g翰威特项目建议书（东大）ppt课件

1、 Improve Business Results Through People经过人改良运营结果NEUSOFT Corporation东大软件集团March 2001二OO一年三月About this Material关于这份资料In response to “Neusoft invitation, Hewitt provide in this material our suggested project approach to help Neusoft build up the world-wide standard human resource management system, wh

2、ich 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 t

3、he co-operation between Neusoft and Hewitt.我们接受了东大软件集团(东大)的委托，为贵公司提供一份关于翰威特公司将如何协助制定一个世界规范的人力资源管理系统，尤其是东大特别关注的任务设计/评价，薪酬鼓励及绩效管理系统的设计方案。本文本中所包括的信息阐明了我们将如何进展这个工程。我们特别指出了我们对贵公司需求的了解、完成这个工程的方法过程以及翰威特公司与东大协作的许多细节问题。The suggested project approach adopts some successful ideas and procedures which have been

4、 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. 这个建议的过程采用了一些其他人力资源开展工程中运转较好的步骤。我们认识到为了保证工程的胜利运作他们能够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点，并希望贵方提出

5、他们的想法以改良我们的建议方案。Contents内容About Hewitt Associates 关于翰威特公司 Our Understanding of Your Situation 对贵公司情况的了解 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设计和实施所要思索的要素Our Suggested Approach 我们的设计方案Our Consulting Team 我们的咨询团队 Our Experience in Telecom Industr

6、y in Asia Pacific我们在亚太区电信业上的阅历Fee and Timing 费用与时间构造 Hewitt Associates LLC翰威特咨询公司Hewitt Associates翰威特公司Global management consulting firm specializing in people solutions to business issues专长于从人员管理入手处理商业运营问题的全球性管理咨询公司Largest human resources consulting firm in the U.S.A为美国最大的人力资源咨询公司 12,000 Associates

7、 world-wide全球 12,000 名员工75% of Fortune 500 are Hewitt clients财富500强中75%的公司为翰威特公司的客户Over 1.28 billion USD in revenue in FY 2000 2000年度销售收入达12.8亿美金81 offices in 37 countries在37个国家建立了81个办事处19 offices in Asia Pacific 在亚洲建立了19个办事机构Hewitt in China (Cont)翰威特公司(续)Largest and most experienced workforce consu

8、lting firm in China中国规模最大并且阅历最丰富的人力资源咨询公司3 offices in Shanghai, , and Hong Kong with nearly 100 Associates在上海、北京、和香港办事处拥有近100名员工6 years of client experience in China六年在华咨询阅历800+ clients in China在中国已拥有800多家跨国客户公司的客户根底Multi-cultural, multi-lingual, multi-talented staff跨文化、多种言语才干、多方面阅历技艺的咨询队伍One-firm f

9、irm全球一体化的组织构造Our Consulting Experience我们的咨询阅历Largest and most experienced restructure, compensation and performance management consulting practice in China中国最大、最有阅历的重组，薪酬及绩效管理咨询队伍40 full-time consultants40 名全职咨询顾问Most experience in program design在工程设计方面拥有丰富的阅历Organizational change, Salary structure,

10、 job evaluation, pay delivery .机构重组，工资构造、职位评价、工资发放.Experience with SOEs, JVs, Rep Offices, WOFEs, Private Chinese companies与国营企业、合资企业、外商代表处、独资企业及中国的私营公司均有协作阅历Working relationship with MOF and CSRC 与财政部和证监会的良好协作关系 How to Help Our China Clients(current project)翰威特如何协助在华的客户企业(近期工程) Our Experience in Te

11、lecom Industry in Asia Pacific 翰威特在亚太地域电信业的效力阅历Our Clients in Telecom Industry and Information Industry (翰威特在电信及信息行业的客户)Success in workforce planning requires HR to:胜利的进展员工队伍战略部署方案需求人力资源部门来：Understand outcomes desired by business了解企业运营的预期成果Understand business strategies for obtaining outcomes了解获得这些成

12、果所要采取的运营战略Define best organization structure to support business strategy设计最正确组织构造来支持运营战略Define people requirements needed to achieve business strategy确定完成企业运营战略所需的员工素质才干要求Develop strategies for delivering people requirements制定将员工才干付诸于实际的战略Develop techniques for monitoring progress toward goals开展对于到

