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ValueBasedManagementHewittAssociatesAugust2001ValueBasedManagementCreatingShareholderValueisGainingImportanceDuetoaVarietyofFactorsRegional/Capital
MarketsPerspectiveGreaterFocusonShareholderValueIntegrationofOrganizationalStructuresDeregulationPrivatizationIntegrationofCapitalMarketsWTOCapitalMarketInvestmentObjectivesMergersandAcquisitionsGlobalizationCorporateSpecific/Top
ManagementPerspectiveTraditionalaccounting
measuresarenot
reliablylinkedtoshareholdervalueGrowingrecognitionoftheneedtoalignmanagementactionsandrewardstolong-termvaluecreationIncreasingpublicityofshareholdervaluecreationrankings(e.g.,FT.Fortune)Possibilityoftakeoverbyinvestorsseeking“under”managedassets“Buyin”
byCorporateleadersCreatingShareholderValueisWhatisValueBasedManagement?
AconsistentframeworkthatalignsmanagementactionandstrategicobjectiveswithshareholdervaluecreationTheprimarygoalofvaluebasedmanagementistobuildacorporatemindsetinwhichmanagementdecisionmakingandexecutionarefocusedonthecreationofshareholdervalueVBMEnablesAconsistentapproachtomanagementplanning,resourceallocation,performanceassessment,
andcommunicationManagementtofocusandprioritizeon“value”Alignmentofmanagementactionwithstrategicobjectivesand
shareholdervalueVBMisNotSolelyaquestionofchoosingaperformancemetricLimitedtoimplementationwithinthecorporateplanningandfinancedivisionEasytoimplementWhatisValueBasedManagementHRAlignmentFacilitatestheSuccessofVBMImplementation16.6%6.7%8.6%7.1%10.0%3.0%0%2%4%6%8%10%12%14%16%18%5-yearAverage%TSRCFROISalesGrowthCompaniesalignedtoVBMobjectivesCompaniesnotaligned•VBMmeasuresusedforplanningandcompensation•VBMgoalsetting•Performancesystem•Training•BusinessunitandcorporateincentivesHRAlignmentFacilitatestheSEmpiricalResultsShowaLinkBetween
OrganizationalImplementationandValueCreationCompanieswithbusinessunitspecificlong-termincentivestied
toshareholdervaluecreationoutperformcompanieswithouttheseincentivesCompanieswithCorporate
andBusinessunitincentivesCompanieswithsolelyCorporateVBMincentives3-yearTSR%23.320.522.825.522.525.4202122232425261997-20001994-971991-94EmpiricalResultsShowaLinkValue-CreatingBehaviors,
Priorities,Decisions,andMeasurementLinkingHRtoVBMVBM-AlignedManagementProcessesCorporateStructure
AlignmentCorporateCulture
VBM-AlignmentDesiredValue-Creating
BehaviorsandCompetenciesEmploymentRelationshipPersonalNeeds,Goals,andStrategiesIndividualPrioritiesandSkillsHRPoliciesandManagementPersonalVisionOrganizationPeopleRequirements“Ownership”Culture•Decision-making•Priorities•ReportsValue-CreatingBehaviors,
PriAnHRPerspectiveonValueManagementInvestorScorecard
TotalShareholderReturn(TSR)MarketValueAdded(MVA)ManagementTrackRecord
Growth/ReturnProfile
BusinessStrategy
InvestmentsinFutureGrowthEconomicValueImprovementIntellectualCapitalInvestorExpectationsoffutureearnings&riskFinancialPerformanceObjectivesClientSatisfactionIndicatorsEmployeeEngagement&ProductivityProductOffering&InnovationPeopleStrategySHORTTERMINDICATORS(Illustrative)DecisionProcessandOrganizationalStructurePerformanceManagementandIncentivesInternalResourceAllocationStaffingandRecruitmentValuesandCultureCommunicationsTrainingInternalProcess“AlignmenttoValue”InternalScorecardLongTermGoalsandperformancetargetsanchoredtoInvestorExpectationsAnHRPerspectiveonValueManWhatisValueintheBusinessContext?TimeTodayBusinessValue:Whatfuturecashflowsareworthtoday$$$$$WhatisValueintheBusinessCompetingPerspectives:
