《人力资源战略》(英文PPT 30页)

1、People Before StrategyMichael ChanDirector, China/HKTel : (852) 2527 9797Tel : 8621 6279 88321Operationalize Business Strategies throughPeople Managementto Achieve ResultsPeople Before Strategy2Mission / VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg. /

2、 Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual Competencies

3、C-Sort Hay MethodologyFields of ManagementI.R.M. A.Process MappingHay JA methodologyJE Guide ChartHay MethodologyCompetencies Modeling PSE / PVQLSI / MSIOCS / ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External Competitiveness Coaching and MMPI programsBEI3Mission / VisionStrategyWo

4、rk CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance Ind

5、icatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M. A.Process MappingHay JA/JEGuide ChartHay MethodologyCompetencies Modeling PSE / PVQLSI / MSIOCS / ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External Competit

6、ivenessExecutive / Masterful CoachingMMPIBEI4Concept of Work Culture5High Performing Organizations . How Value is CreatedFUNCTIONNETWORKPROCESSTIME-BASEDTechnical and specialist leadershipReliabilityResource ManagementCustomer satisfactionHigh service levelsBalanced returnsVenture drivenEntrepreneur

7、shiprisk- takingEffective partnershipsSpeed to marketTechnical edgeExploring opportunitiesThese are the factors that need measuring and reinforcingTECHNOLOGYCUSTOMERRELIABILITYFLEXIBILITY6C-SortHay Functional Work Culture Model“Our Functional Work Culture Rewards, Encourages and Supports the Followi

8、ng Behaviors and Activities.Very Frequently/To a Great Extent/ In Most Parts of the OrganizationVery Infrequently/To a Small Extent/In Few Parts of the OrganizationSometimes/To Some Extent/ In Some Parts of the OrganizationMaximizing customer satisfaction (4)Limiting the downside of risks (32)Establ

9、ishing clear, well- documented work processes (19)Minimizing unpredictability of business results (45)Being highly organized (7)Maintaining existing customer accounts (11)Being precise (48)Providing secure employment (3)Being loyal and committed to the company (55)Maintaining clear lines of authorit

10、y and accountability(18)Treating employees fairly and consistently (22)Using proven methods to serve existing markets (8)Anticipating changes in the business environment (35)Minimizing human error (52)Establishing clear job descriptions and requirements (26)Using limited resources effectively (15)Qu

11、ality checking subordinates work (44)Attracting top talent (21)Supporting top management decisions (50)Delivering reliably on commitments to customers(13)Developing new products or services (54)Selling successfully (16)Continuously improving operations (20)Gaining the confidence of customers (46)Usi

12、ng resources outside the company to get things done (33)Respecting the chain of command (37)Responding to customer feedback (30)Participating in training and continuing education (31)Achieving budgeted objectives (56)Providing employees with resources to satisfy customers (10)Demonstrating understan

13、ding of thecustomers point of view (6)Increasing decision making speed (39)Rewarding superior performance (23)Pushing decision-making to the lowest levels (51)Supporting the decisionsof ones boss (2)Tolerating well-meaning mistakes (29)Encouraging innovation (40)Taking initiative (36)Pioneering new

14、ways of doing things (24)Being flexible and adaptive in thinking and approach (14)Taking action despite uncertainty (43)Applying innovative technology to new situations (28)Capitalizing on windows of opportunity (27)Establishing new ventures or new lines of business (12)Building strategic alliancesw

15、ith other organizations(41)Maintaining a high senseof urgency (25)Finding novel ways to capitalize on skills that people have (53)Acquiring cross-functional knowledge and skills (49)Encouraging expression ofdiverse viewpoints (47)Encouraging teamwork (1)Capitalizing on creativity and innovation (34)

16、Organizing jobs around capabilities of individuals (38)Significantly decreasing cycle times (9)Experimenting with new management techniques (5)Promoting ones point of view strongly (17)Adapting quickly to changes in the business environment (42)7Mission / VisionStrategyWork CultureStrategy De-codePe

17、rformance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(V

18、alues)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M. A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE / PVQLSI / MSIOCS / ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive / Masterful CoachingMM

19、PIBEI8Organisation Structure / ProcessesField of ManagementExternal RelationsFinance and ControlMarketingHuman Resource ManagementProductionPhysical Distribution (Logistics)Research and DevelopmentSecretarial and LegalIRMA and Process Mapping9Mission / VisionStrategyWork CultureStrategy De-codePerfo

20、rmance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Valu

21、es)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M. A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE / PVQLSI / MSIOCS / ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive / Masterful CoachingMMPIB

22、EI10Job/Role AnalysisNature and Scope of ActivitiesA Description of :How the job is performed (Environment/Structure)what is involved in achieving the Principal AccountabilitiesPrincipal AccountabilitiesList of End Results that are required from the jobholderKey Performance IndicatorMeasures of succ