13、达目的的进程进展监控的技艺Linking People Strategy to Business Strategy将人力资源战略与企业运营战略相联络Rewarding薪酬管理Align Organization to Business Strategy组织与运营战略相一致Desired Business Results运营目的Business Strategies运营战略People Requirements对员工的要求HR Strategies人力资源战略Employee Needs员工的需求HR人力资源Performing绩效管理Learning培训开展Staffing人员配置Employ

14、ee Satisfaction员工称心Customer Satisfaction客户称心Organizing组织管理Our Understanding of Your Situation我们对贵公司的了解Our Understanding of Your Situation我们对贵公司情况的了解Number of employees: Over2700员工人数: 2700余人Registed Capital:0.56billion RMB注册资本：5.6亿元Main line of business:运营范围:Products or services: Application software

15、 and solutions产品或效力: 运用软件的供应商和处理方案的提供者Operation location: Shenyang & Dalian主要营业地: 沈阳和大连Business and HR Issues企业运营及人力资源情况Company is experiencing increasing competition for talent and market share 面临日趋猛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

16、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需求提高现有组织构造的效率、市场竞争力以及有效寿命WTO will have an impact on your competitive situation中国入世对他们的竞争位置将产生影响Need to develop an effective compensation and p

17、erformance management program that:着手制定有效的薪酬鼓励和绩效管理方案，此方案将：Is in alignment with business needs and results与企业运营绩效相互协调Helps attract, retain and motivate employees, especially for management staffs协助吸引，留用和鼓励员工,尤其针对管理层Rewards competency and/or contribution奖励员工才干和/或奉献Our Response to Your Needs 我们对贵公司需求的

18、反响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翰威特公司的初步建议，有关为理处理相关问题我们将如何与东大进展协作。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Phas

19、e 2 - Assesment of Current HR Practices, Presentation to Management阶段2-现有人力资源方案评价，并向管理层人员演讲引见Phase 3 - Re-design Compensation Structure, Long term Incentive Plan and Performance Management System阶段3-重新设计薪酬构造、长期奖励方案以及绩效管理体系Our Response to Your Needs 我们对贵公司需求的反响Because we understand from our meeting t

20、hat 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, Hewitt advocates a holistic approach to all workforce programs rather than a piecemeal approach. This approach is particularly relevan

21、t 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.经过会议，我们了解到中心才干构造的设计以及管理培训也将对东大有一定的价值。因此我们在附录中也包括了有关这两方面的建议。实践上，翰威特更主张提供一整套全面的人力资源方案，对公司的长久开展更为相关。中心才干是构成人力资源方案一切关健要素的根底。Overview of

22、the Project Phases 工程阶段概览Phase 1 阶段一Executive Interview of Neusofts top management to set directionfor long-term incentive plan, compensation philosophy, and performance management 与东大高级管理人员进展面谈，以便确定长期性奖励方案、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 pe

23、rformance managementand the compensation systemA. 对东大当前的人力资源管理系统，尤其是绩效管理和薪资系统进展评价B. Presentation to management B. 向管理层汇报演讲Phase 3A阶段三ARe-design of Neusofts compensation structure/ Re-design of Neusofts longterm incentive plan重新设计东大的薪酬构造和长期奖励方案 Phase 3B阶段三BRe-design performancemanagement system 重新设计绩

24、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展面谈，以了解公司目的、战略及总体运营需求Interviews will be based on a pre-agreed questionnaire and will be designed to last approximately 2 hours each. 我们将

25、根据双方预先确定的问卷来进展面谈，每个面谈将继续两小时左右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展面谈：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

26、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方案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? S

27、hould fit vary by position in the company?长期奖励方案应如何与其它全面薪酬方案相匹配？匹配方式能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)? 需求经过长期奖励方案传达

28、什么信息？方案设计过程中应融入哪些绩效规范？能否应根据绩效幅度来确定费用构造？How will the company fund the program? 公司如何筹措方案基金？What should be the proper mix of base pay, short-term incentive, long-term incentive, and benefits in the compensation plan?在薪酬方案中，根本工资、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

29、to these questions will generate a context within which Hewitt Associates can guide Neusoft in the identification of long term incentive plan provisions, including: 翰威特咨询公司将根据您所提供的答案来引导东大确定根本的长期奖励方案条款，其中包括：Eligibilityhow will plan coverage be determined and administered?享用资历：如何确定和管理方案的适用范围？Award siz

30、es and target opportunitieshow will award levels be defined? 授予数额与目的机遇：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本质是什么？Termination provi