LookbackatwhathashappenedLookforwardatwhatwillhappenSpreadcostssmoothlyovertimeLookatthetimingofwhencashcomesandgoesOnlycountwhatcanbemeasuredCounteverythingthataffectsvalueValuePerspectiveAccountingPerspectiveCompetingPerspectives:
LookbBridgingtheGap
AccountingResultsReturnsGrowthMarginsMarketshareProductqualityStrategyManagementteamPlanforthefutureInnovationCompetitiveposition/investmentMarketValuationStockPriceTotalShareholderReturn(TSR)ExpectationsofValueLikelihoodofsuccessDegreeofimprovementEconomicenvironmentBridgingtheGapAccountingResMeasurementofValue
Measurementofvalueisnotaneutralact-itisachoicewhichsignifiesmanagement’sprioritiesanddictatestheorganization’sviewofitself
Selectingaperformancemeasurealignedwithenhancementofvalueinfluencesnotonlythatmeasurebutalsoallthosemeasuresnotselected
MeasurementofValueMeasureMeasurementofValueReturnonEquity(ROE)ReturnonAssets(ROA)ReturnonCapital(ROC)ReturnonNetAssets(RONA)ReturnMeasuresRevenuegrowthAssetgrowthInvestmentgrowthMarketshareVolumeGrowthMeasuresTotalShareholderReturnMarketValueAdded(MVA)EconomicValueAdded(EVA)CashValueAdded(CVA)CashFlowReturnonInvestment(CFROI)CombinedMeasuresMeasurementofValueReturnoDriversofShareholderValue
ReturnsGrowthVALUEThetwomostfundamentaldriversofshareholdervalue:DriversofShareholderValueRManagingShareholderValueThebalanceofcompetingobjectives:
Growth-ReturnsTrade-offFormostfirms,therelationshipbetweengrowthinCapitalEmployedandpercentchangeinROIisinitiallynegative.Correlationispositiveoverlongertimehorizons.GrowthinCapitalReturnonCapitalProfitMarginsAssetTurnoverShareholderValueHierarchyofTradeoffsManagingShareholderValueTheDimensionsofValueShareholderValueCreationPerformancemeasuresandtargetsarecustomizedtocaptureshorttermtradeoffsinviewoflongtermvalueShort-termTradeoffsLong-termInvestmentsCapitalInvestmentforlongtermgrowthpotentialShort-termReturns:Returnsinexcessofcostofcapital-RONAEPspread(%)CFROIROEShort-termGrowth:NetIncomegrowthCashFlowgrowthSalesGrowthDividendsFreeCashFlowIndustryFactors:NotcompanyspecificMacroeconomicfactorsDemographicsCommodityprices,etcInternal-Companyspecific(CustomizedmetricsincludingEP,CVA,CFROI,TBR,andothervaluedrivers)External-IndustryspecificShort-termTradeoffsWhatmetricsdowesubscribeto?DimensionsofValueShareholderShareholderValueEnhancementImperatives
IdentificationofvaluecenterswithintheorganizationEvaluationofstrategicalternatives(harvesting,divesting,acquisitions,marketentry,etc.)basedonvaluecreationIntegrationofmanagementsystems(strategicplanning,budgeting,resourceallocationandperformancemeasurement)basedonvaluecreationImplementationofMIStofacilitateoperationaldecisionmaking,periodicreportingandmonitoringofvaluecreationRewardsalignedwith“valuebased”performance
ShareholderValueEnhancementGenericValueDriverTreeCommitmentCompetenciesCapabilitiesImplementationThroughPeopleFinancialResultsOperationalOutcomesStructures,processes,andexperiencesthatenableyourorganizationtosecurecompetitiveadvantageCapabilitiesPerformancebehaviorsthatareobservable,measurable,andcriticaltosuccessfulperformanceCompetenciesFactorsthatfacilitateemployeecommitmenttotheorganizationCommitmentBalancedMeasuresExampleFinancialMarginsCostReductionProjectProfitability
ClientClientSatisfactionPerceivedValueofService
OperationalOn-timeCompletionRatesBiddingSuccessRates
EmployeeEmployeeSurveyResultsTurnoverRates
