《HR BP如何与业务共舞》 北京1223,上海：112526(中英双语)

1、?HR BP如何与业务共舞?杨老师 Mr. Yang 讲师曾任职大型外企GM、亚太区HRD、人力资源总监，分享最实用的分析思路和模板。Had ever serviced in world famous overseas-invested enterprise, Asia Pacific HRD/CHO, will share experienced and valuable analysis ideas and template 请学员自带笔记本电脑来会场，现场老师会把几十年资深经验总结的分析模型进行操作演示，并U盘拷给您，听完培训回去立即就能应用到自身

2、工作中Please take computer to conference hall, as analysis model summarized by valuable experienced work will be shared through operational demonstration on site, and can easily be transferred by U disk. Moreover,  work performance will be promoted after training asap.上海  

3、 2021年11月25-26日周二-周三ShanghaiNovember. 25-26, 2021 (Tuesday-Wednesday)北京   2021年12月2-3日周二-周三BeijingDecember. 2-3, 2021 (Tuesday-Wednesday)中仕企业学院近期的其他课程：您可回复邮件，我将该工程完整资料立即发给您王牌课程：       ?HR如何用数据和老板、各业务部门对话-大数据时代HR的必修课?-上海11月25-26日， 北京12月2-3日?财务必须掌握的-高水平的数据分

4、析?-上海11月11-12日，深圳12月11-12日         ?企业流程改善与标准化建立提升企业效率的工具?-上海：11月11-12日，北京12月11-12日         薪酬绩效类：       ?以鼓励为核心的薪酬管理?-上海10月22日，北京10月15日，深圳10月29日 税务类：  ?2021年外籍人士、企业高管个人所得税政策及风险防范?-上海10月21日，北京10月31日?财税人员必须掌握的100个涉税问

5、题?-上海11月4-5日，北京10月28-29日      心理学类：        ?全面解读心理咨询技术在HR工作中的应用?-上海11月4-5日                               

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7、    劳动关系类：?破解职工工伤及社保管理中的疑难杂症?-上海10月31号，北京10月28日          ?聚焦“三期、“病假、“年休假合规管理实务?-上海10月30日，北京10月23日，深圳10月17日?离职纠纷处理、离职面谈与情绪控制?-上海11月12日，北京11月19日商务技能类：?Excel在人力资源管理中的高效运用?-上海11月7日，北京11月11日    Background从事人力资源管理工作，您是否有和学员类似的困惑？1.  

8、60;  想做一个企业的Business Partner？跟更高层老板交流时，必须用数据说话！哪怕HR判断力再准，没有数据支撑，不懂数据分析，也永远只能是二流HR！2.     跟高层沟通时，你是否知道更高管理层真正想看什么？你是否心有余而力缺乏？你是否可以很好地呈现出来你要表达的意思？3.     离职面谈，不能胜任工作的职工，必须用数据说话才能以理服人？4.     业务部门和HR部门是否发生过冲突？究其原因出在哪里？5.

9、     怎样保证人员规划的合理性，尤其是管理、技术人员、生产人员？6.     你如何判断业务人员的风格、类型，以便于业务部门经理参考？7.     如何有效进行离职分析，从而控制公司职工流失率；能否提供一个薪资预算模型，能快速调整薪资预算；在每年薪资调整前，怎样利用EXCEL对薪酬体系表做分析调整？8.      如何进行绩效管理的有效性分析？制定人力资源战略时，对人力规划需求分析的

10、方法？9.      高管是销售业务出身，他们没有耐心看详细的数据除销售数据，利用经验判断，直奔结果，HR的一些数据没有震振力，如离职率，绩效考核没有鼓励性，职工激情降低，潜在离职率高。10.   企业内部薪资结构及水平的公平性、公正性的困惑；如何在效劳密集型企业，提高职工的积极性；招聘难，不仅是基层职工招人难，更是中级管理人员也难受？11.   在不使用软件的情况下，如何通过EXCEL将培训信息完整地表达出来，包括人均培训小时、总课时、人数、受训课程各部门费用、地点等等12

11、.   如何运用好市场薪酬劳动力价格数据，企业中的劳动力价格与市场中同行业水平一定是不一致，对某些岗位HR部门与实际用人部门的建议始终无法达成一致例：如财务部要求XX岗位加薪，但HR部门认为提薪没有依据。HR部门应该怎么办？13.   定员定编：对于老企业来讲，原已有部门定员编制，但对于现有业务已不适应，HR部门应该怎么办？总经理室该如何授权？14.   多维度人力本钱如何计算？多维度人力投资回报率如何看？离职本钱如何计算？.涉及HR工作的方方面面讲师做过亚太区HRD，之后做了GM，可谓既懂HR的专业，又