31、sionswhat will happen at death, disability, retirement, etc.? 终结条款：方案享用者死亡、残疾、退休时应如何加以处置？The right total compensation mix between base pay, short and long-term incentive, and benefits 全面薪酬方案中，根本工资、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,

32、 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 该阶段终了时，我们将搜集到各位关键高层经理有关运营战略方面的意见与建议，以及对长期奖励与薪酬方案的目的与期望We also will have clarified the objectives and potential key design featu

33、res of the program我们还将明确该方案的总体目的及潜在的关键设计要素Phase 1 - Executive InterviewsFocus Group (Optional) 第一阶段：中心小组(备选)You may also choose to have us conduct focus group meetings with key groups of employees 您还可以选择由翰威特咨询公司与关键的员工小组来进展中心小组面谈During these focus group discussions we would assess the employees views

34、 on:在中心小组面谈中，我们将评价下述内容：How satisfied employees are with Neusofts compensation system 员工对东大薪酬系统的称心度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了解情况(即：根本工资、奖励、奖金、福利等)Their views on how competitive Neusoft is in terms of total compen

35、sation员工对东大全面薪酬系统竞争力的看法Their overall satisfaction about the employment relationship a Neusoft 员工对东大聘用关系的总体称心度Their overall view of the various HR systems and management in general 员工对各种人力资源系统与普通管理的总体看法Their understanding of the companys business goals and their contributions to those goals员工对公司运营目的以

36、及他们在实现这些目的的过程中所发扬的作用的了解情况Phase 1 - Executive InterviewsFocus Group (Optional) 第一阶段：中心小组(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该阶段终了时，我们将搜集到员工们对于运营目的的建议，以及他们对包括全面薪

37、酬在内的一切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方案，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价In this Phase, Hewitt Associates will review all of Neusofts materials

38、 and procedures regarding Human Resources with a specific focus on Compensation and Performance Management 在该阶段中，翰威特咨询公司将审核一切的东大人力资源资料与规程，尤其是薪酬与绩效管理方面的内容Hewitt will give Neusoft a list of materials it would like to study 翰威特将为东大提供一系列分析资料Once we have collected all materials we will review them and as

39、sess your systems against Hewitts database of best practices. We will: 搜集到一切资料之后，我们将对其加以审核并对照翰威特最正确方案数据库来评价贵公司的系统。我们将：Review all technical aspects of your systems and determine where there are gaps and areas for improvement 审核东大系统中一切的技术要素，并确定其中的差距与缺乏之处Assess the link between your human resource prac

40、tices and your stated business results 评价东大人力资源方案与您所陈说的运营结果之间的关联性Determine if the link is strong or not 确定这一关联性能否严密Begin outlining how to improve the system 开场规划如何改良该系统Phase 2A - Assessment of Current HR Practices 第二阶段A：现有人力资源方案评价Key Outcomes: 关键结果：At the end of this Phase, Hewitt will have a thorou

41、gh understanding of Neusofts HR practices specifically related to Performance Management and Compensation该阶段终了时，翰威特咨询公司将充分了解东大的人力资源方案，尤其是那些与绩效管理和薪酬亲密相关的方案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，以便向东大约述关

42、键的改良之处及后续步骤提案Phase 2B - Assessment of Current HR PracticesPresentation to Management第二阶段B：现有人力资源方案评价向管理层进展演讲引见Once Hewitt has 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 ma

43、nagement翰威特咨询公司在从高层经理面谈、中心小组(备选)面谈及人力资源方案评价中搜集到一切信息之后，我们将向东大管理层进展一次为期半天的演讲引见。The presentation will outline:演讲中将概述以下内容：Our understanding of the business strategy as outlined by the key executives 我们对于东大高层经理所概述的运营战略的了解How the business strategy fits in with the total compensation plan该运营战略与全面薪酬方案的匹配情况K

44、ey 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方案所达成的关键共识The message Executives want to send through the implementation of the long term incentive plan 高层经理希望经过实施长期奖励方案所传达的信息内容Any related information on the direction of the company and t

45、he 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 PracticesPresentation to Management 第二阶段B：现有人力资源方案评价向管理层进展演讲引见The presentation will also outline: 演讲中还将概述以下内容：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 Neuso

46、ft practices compare with best practices in China东大方案与在华最正确方案的对比情况Our suggestions for modifications and improvement including:我们的修正与改良建议包括：Various options along with advantages and disadvantages of each option 各种方案及其优、缺陷Our recommendations on solutions best adapted to Neusofts situation 我们所建议的最适用于东大