EVAPricingFixedCostContractsCostPlusContractsCurrencyExposureMarketPositionCompetitiveDifferentiationPerceivedValueofServiceCustomerRelationshipsSalesForceEffectivenessProjectLoadIndustrySectorGeographicPenetrationBiddingSuccessRatesNewOrders
andOrderBacklogFundedNonfundedProfitMarginEBITDA/
RevenuesNetIncome/
RevenuesTurnoverRevenues/
InvestmentsOverhead/ExpenseMgmt.Marketing/AdministrativeAccountsReceivableCurrentLiabilitiesFixedCapitalUseofDebtLeverageInvestorRelationsAnalystCoverageGrowthRevenuesCostofCapitalFinancialLiquidityCapitalAccessibilityMarketAlternativeReturnsReturnonTotalCapital(ROTC)ReturnonGrossInvestment(ROGI)ReturnonInvestmentStrategicAlliance/JointVenturesMarketFocusInvestmentCapitalBranchOfficeProjectWorkingCapitalBusinessDev.CostsServiceDeliveryProjectExecutionOverallContractManagementTechnologicalCapabilitiesSubcontractorMgmt.OperatingLeverageLaborProductivityBusinessProcessesGenericValueDriverTreeCommiTranslatingValueintoManagementSystemsContentsHRReinforcesAnalyzecriticalvaluedriversReviewperformancemetricsAlignperformancemetricstoobjectivesRealignBusiness
Processes
—Targetsetting
—Planning
—Budgeting
—Resourceallocation
—Reporting
—Performance
assessmentAlignbusinessunit-specificprocessesAligndecisionmakingprocessesbasedonvalueprioritiesCommunicate
toinvestors
GainCommitment
ValueDriver
Analysis
Reinforcement
BusinessProcess
Alignment
“PushDown”ImplementoncorporateandbusinessunitlevelCommunicatevalue-drivendecisionsEducate,inform,
andreinforceSeniorlevelexecutivecommitmentBroadoperationalbuy-inCommunicationofphilosophyandgeneralstrategicobjectivesBroadeducationalinitiativeformanagersAlignmentofcommunicationAlignmentofperformancecriteriaInputforeaseofimplementationHR-alignmentofallfunctions,especiallyincentivedesignandperformancemanagementSharingthe“Learnings”CommunicationBusinessunit-specificalignmentofHRprogramsBroadeducationaleffortforallemployeesFurtherHR-systemsalignmentTheHR-functioncansignificantlycontributetothesuccess
oftheimplementationTranslatingValueintoManagemValue-CreatingBehaviors,Ownershipculture,Priorities,Decisions,andMeasurementLinkingOrganizationalSystemstoValueDrivershasMulti-pointLinkages
VBM-AlignedManagementProcessesandStructureCorporateCultureVBM-AlignmentDesiredValue-CreatingBehaviorsandCompetenciesHRPoliciesandManagementEmploymentRelationships(“What’sthedeal?”)OrganizationValue-CreatingBehaviors,OwneAnAlignedOrganizationalStrategywillhaveanImpactonBusinessValueDriversFinancialValueDriversOrganizationalImpactLeadershipStaffingRewardsOrganizationEffectivenessPerformanceVBMAlignmentDevelopmentIncreasedmarketshareRevenuegrowthProfitmarginsAssetturnoverDebt/equityratioRiskprofileBusinessexpansionImprovedcompetitivenessOperationalefficiencyOrganizationaleffectivenessOptimalcapitalstructureGrowthReturnsCostofCapitalValuedriversAnAlignedOrganizationalStraLeadershipisresponsiblefortheexpectedbehavioralchanges
CriticalQuestionsthatLinkManagementSystemstoVBMCriticalQuestionsHasthedesiredculturebeenarticulated?DoesVBMfitintothecultureofthecorporationand/orofbusinessunits?Whatarethekeymessagesyouwantpeopletoget
fromVBM?Howdoyouwantpeople’sbehaviortochange
underVBM?DomanagersandemployeeshavetheabilitytoimpacttheVBMimplementation?LeadershipisresponsibleforImplementingVBMRequiresaCertainCorporateCulturePersonOrientedPerformanceOrientationWeemphasizehowthingsaredone.Afocusontheprocessesandactivitiesthatleadtohighperformance.Weemphasizewhatisaccomplished.Theresultismoreimportantthantheprocedure.ProcessOrientedResultsOrientedPeoplePerspectiveWefocusnotonlyonwhatpeoplecandeliver,butalsooneachpersonasanindividual.Wefocusongettingthejobdone.Ourconcernforpeopleisbasedprimarilyonwhattheydeliverfortheorganization.IdentityPerspectiveEmployeesidentifyprimarilywith
