美世-HR如何成为一个战略业务伙伴ppt课件

1、HRs New Role Becoming a Strategic Business PartnerNovember 2005ODN National ConferenceMinneapolisMercer Delta ConsultingOverviewBrief Description Of Mercer Delta Consulting (MDC)HR Transformation and the Evolution of the HR Business Partner ConceptWhat It Takes to Be An Effective HR Business Partner

2、Using Diagnosis to Transform Relationships and OpportunitiesStaying Focused on Issues that Matter to the BusinessDelivering Changes That Make a Real DifferenceSome Examples of Doing It WellNext StepsMercer Delta ConsultingMercer Delta ClientsExecutive leadership at the public-company/enterprise leve

3、lIncludes CEOs, COOs, Executive Teams, and BoardsRelationships extend out into the organization$1 billion+ enterprises and smaller high-growth companiesRecognizing the need for changeAware of own limitationsLooking for assistanceIllustrative Client CompaniessMercer Delta ConsultingCreating Knowledge

4、HR Transformation and the Evolution of the HR Business Partner ConceptMercer Delta ConsultingThe Promise of HR TransformationSubstantial cost savings through the automation and outsourcing of routine transactional work and the creation of shared servicesMore complete, accurate, and useful informatio

5、n management through the creation of comprehensive, all-encompassing databases and HRIS systemsEnhanced accessibility and self-service through 24/7 online and call center support for routine operationsUniform policy application across locations due to centralization of decision-making in shared syst

6、emsEnhanced capabilities through centers of excellence for non-routine workFreed from the routine work, a new role for HR generalists as strategic business partnersMercer Delta ConsultingFrom Personnel to Business PartnerApproximate DatesKey BusinessIssuesHR RoleTitle for Role1920s-1930sOrganic Grow

7、thNew TechnologiesHiring, Training, and Caring for EmployeesPersonnel1940s-1970sDiversificationCompetitionProductivityNegotiationsEmployee Relations/Labor Relations1970s-1990sInternational CompetitionSurvivalShift to ServiceDownsizingLeadershipChange ProgramsPerformance Management/RewardsHuman Resou

8、rces2000GlobalizationInnovationReinventionTalent DevelopmentStrategic CapabilitiesHR Business Partner/CCOMercer Delta ConsultingEvolution of Organization DevelopmentApproximate DatesKey BusinessIssuesOD RoleTitle for Role1940s-1960sCoordination ProductivityMotivationSurveysSTS/Work DesignTeam-Buildi

9、ngOD1970sInternational CompetitionQualityQuality1980s-1990sCost-CuttingSurvivalEfficiencyWork-OutReengineeringEnterprise IT SystemsBalanced ScorecardChange ManagementReengineering2000GlobalizationInnovationReinventionCreate New CapabilitiesOrganization ArchitectureOEMercer Delta ConsultingUlrichs Hu

10、man Resource Champions (1997)Four Roles for HRAdministrative ExpertEmployee ChampionChange AgentStrategic Partner“When HR professionals work as strategic partners, they work with line managers to institute and manage a process that creates an organization to meet business requirements.Mercer Delta C

11、onsultingExamples of Critical CapabilitiesFrom Ulrichs Human Resource ChampionsAlign performance measures to strategic prioritiesAttract and retain high-caliber peopleBe the technology leader in the fieldCreate a shared mindsetCreate capacity for changeDemonstrate cultural flexibilityEnsure trust be

12、tween leaders and workersForm alliances with a variety of organizationsHave a culturally diverse workforceThink and act globallyHave dominant distribution channelsHave committed employeesIdentify and develop the next generation of leadersImprove speed, cash flow, profitability, and productivity ever

13、y yearInnovate and learn more quickly than competitorsMaintain good investor relationsManage financial management systemsTake risksWork in a boundary-less wayWhat It Takes to Be an Effective HR Business PartnerMercer Delta ConsultingBecoming a Strategic Business PartnerKnowledge requirementsUsing di

14、agnosis to transform relationships and opportunitiesStaying focused on issues that matter to the businessDelivering capabilities that make a real differenceMercer Delta ConsultingBusiness Partner Knowledge Requirements ExamplesStrategicOperationalBusinessHRCompensation/benefitsRecruitingHiring/firin