47、现状的处理方案A comprehensive proposal on how to design and implement our recommendations有关如何设计和实施翰威特提案的一个综合性方案Phase 2B - Assessment of Current HR PracticesPresentation to Management 第二阶段B：现有人力资源方案评价向管理层进展演讲引见Key Outcomes: 关键结果：At the end of this presentation, Neusoft will have a comprehensive understandin

48、g of the direction and desire results for designing and implementing long term incentive plan演讲终了时，东大将对设计和实施长期奖励方案的方向和预期结果获得一个全面的了解Neusoft will also have a comprehensive review of its total remuneration and performance management system along with recommendations for improvement东大在获得改良建议的同时，还将获得对其全面

49、薪酬与绩效管理系统的全面审视Neusoft will have a comprehensive proposal on how Hewitt would address its desire to modify or re-do the compensation and performance management systems东大将获得一份综合性的提案，其内容是关于翰威特公司将如何在修正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

50、新设计薪酬构造和长期奖励方案Job Documentation 职位文档Definition and Purposes 定义和目的Is a process of defining and describing: 是一个定义和描画的过程:Job duties/responsibilities 任务责任/职责Job characteristics 任务性质Other requirements of jobs 其他的任务要求Typical purposes of job documentation include: 职位文档的典型目的包括:Process Overview 程序概览Step 1:De

51、fine Purposesand Guidelines 步骤1:确定目的和准那么Step 2:Design Template and Tool步骤2:设计方式和工具Step 3: Job DocumentationTraining步骤3: 职位文档培训Step 4: Review Job Documentation步骤4: 审核职位文档NeusoftsManagers and SupervisorsDocument Jobs东大软件集团的经理和主管将职位文本化tProcess Steps 程序步骤Step 1: Defining the purposes of job documentatio

52、n 步骤1: 确定职位文档的目的The project team will meet to: 工程小组将会面:Discuss how Neusoft will use job documentation讨论东大软件集团将如何运用职位文档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方式的设计Agree on high level principles of the development of a job description template 在设计职位描画方式时所涉及的

53、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方式)，从而搜集一切与职位相关的信息 Outcome: The purposes of job documentation is identified, which will guide the design of the job description template; th

54、e 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，并将指点职位描画方式的设计；工程小组在如何搜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: 设计职位描画方式以及信息搜集工具Hewitt will will design the template off

55、-site 翰威特将为公司设计方式The template should support Neusoft s purposes of establishing job documentation这一方式应支持东大软件集团建立职位文档的目的The template may consists of: 这一方式能够由以下几部分组成Job purpose, primary duties and responsibilities. reporting relationship, internal & external customers, job requirement (e.g., education

56、, experience), approval process 任务目的、主要的责任和职责、与上级的汇报关系、内部和外部的客户、任务要求(例如教育背景和相关阅历)以及同意认同的程序。Process Steps (Cont) 程序步骤(续)Hewitt will design appropriate tools (e.g., interview guide, questionnaire) to prepare for information gathering 翰威特将设计恰当的工具(例如面谈指点和问卷)，从而为信息搜集做预备The project team will meet to final

57、ize the template and information gathering tools 工程小组将会面并且最终确定方式和信息搜集的工具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: 东大软件集团将拥有能为目的效力的有效的职位描画方式，并且具备有效的工具去搜集最新的且准确的与职

58、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Hewitt will prepare training materials off-site; the material will focus on: 翰威特将预备培训资料，这些资料将注重于：Introduction of the template and the information gathering tool有关方式及信息搜集工具的引见How to gathering information and documenting jo

59、bs once the information is received一旦接纳到信息，将如何进展信息搜集及职位文本化任务Process Steps (Cont) 程序步骤(续)The project team will meet to finalize the training material 工程小组将会面并最终确定培训资料Neusof will make all necessary logistics arrangement for the training东大软件集团将为培训做好一切必要的安排Usually, managers/supervisors are responsible f

60、or documenting their subordinates jobs; therefore, they are required to attend the training 通常情况下，经理或主管担任将他们下属的职位文本化。因此，他们被要求参与培训Hewitt will conduct job documentation training; examples of completed job documentation will be provided for Neusoft as a reference 翰威特将进展职位文档培训，已完成的职位文档实例将提供应东大软件集团作为参考Ou