ourorganization.Employeesidentifyprimarilywiththeirprofessions.CompanyOrientedProfessionOrientedOpennessPerspectiveThereisadefinedorganizationaltypeofperson,viewpoint,andcommunicationstyle.Thereareoftenlengthyinductionandorientationperiodswhichfortifyourculture.Diversityofpeople,viewpoints,andcommunicationstylesareencouraged.Newcomersfeelathomesoonafterarrival.ClosedSystemOpenSystemControlOrientationActivities,results,andproceduresaredeveloped,managed,andmaintainedbytheorganization.Individuals,teams,andsmallerorganizationalunitstakeaccountabilityfortheirownactivities,results,systems,andprocedures.System-DrivenSelf-DrivenFlexibilityWeadheretowell-establishedstandardsandprocedurestodealwithcustomers.StandardsandproceduresareflexiblyappliedtomeetcustomerexpectationsNormativePragmaticJobOrientedImplementingVBMRequiresaCeAligningTalentManagementPracticesBasedonCorporateCultureTalent
Management
Priorities
and
ActionAlignmentIssuesHavingtherightpeopledoingtherightthingstoreachbusinessgoalsEngagementIssuesCreatingtheenvironmentwheretherightpeoplewanttobeAlignmentPrioritiesEngagementPrioritiesLearningRewardingStaffingPerformingOrganizingTalentManagementPracticesCultureAligningTalentManagementPraHR-AlignmentFollowstheVBMImplementationProcessHR-VBM-AuditHR-Alignment
Step1:StrategicAssessmentStep2:CurrentStateStep4:ValueDrivers
Financial/OperationalStep3:FutureStateStep5:HRPolicyAlignmentStep6:HRStructureandServiceDeliveryStep8:Measure
andMonitorStep7:ChangeMgmt.
StrategyHR-AlignmentFollowstheVBMIAligningHRtoVBM:
ImplementationisaComplexProcessStep1:StrategicAssessmentStep2:FutureStateStep4:ValueDrivers
Financial/OperationalStep3:CurrentStateObjectivesToolsOutcomesGatheringdataon
businessissueswith
VBMimplementationAssessingthegapbetweencorporateandbusiness
unitperspectivesAnalysisofcurrent
stateconcerning:CultureBusinessProcessesValueEnhancingBehaviorsDesignofthefuturestate
inrespectto:Long-Term
BusinessGoalsBusinessProcessesCultureBehaviorsStructuredinterviewExistingdataand
materialanalysisInputfromstrategydepartmentorfinanceDefineexpectationsfromCorporatePerspectiveon
valuecreationDefinemainproblemsofbusinessunitmanagersOwnershipfortheproblemsExpectationsforHRRoleCulturalassessmentsurveyBusinessprocessmonitoringandmappingStructuredinterviewsanddesignworkshopsUseoftoolspreparedinpreviousstepDesignworkshopsVBMCultureGapCheckofexistingbusinessprocesses-VBMrelatedwithanHR-impactCheckofHR-BusinessprocessesandprogramsAssessmentofbehaviorsenhancing/hindering
valuecreationCascadingvalue-drivertreetobusinessunitlevelsSecuringunderstanding
fordifferentunitcontributionsto
valuecreationCompensationalignmentwithVBMValue-drivergenerationIndustrybenchmarksLinktocorporateobjectivesIncentivedesign,PerformancedesignActionplanconcerningneededchangesintherespectiveareasDefinitionofbusinessunit-specificvaluedriversDefinitionofHR-inputsfordefined-valuedriversDefinitionofmainHR-programstoreinforcestrategyandvaluecreation,e.gCompensation,PerformanceManagementAligningHRtoVBM:
ImplementAligningHRtoVBM
ImplementationisaComplexProcessStep5:HRPolicyAlignmentStep6:HRStructureand
ServiceDeliveryStep8:Measure
andMonitorStep7:ChangeMgmt.