23、essful performance of the accountabilitiesCompetency/Skill RequirementSkills and behaviors required for successful performance in the job and the organizationOrganisation Relationship11is a system for ranking jobs logically and fairly by comparing job against job or against a pre-determined scale to

24、 determine the relative value of jobs to an organisation.“The term job evaluation refers to a formal procedure for hierarchically ordering a set of jobs or positions with respect to their value or worth, usually for the purpose of setting pay rates.National Academy of Sciences 1979Job Evaluation12Te

25、chnicalKnow-HowManagementBreadthHuman RelationsSkillsFreedomto ActArea of ImpactNature ofImpactThinkingEnvironmentThinkingChallengePROBLEM SOLVINGKNOW-HOWACCOUNTABILITYElements of Job Size13Mission / VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg. / Man

26、agement Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-So

27、rt MethodologyFields of ManagementI.R.M. A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE / PVQLSI / MSIOCS / ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive / Masterful CoachingMMPIBEI14Hay/McBer Competency DefinitionAny motive, attitu

28、de, skill, knowledge, behaviour or other personal characteristic that is essential to perform the job, or differentiates average from superior performers15Underlying Competencies Become More Important as Job Complexity IncreasesNatural Tendencies and TraitsTask- Related Knowledgeand SkillsFor Exampl

29、e:Knowledge of Electronics, Companies Products, Labor Relations, Law Skill in active listening, NegotiatingFor Example:TenacityInitiativeInterpersonal SensitivitySelf ConfidenceJob ComplexityRelative ImportanceHighLow16Iceberg Model of CompetenciesKnowledgeSkillSocial RoleSelf-ImageTraitMotiveInform

30、ation that a personhas in a particular areaThe image one projectsto others (“outer-self)A general disposition tobehave in a certain wayBehavioural demonstrationof expertiseA persons sense of identityand worth (“inner-self)Recurrent thoughtsthat drive behaviour17The Four-Circle ModelIndividual Compet

31、enciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance18SelfAwarenessSocialAwarenessSelfManagementSocial SkillsEmotional Self-AwarenessAccurate Self-AssessmentSelf-ConfidenceEmpathyOrganizational AwarenessSelf-Control

32、TrustworthinessConscientiousnessAdaptabilityAchievement OrientationInitiativeInfluenceDeveloping OthersService Orientation LeadershipCommunicationChange CatalystConflict ManagementBuilding BondsTeamwork & CollaborationCritical EI Competencies19The Four-Circle ModelIndividual CompetenciesOrganisation

33、al ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance20Competency Model21The Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisation

34、al performance22Research Has Identified Six Managerial Styles:CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching230%10%20%30%40%50%60%70%80%90%100%10%20%30%40%50%60%70%80%90%100%1999 McBer and Company, Inc. All rights reservedManagerial Style InventoryParticipant VersionAsia Norms66=Domin

35、ant50-65=BackupCoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachingWhat Styles Do I Think I am Using?240%10%20%30%40%50%60%70%80%90%100%CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching10%20%30%40%50%60%70%80%90%100%Managerial Style InventoryEmployee Version (N=5)Asia Norms66=Do

36、minant50-65=Backup1999 McBer and Company, Inc. All rights reservedWhat Styles Do They Perceive Me Using?25The Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance26 Six climate dime

37、nsions relate to performance: Flexibility Standards Team Commitment Responsibility Rewards ClarityResearch indicates.27Organizational Climate of Outstanding and Typical ExecutivesResponsibilityRewardsTeam Commitment0102030405060708090100FlexibilityStandardsClarityTotalOrganizational Climate Good Exe

38、cutivesOutstanding ExecutivesClimate DimensionsEmployee AssessmentHigh Performing Leaders and Managers Create Better Climates28The Results of Investing in CompetenciesHay/McBer Competency Method Produces Superior HiresLOreal Salesforce Candidate Selection, 1988-199015%41%6%0%78%68.7%18.7%10.5%21%0%Q

39、uit or FiredCandidates forPromotionPromoted toManagementAchievedSales QuotaAverage SalesIncreasePer QuarterFocusing on the right competencies has direct business impact33 candidates hired using the Hay/McBer competency method44 candidates hired conventionally29RewardHow willemployees be compensated?

40、Recruitment and SelectionHow should qualified candidates be identified, assessed and selected?Career PlanningHow can we help employees realise their potential and aspirations?CompetencyModel and ProfilesTraining & DevelopmentWhat are the development requirements for our roles? How can we build these

41、 capabilities?Succession Planning and Work Force Audit What capabilities do we have? What do we need?Performance ManagementHow will we drive superior performance?Strategically Applying Competencies30Mission / VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole ClarificationJob Analys