) efficiency effectiveness unit cost con

46、trol balance paradox autonomy business results high perf. teams learning orgn shared values relationship structure staff skills / style tsinghua mba hrm page 41 8 december 2000 lecture 1 sharedsharedshared valuesvaluesvalues skills style staff systems strategy structure tsinghua mba hrm page 42 8 de

47、cember 2000 lecture 1 depth of change benefits realized reinvent redesign existing process to world class standard streamline 10x improvement 3-5x improvement 1.5-2x improvement single function multiple processes business units company wide breath of change re-engineering tsinghua mba hrm page 43 8

48、december 2000 lecture 1 corporate culture (core values) responsiveness (service-centred) reliability (quality-centred) relationships (people-centred) resourcefulness (innovation-centred) responsible- mindedness (results-centred) corporate culture and organization effectiveness lee kok wai - april 19

49、98 resilience (character-centred) tsinghua mba hrm page 44 8 december 2000 lecture 1 qprovide trained manpower to meet the short- and long-term business needs of the organization. qensure staff clearly understand their roles and responsibilities and how they can contribute effectively to the achievement of the companys objectives. qinstitute and ensure that reward, recognition and incentive systems are effectively designed and administered. qensure that the companys policies and procedures are fairly and consistently implemented throughout the organization. qensure that employee-ma