StrategyObjectivesToolsOutcomesDefinitionofthe
workforcestrategyAlignmentofall
HRsystemsDefinitionofvalueenhancingHRstructureandservicedeliveryDivisionoftasksbetweencorporateandbusinessunitDefinitionofachange
managementplanDefinitionoftransition
managementplanAssignmentofresponsibilitiesBestpracticesDesigntoolsandworkshopsBestpracticesOrganizationaldesigntoolsCostanalysis(Activitybased)ProcessmappingActionplanstructureconcerningneededchangesintherespectiveareasImplementationtools
formanagersPositioningofHRas
partnerforbusinessunits
forVBMimplementationDefinitionofrolesandservicesprovidedAssessingtheVBM-implementationplanFeedbackand
milestonecheckFocusaccountabilityEngagementmodelContinuousreportingandcommunicationsDefinitionof
correctivemeasuresDefinitionofVBMimpactontheengagementof
theworkforceVBM-basedbehaviorVBM-HR-MeasurementSystemDefinitionofneededchangesin:StaffingRewardingLearningLeadershipPerformingChangeplanincluding:CommunicationstrategyEducationstrategyLeadershipalignmentTransitionstrategyAligningHRtoVBM
ImplementaCriticalFactorsDrivingSuccessfulImplementationofVBM
Strongsupportattheexecutivemanagement(CEO)levelEffectivecommunicationthroughouttheorganizationAlignedmanagementandorganizationalsystemsDevelopedfocusonstrategicplanningResourceallocationonthebasisofvaluecreationPersistenceandpatienceCriticalFactorsDrivingSucceAboutHewittAssociates-OurPresenceWorldwide
ParisPragueRotterdamSt.Albans
StockholmUtrechtViennaWarsawWiesbadenZürichAmsterdamBrusselsBudapestDublinEindhovenGenevaLisbonLjubljanaMadridMilanNeuchatelEuropeAuklandBangaloreBangkokBeijingGurgaonHongKongJakarta
KualaLumpur
ManilaMelbourneMumbaiNewDelhi
SeoulShanghaiSingaporeSydneyTokyoWellingtonAsia/PacificSt.LouisSanAntonioSanFranciscoSanJuanSantiagoSãoPauloSantoDomingoTampaTheWoodlandsTorontoVancouverWashington,D.C.(Consulting)Washington,D.C.(Research)LosAngeles
MexicoCity
McLean
Milwaukee
Minneapolis
Montréal
NewYork
NewportBeach
Orlando
Philadelphia
Phoenix/Scottsdale
PittsburghRegina
Rowayton
TheAmericasAtlanta
Boston
Bridgewater
BuenosAires
Calgary
Caracas
Charlotte
Chicago
Cincinnati
Cleveland
Dallas
Denver
DetroitLincolnshire(HQ)
Morethan12,000associatesin81officesin36countriesaroundtheworldAboutHewittAssociates-OurOurStandingAboutHewittAglobalmanagementconsultingfirmspecializinginhumanresourcesolutions.Ourstrengthishelpingorganizationsidentifyandimplementpeoplesolutionsusingboththestrategicandtacticalapproaches.Privatelyheldsince1940;recognizedasaleadingemployerGlobalrevenueofmorethanUS$1.3billioninFY2000Amongthetop20globalmanagementconsultingfirmsInthetop200ofForbesmagazine's“Top500PrivateCompanies”“Wrotethebook”onworkforcemanagement,TheTalentSolution:AligningStrategyandPeopletoAchieveExtraordinaryResults.LeadingexecutivecompensationconsultingfirmPercentof“Fortune500”CompaniesUsingHewitt’sExecutiveCompensationConsultingServicesOurStandingAboutHewittPercen1979Hewitt’sVBMinitiativelaunchedwithincompensationpractice1995-2000IntegratedValueAlignmentProgramimplementationatclientcompaniesExecutiveandBroadBasedCompensationLeadershiptrainingPerformanceManagementEmployeeCommunicationsStaffingandTalentManagementACApublications,ShareholderValueIncentivesandCreatingEquityExcitement,1995,UnleashingTrappedValuewithBusinessUnitIncentives,1998VBMConferencePresentationsClientTeleconferencesponsoredbyHewittandHOLTValueAssociates,Oct5th,2000“BeatingtheFade:ImpactofEmployeeBrandingonBusinessValue”VBMforFinancialInstitutions,London,2000VBM-LinkingStrategicPlanning,PerformanceMeasurementandCompensation,ExecutiveProgramsCourseatKelloggGraduateSchoolofManagement,1998topresent.GlobalFinanceConference,2000VBMEmployeeEducationProgramCreatingValueWorkingtoWin,avideobasedVBMandEVAtrainingprogramfeaturingAbbieSmith,UniversityofChicago,GraduateSchoolofBusinessResearchBreakthroughWachoviaBank,LinkingEmployeeEngagementtoBusinessResults1980-1990VBMCompensationClientProjects--examplesVanDornMattelPacificTelesis(w/Marakon)USWestRelativeTRSLongTermIncentiveplan(firstofitskindin1983)ResearchonPay-Performancerelationshipandvaluemetrics;CollaborativeempiricalstudieswithProfessorDavidLarcker,Wharton;ValuemetriccorrelationtoTRSOurTimeLine1990-1995In1990,HewittbringstogetherleadingfirmsinShareholderValueTheory/ExecutiveCompensation
forthefirstconferencedevotedtothelinkbetweenShareholderValueandCompensation-Researchcollaboration
ProfessorAbbieSmith,UniversityofChicago.-Articlepublications
VBM,CompensationandPerformanceManagementValueBasedCompensationClientProjects--examplesValmontEVAProgramClearCommunicationsCVAHalliburtonIndustriesCVABancOneEVAMaytagVBMincentiveplanDominionTextileCanadianTireMolsonsVBMConferenceLinkingVBMtoCompensation:OurExperience19791995-2000IntegratedValuExperienceinDevelopingGlobalHumanResourceApplicationsExpertiseinTotalCompensationIntegratingShareholderValueCreationApproachesKnowledgeofEmployeeEngagementandEmployerofChoiceProgramsUtilizationofToolsandTechnologyInDeliveringtheNewPrograms
RecognizedleaderindevelopingandimplementingglobalHumanResourcesolutions.Withover80officesin37countriesaroundtheworldweareveryfamiliarwiththeculturalandlegaldifferencesinvariouscountries.Weunderstandhowtotakeglobalprogramsandmakethemeffectiveacrossborders.Vastexperienceovertheyearstointheareasoftotalcompensation,performancemanagementsystems,talentmanagementdevelopmentsolutions,valuescorecardsandcommunicationofglobalstrategies.PreferredpartnerofTheECONOMISTIntelligenceUnitinconductingthe1998study"Buildingandretainingglobaltalenttowards2002".OurStandingExperienceinDevelopingGlobaExperienceinDevelopingGlobalHumanResourceApplicationsExpertiseinTotalCompensationIntegratingShareholderValueCreationApproachesKnowledgeofEmployeeEngagementandEmployerofChoiceProgramsUtilizationofToolsandTechnologyInDeliveringtheNewPrograms
WeunderstandhowvariouselementsofcompensationfittogethertosupportbusinessobjectivesExpertiseinallareasofcompensation,includingdirectpay,short&longtermincentives,salescompensation,ITcompensation,ownershipprograms(e.g.stockoptionandstockpurchaseplans),andexecutivecompensation.Thelargestdatabasesonexecutiveandmanagercompensation(TotalCompensationMeasurement-TCM)andvariablecompensation(VariableCompensationMeasurement-VCM)programsinexistence.OurStandingExperienceinDevelopingGlobaExperienceinDevelopingGlobalHumanResourceApplicationsExpertiseinTotalCompensationIntegratingShareholderValueCreationApproachesKnowledgeofEmployeeEngagementandEmployerofChoiceProgramsUtilizationofToolsandTechnologyInDeliveringtheNewPrograms
