人力资源经理hrm培训（英）ppt课件

1、IntroductionHRM Training.contentsStrategyDefinition and function profileTrends and changingCompetencies of HR professionalsHigh-Performance Work System Challenge.A speechA decade of globalization, deregulation, and technical advances has vastly increased the degree of competitiveness most organizati

2、ons face today. Companies today must therefore be better, fast, and more competitive just to survive. For many years it has been said that capital is the bottleneck for a industry. I dont think this any longer holds true. I do not know of any major project backed by good ideas, vigor, and enthusiasm

3、 that has been stopped by a shortage of cash .I do know of industries whose growth has been partly stopped or hampered because they can not maintain an efficient and enthusiastic labor force.GE Jack WelchThis place runs by its great people the biggest accomplishment Ive had is to find people. An arm

4、y of them. They are all better than most. They are big hitters, and they seem to thrive them.Strategy Corporate strategy: where are we going? DirectionBusiness strategy/competitive advantages: how to build and strengthen the business long term competitive position in the marketplace.Function strateg

5、y: action to pursue CA in operation in function department.Competitive AdvantagesCost leadershipDifferentiationFocus differentiation.Competitive AdvantagesIt is determined by whether the company satisfies the needs of stakeholders (groups affected by business practices)Stockholders: return on invest

6、mentCustomers: high-quality product and servicesEmployees: interesting work and reasonable compensationCommunity: minimize pollution of environment.DefinitionIt refers to the policies, practices and systems that influence employees behavior, attitudes and performance.Integrative Framework 完全体系Laws a

7、nd regulationsCulturePoliticsUnionsLabor marketsIndustry characteristicsInternal 内部organization contextExternal Context 外部Local-National-MultinationalStructureSize life cycle stageStrategyTechnologyObjectivesLegitimacyStakeholdersEconomic efficiencyResource acquisitionIncome输入Informal.FormalHRM人力资源管

8、理Prescribed.EnactedCore of HRMS中心管理Outcomes输出Short term.Long termIndividualOrganizationSocietal.Core of HRMS中心Philosophies理念Policies政策Practices实际Planning方案Staffing人员配置Appraising考评Rewarding价值赋予Developing开展.HRM PracticesRecruitingSelectionTraining and developmentCompensationPerformance ManagementEmplo

9、yeeRelationsHRPlanningCompany PerformanceStrategicHRMJob AnalysisSecurity and safety.Recruiting招聘Termination离任Job EvaluationCompetency ModelPlanningEffective Infrastructure根底建立Training培训Compensation&Benefit薪酬福利PerformanceEvaluation考核评价Promotion提升Transfer/Rotation调动Market Value OrientationC&B Structu

10、reCommission PlanStock option managementSpot AwardTraining Needs CollectionTraining EvaluationTraining Resource AnalysisPlanningInformation SharingEmployee Satisfaction360 SurveyPerformance Evaluation SystemObjective目的G&O Setting (with measurement).Trend of HRM environment GlobalizationTechnology: H

11、RIS(eHR) reduce more timeDeregulation: self-service and career developmentWorkforce diversity: gender, ages, minorityNature of work: shift from manufacturing to serviceLegal.Tomorrows HR TodayBoundaryless organizationEmployees are being empoweredFlatter organization are being the normWork is increas

12、ingly organized around teams and processThe bases of power are changingManagers today must build commitment.The changing role of HR management1900s, hiring and firing, payroll, benefits1930s, personnel management, legislation, unions1960s:protector and screener, provide expertise in areas like recru

13、itment, screening, and training.Today: strategic partner and change agent, HRM.HR and Employee commitmentAn employees identification with and agreement to pursue the companys or the units missionTwo way communications through HRS that guarantee two way communications and fair treatment of all employ

14、ees grievances and disciplinary concerns.Career-oriented performance appraisal procedures and effective training and development practices.HR and Company PerformancePersonnel screening tests to select talentDownsizing, maintain moral, reduce job stressHR and serviceHR and responsiveness.HR and Corpo

15、rate StrategyTransition from administrative function to a strategic business partnership: Broad corporate competency: partnership within all of line managers, even individual staff to involve in HRM Involve HR in the earlist stages of developing and implementing the firms strategic plan, rather than

16、 to let HR react to it.Competencies of HR professionalsAnalyticalFact-BasedDecision MakingComplianceRegulationAdministrationControlLeadershipConceptual IdeasVisioningInterpersonalTeamworkCompensationStrategicOrganization developmentChange ManagementEvaluationBenefitsAuditData ManagementEmployee Rela

17、tionLegalDiversityCounselingTraining.Management process for all managersPlanning: goals,rules, plans and forecastingOrganizing: specific task, teams, empowerment, communication channels, coordinatingStaffing: recruiting, selecting, goal setting, evaluating, training, developingLeading: getting job d

18、one, morale, motivatingControlling: setting quartos, checking, taking corrective action.To be a Staff ManagerLine-Manager: a manager who is authorized to direct the work of subordinates and responsible for accomplishing the organizations goals.Staff Manager: A manager who assists and advice line man

19、agersHR managers are responsible for advising liner managers in areas like recruiting, hiring, and compensation.Determine for strategic roleWhat is HR doing to provide value-added services to internal clientsHow are you measuring the effectiveness of HRHow can we reinvest in employeesWhat HR strateg

20、y will we use to get the business from point A to BWhat makes an employee want to stay at our companyHow are we going to invest in HR so that we have a better HR department than our competitorsFrom an HR perspective, what should we be doing to improve our marketplace positionWhats the best change we

21、 can make to prepare for the future.High-performance organizationBuilding better,faster,more competitive organizations through HRGE, Cisco Systems are responding faster and more competitively by using Internet HR techniques to recruit high-tech workers.High-Performance Work System ChallengeChange in

22、 employees work roles and skill requirementsIncrease in the use of teams to performance workChanges in the nature of managerial workChanges in company structureIncrease availability of information bases related to the companys human resourceCompetitiveness in high-performance work systems.How HR pra

23、ctices support high-performance work systemTeams are used to perform workEmployees participate in the selection processEmployees receive formal performance feedback and are actively involved in the performance improvement processOngoing training is emphasized and rewardedEmployees reward and compens

24、ation related to the companys financial performanceEquipment and work processes are structured to encourage maximum flexibility and interaction among employeesEmployees participated in planning changes in equipment, layout, and work methodsWork design allows employees to use a varity of skillsEmployees understand hoe their jobs contribute to the finished product or service.Case study-ABBIt organized around mini-unitsEmpowered its workersFlattened its hierarchyEliminated central staff.ABB First and SecondWithin