15、gData reportingPerformance assessmentSuccession planningRelocationOrientation and trainingLabor lawMerger integrationPolicy/fair treatmentTalent planningTalent developmentPerformance managementExecutive successionExecutive compensationHRISShared servicesOutsourcing/offshoringInternational lawAcquisi

16、tion assessmentManaging diversityQualityProductivity/lean manufacturingCost-reductionProcess reengineeringSupply chain managementWork redesignCustomer managementProduct developmentChange managementMetrics/balanced scorecardTeam effectivenessStrategic alignmentOrganization architectureGlobalizationEn

17、terprise integrationAcquisition planningOrganizational learningExecutive developmentCultural integrationChange leadershipCapability creationBoard relationsUsing Diagnosis to Transform Relationships and OpportunitiesMercer Delta ConsultingDiagnosisProvides a powerful way of working with business lead

18、ers Involves a process and a set of principles Repeats whenever new opportunities emergeHelps transform relationshipsMercer Delta ConsultingThe Diagnostic ProcessScouting and Agenda SettingImplementedStreams -ExamplesOrganization ArchitectureCulture ChangeExecutive Team PerformanceLeadership Develop

19、mentRelationship BuildingContractingDataCollectionOrganizationalDiagnosisDataFeedbackStreamsof WorkMercer Delta ConsultingData Collection and AnalysisDialogues - centerpiece of data-collection strategyInput from business leaders on organizational issues and concernsConfidential, one-on-one discussio

20、nsStructured process for interviewing, recording, analyzing, and reporting interviews with business leadersResults must feature powerful findings captured in the organizations own wordsMercer Delta ConsultingCollaborative Organizational DiagnosisActionKnowledgeInformationDataWhat do we see?What does

21、 it say?What does it mean?What do we do?HR Business PartnerBusiness LeaderMercer Delta ConsultingCore PrinciplesProcess StepsCore Principles BL OwnershipCollaborationIterative LearningInterpretive Diagnosis Change Leadership SkillsGetting StartedData CollectionData FeedbackStreams of WorkOrganizatio

22、nal DiagnosisMercer Delta ConsultingSix Dimensions of Relationships That Enable Change Source: Carucci and Pasmore. Relationships thatEnable Enterprise Change, Jossey Bass, 2002 InterpersonalAgilityCouragePersonalInvestmentBuildingTrustCollaborationAdvocacyStaying Focused on Issues That Matter to th

23、e Business Mercer Delta ConsultingStaying Focused on Business IssuesWhat are the issues that matter?Whats keeping business leaders up at night?Whats the “moose on the table regarding the future?What drives the bottom line?Changing how you spend your time and attentionNot getting pulled or pushed bac

24、k into the old HR boxDelivering Changes That Make a Real DifferenceMercer Delta ConsultingCongruence ModelOutputInputEnvironmentResourcesHistoryStrategySystemUnitIndividualWorkPeopleFormalOrganizationInformalOrganizationMercer Delta ConsultingTwo Key ChallengesCreating a new strategy that seizes mar

25、ket opportunities and makes full use of the organizations competitive advantagesDesigning an organization that supports the full and effective execution of the new strategySome Examples of Doing it WellMercer Delta ConsultingStrategic Business Partners Par ExcellenceNoel Tichy/Steve KerrRichard Anto

26、ineMercer Delta ConsultingBusiness Partner Career Paths ExamplesStrategicOperationalBusinessHRCompensation/benefitsRecruitingHiring/firingData reportingPerformance assessmentSuccession planningRelocationOrientation and trainingLabor lawMerger integrationPolicy/fair treatmentTalent planningTalent dev

27、elopmentPerformance managementExecutive successionExecutive compensationHRISShared servicesOutsourcing/offshoringInternational lawAcquisition assessmentManaging diversityQualityProductivity/lean manufacturingCost reductionProcess reengineeringSupply chain managementWork redesignCustomer managementProduct developmentChange managementMetrics/balanced scorecardTeam effectivenessStrategic alignmentOrganization architectureGlobalizationEnterprise integrationAcquisition