Deepexpertiseinhelpingcompaniesthinkthroughanddesigncompensationprogramstomaximizeshareholdervalue.Understandingofmeaningfulmeasures,andtheirreinforcementthroughperformancemanagement,communicationandcompensationfromourexperiencewithglobalorganizationslikeHalliburton,Whirlpool,Cargill,GATX,andRhône-PoulencRorerInc.Verticallylinkedourengagementmodeltoshareholdervaluecreationtoofferanall-employeebusinesseducationcourseentitled“CreatingValue:WorkingtoWin,”whichreflectsvaluebasedmanagementconcepts.OurStandingExperienceinDevelopingGlobaExperienceinDevelopingGlobalHumanResourceApplicationsExpertiseinTotalCompensationIntegratingShareholderValueCreationApproachesKnowledgeofEmployeeEngagementandEmployerofChoiceProgramsUtilizationofToolsandTechnologyInDeliveringtheNewPrograms
GoodunderstandingofwhatittakestobeanEmployerofChoicefromourworkwith:FortuneMagazine's“100BestCompaniestoWorkforinAmerica”OngoingAsianWallStreetJournal’s“BestEmployersinAsia”BestEmployerStudiesinIndia,Australia,Brazil&CanadaFirsthandknowledgeofhowcompanieshaveapproachedtotalcompensation,performancemanagement,andbusinessobjectivemeasurement,aswellastheadvantagestheyenjoyinretention,attractingtalent,andstockappreciation.OurStandingExperienceinDevelopingGlobaExperienceinDevelopingGlobalHumanResourceApplicationsExpertiseinTotalCompensationIntegratingShareholderValueCreationApproachesKnowledgeofEmployeeEngagementandEmployerofChoiceProgramsUtilizationofToolsandTechnologyInDeliveringtheNewPrograms
Ownanumberofdevelopment,benchmarking,measurementandadministrationtoolsthatcansupportthedevelopmentofnewcompensationandperformancemeasurementprograms,andaugmenttheeffectivenessofexistingprograms.
OurStandingExperienceinDevelopingGlobaATypicalEngagementNPV($MM)FinancialModelingAbsoluteComponentsofValueBusinessMonitoringScorecardValuedriversgroundedinbusinessunitstrategy…andrefinedandboughtintothroughdiscussion...…toarriveatasetthatthebusinessunitbelievestrulyrepresentsitsstrategy.BusinessUnitCorpBusinessUnitFacilitatedDiscussionPVM*ConsultantParticipationCustomizedPeopleInitiativesIncentiveprogramsSpecificationofannualperformancemetricsandtargetsPerformancemanagementLeadershiptrainingTalentmanagementEmployeetrainingandcommunicationsEngagementsurveyOtherBusinessStrategyFormulationCorporateandBusinessUnitstrategyandgoalsLongtermplanningandfinancialforecast*PeopleValueManagementATypicalEngagementNPV($MM)FLeadingTrendsinValueBasedCompensationWhatis“StateoftheArt”?….itisinthe“eyeofthebeholder”theobjectivesareold,butdeliverymethodsarenewalignmentwithshareholderinterestsenablingbusinessstrategyunderstandingshorttermtradeoffsfromavalueperspectiveincorporatingleadindicatorsofvalueincompensationdesignteambasedpayindustryspecificcustomizationNewerdevelopmentsgobeyondcompensationtointegrateallHRprogramsonacommonvalueplatformLeadingTrendsinValueBasedLeadingTrendsinValueBasedCompensationGettingabettergriponthebehavioralaspectsofperformancemeasurementandincentivedesignW.W.GraingerexperiencewithEVAincentivesHalliburton’sC
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