12、懂公司整体运营，相信这次培训一定能给您带来巨大帮助！Engaged in the human resources management, do you have following confusion with trainees?1. Want to be a companys business partner？ When communicating with the higher boss, you must use data to talk! Even though the HR has a good judgment, without data support, not kno

13、wing about data analysis, he will always be the second-class HR!2. When communicating with the senior, do you know what they really want to see? Whether is it beyond your grasp? Whether can you well express what you are trying to say?3. Exit interview, employee who cant be competent for his job, he

14、can be persuaded through reasoning only if the HR use data to talk?4. Whether there was a conflict between business department and HR department? Where was the reason?5. How to ensure the reasonableness of personnel planning, especially the managers, technical staff and production staff?6. How to ju

15、dge the style and type of business staff for business department manager referencing?7. How to effectively do the leaving analysis to control the employee turnover rate; whether a salary budget model can be provided to rapidly adjust the salary budget; before every year salary adjusting, how to cond

16、uct the analysis and adjustment of remuneration system using EXCEL?8. How to conduct the effective analysis of performance management? When making human resources strategy, what is the method of human resources planning demand analysis?9. The executives were salesmen, they dont have the patience to

17、read the specific data (except the sales data), judge according to the experience, straight to the results, HRs some data has no power, such as turnover rate, performance assessment has no motivation, employees passion reduced, high potential turnover rate.10. The confusions of the fairness and

18、 impartiality of salary structure and level in company; how to improve the employee motivation in service intensive company; Difficult to recruit, not only the grass-roots employees are difficult to recruit, but also the middle managers are puzzled?11. Under the circumstances not using software

19、, how to completely express the training information through EXCEL, including training hours per person, total hours, number of people, courses, fee and place of every department, etc.12. How to well use the market remuneration and labor price data, the labor price in company must be different with

20、the same industry in market, to some positions the advices are always failed to reach an agreement between HR department and employ department (e.g. finance department requires a raise of salary for XX position, but HR department thinks there is no basis for raising). What should HR department do?13

21、. Fix the number of people employed：To the old company, fix the number of people employed in the original existing department, but to the current business, it is no longer suitable. What should HR department do? How should the general managers office authorize?14. How to calculate the multi-dimensio

22、nal human costs? How to see the multi-dimensional human resources ROI? How to calculate the turnover costs?. Involving all aspects of HR workThe lecture has been the HRO in Asia-Pacific and GM, he is not only proficient in HR, but also in company overall operation. We believe this training must be a

23、ble to bring you great help! Target Audience适用于所有模块HR让您掌握一门数据语言，一切用数据说话，真正成为Business Partner帮助您洞悉公司各类数据背后的真实情况，教会您分析思路，帮助您学会从本质上解决公司的问题。快速地分析公司管理结构和工资结构是否平衡合理,方便地制作工资表，并在几分钟内做出各类薪酬统计分析；建立动态的薪酬调整方案，并找到可选范围。通过离职人员数据多纬度分析，对职工流失的可能性进行提前防范。通过驱动因素表，直观地建立各部门和岗位目标一致的量化KPI指标体系知道管理人员和业务员的销售行为模式，哪些是开拓性销售人

24、员，哪些是保守性的销售人员。在公司业务转型和开拓市场时你可以有充分依据建议派遣适宜的人员。知道关键业务职工和有潜力性职工在哪里，可以给于他们更大的关注,并有目的的进行人员搭配。通过最优方案工具，让电脑告诉你加班排班的最适宜结果.Applied in all field HR managementLet you grasp a data language, use data to talk, truly become the Business Partner. Help you know about the truth hidden behind the various data, teach

25、you the analysis idea, help you solve the companys problems essentially.Rapidly analyze whether the company management structure and salary structure are balance,Make the salary table conveniently, and do all kinds of remuneration statistical analyses in several minutes;Build a dynamic remuneration

26、adjustment plan, and find the optional range.Through the more latitude data analysis of leaving staff, prevent the possibility of losing employees in advance. By driving factor table, intuitively build the quantitative KPI index system that the goals of departments and positions are consistentK

27、now the sales behavior patterns of management staff and business staff, which are pioneering sales staff and which are conservative sales staff. You can a well-founded recommendation to dispatch appropriate personnel     when the company's business transformation and developing ne

28、w market. Know who are the key business staff and the potential staff, be able to give them more attentions and conduct the personnel collocation purposely.By the optimal solution tool, let computer tell you the most appropriate results of overtime and shift. Course Outline 第一局部：HR数据分析在人力资

29、源结构分析上的应用公司职工结构多纬度分析离职职工分析和职业周期预测在职职工结构三维图形展示Part I:The application of HR data analysis in human resources structure analysisThe more latitude analysis of company employees structureThe leaving employees analysis and the prediction of career cycle3D graphic display of employees structure第二局部：HR数据分析在

30、薪资预算和薪酬管理上的应用 快速描述薪资结构的方法 年度薪资预算方案模型制定 工资表制作自动计算税金和社保 自动排班安排方案模型Part IIThe application of HR data analysis in salary budget and remuneration managementThe method of rapidly describing salary structureThe model formulation of annual salary budget planThe formulation of salary tabl

31、e (automatically calculate tax and social security)The plan model of automatically scheduling the shift第三局部：HR数据分析在绩效体系设计和绩效管理上的应用职工任职能力匹配分析绩效驱动因素动态模型建立绩效分布矩阵图Part IIIThe application of HR data analysis in the design of performance system and performance managementThe employee working capacity match

32、ing analysisThe establishment of performance driving factors dynamic modelPerformance distribution matrix第四局部：HR数据分析在业务人员管理上的应用业务人员绩效跟踪的三个分析步骤销售人员行为分析与绩效建模采购人员行为分析与绩效建模业绩、奖金与人员匹配模型Part IVThe application of HR data analysis in business staff managementThree analysis steps of business staff performanc

33、e trackingThe behavior analysis and performance modeling of sales staffThe behavior analysis and performance modeling of purchasing staffThe performance, bonus and staff matching model第五局部：学会用数据分析和EXCEL提高工作效率和质量，学会做精美展示难以想象的右键功能根底之根底友好界面表格的制作及保护数据的有效整理分列、常用函数的数据透视表在海量数据分析中的应用图形展示和在线分析的应用预测与规划工具的使用Pa

34、rt V:Learn to improve the working efficiency and quality by using data analysis and EXCEL, learn how to make a beautiful showUnimaginable function of right clicking (basis of the basis)The production and protection of friendly interface tableThe effective arrangement of data (parse, common functions

35、)The application of PivotTable in massive data analysisThe application of graphic display and online analysisThe use of predicting and planning tool    Introduction of Trainer杨老师杨先生有着多年海外生活工作经验和近二十年企业高管实战经验。其毕业于上海师范大学理论物理系专业，并在上海交通大学和上海复旦大学进修，取得了工商管理博士学位。杨先生是上海市品牌授权经营企业协会秘书长，曾担任澳

36、大利亚 Classique Furniture Pty. Ltd. Australia 上海办事处首席代表；宝隆洋行英特尔乳品亚太区高管；国内某著名乳业股份公司总经理；国内著名上市公司均瑶集团总经理等。同时，杨云先生在企业运营的理论研究方面，有其独到的见解和理论体系。被北京大学、中 仕企业学院、上海交大、华东师范大学等著名学府/机构聘请为兼职讲师，并曾经为1000多家涵盖世界五百强企业、大型国企集团、民企集团提供咨询和培训工程。以参谋、工程管理方式帮助众多企业解决实际问题。学历及教育背景：上海师范大学 理论物理系学士、上海交通大学 管理学院 MBA、美国西海岸大学

37、 工商管理博士 DBA。Dr. YANGDr. Yang has provided comprehensive and quality training to quite a few multinational enterprises. He helps enterprises to solve the management issues through consultancy, training and project management. He is good at communicating with different level of management and wil

38、ling to share knowledge with his clients. Various clients benefited from Dr. Yangs practical training programs.Now Dr. Yang is the honorable instructor for Jiaotong University MBA program.Dr. Yang is one of the first batches of Chinese application developer, implemented to carry out ERP software suc

39、h as SAP etc.Dr. Yang is very good at the Data management, business analysis and establishing Mathematic Model, he is always proactive, and data can speak. He is also involved in the project of BPR for clients in Financeren company.内训需求您也可请这位老师去您公司讲授完全针对您公司目前情况的内部培训。另外，我们中仕企业学院还有200多个课题的在中国地区最顶尖讲师。Interior Training DemandYou may also invite Trainer Song to deliver interior training which is based on the current situation of your company. Additionally, we have best trainers of more than 200 subjects available in our CP Academy. We are sure you will find what you need here a