人力资源管理与企业战略课件

人力资源管理与企业战略AligningHumanResourcesandBusinessStrategy人力资源管理与企业战略AligningHumanResoDistinctivehumanresourcesarefirms'corecompetenciesDistinctivehumanresourcesarBCGMcKinsey吸引有经验的业界人士强调不同背景和企业家精神直接投入工作外部培训创业/创新环境着眼于个人的激励性薪酬员工离职一般自己创业战略：客户化解决方案校园招聘倾向于技术背景在咨询方面“一张白纸”全面的内部培训员工离职一般就任公司高级经理战略：标准化的产品富有特色的人力资源是公司的核心竞争力BCGMcKinsey吸引有经验的业界人士战略：客户化解决SearsNordstrom严格、科学的招聘测试全面的精细的培训（产品知识、操作系统、推销技巧）通过定期的员工调查了解员工的态度和士气直接工资为主，佣金为辅的薪酬制度以日用品为主的零售连锁店分散化的招聘，无正式考试应聘者要具有与客户交往的经历强调雇员的判断力和自主性按业绩排名，内部晋升，末位淘汰佣金制时尚导向的零售连锁店富有特色的人力资源是公司的核心竞争力SearsNordstrom严格、科学的招聘测试以日用品为主FedExUPS分权化：员工被授权采取一切措施完成工作没有细致的条例精细的导向课程，发达的沟通渠道，确保员工得到充分信息每六个月进行一次互动（交谈）技能测试技能工资制外部招聘集中于隔夜快递通过时间动作分析规定工作细节规定工作标准并传达给员工，天天评估每个人的工作除集体谈判签约外没有员工参与高工资、高福利，提供收益分享计划和股票期权计划内部晋升宽产品线，流水化生产富有特色的人力资源是公司的核心竞争力FedExUPS分权化：员工被授权采取一切措施完成工作集中Coca-ColaPepsi雇佣大学毕业生集中、细致的培训工作安全性内部晋升资历为基础的工资家庭文化集中决策针对部门、公司层次的业绩评估维持地位和形象招聘有经验的人工作安全性低鼓励个人间的竞争，提拔竞争优胜者股票期权计划员工忠诚度低分权化针对个人的业绩评定通过多元化占领市场空档富有特色的人力资源是公司的核心竞争力Coca-ColaPepsi雇佣大学毕业生维持地位和形象招SHRMisthelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.SHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.Strategichumanresourcesmanagementislargelyaboutintegrationandadaptation.Itsconcernistoensurethat:(1)humanresources(HR)managementisfullyintegratedwiththestrategyandthestrategicneedsofthefirm;(2)HRpoliciescoherebothacrosspolicyareasandacrosshierarchies;and(3)HRpracticesareadjusted,accepted,andusedbylinemanagersandemployeesaspartoftheireverydaywork.StrategicHumanResourceManagementSHRMisthelinkingofHRMwitThe5-PModelORGANIZATIONALSTRTEGYInitiatestheprocessofidentifyingstrategicbusinessneedsandprovidesspecificqualitiestothemSTRTEGICBUSINESSNEEDSExpressedinmissionstatementsorvisionstatementsandtranslateintostrategicbusinessobjectivesEXTERNALCHARACTERISTICSSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIESINTERNALCHARACTERISTICSLinkingStrategicBusinessNeeds&StrategicHRMActivitiesThe5-PModelORGANIZATIONALSTPepsi-ColaInternational’sstrategyBeingNo.1byCreatingValuethroughLeadershipandExcellence.ThefastestgrowingThemostcommittedtocustomerserviceandattunedtocustomerneedsThebestoperatorsThebestsellingandmarketingcompanyThebestpeople-orientedcompanyThe5-PModelPepsi-ColaInternational’sstrPCI’sstrategicbusinessobjectivesCommittedbottlingorganizationUncompromisingdedicationtoqualityDevelopmentoftalentedpeopleFocusongrowthQualitybusinessplansThe5-PModelPCI’sstrategicbusinessobjecHumanResourcesPoliciesExpressedassharedvalues(guidelines)HumanResourcesPhilosophyExpressedinstatementsdefiningbusinessvaluesandcultureHumanResourcesProgramsArticulatedasHumanResourcesStrategiesHumanResourcesPracticesForleadership,managerial,andoperationalrolesHumanResourcesProcessesFortheformulationandimplementationofotheractivitiesExpresshowtotreatandvaluepeopleEstablishesguidelinesforactiononpeople-relatedbusinessissuesandHRprogramsCoordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissuesMotivatesneededrolebehaviorsDefineshowtheseactivitiesarecarriedoutThe5-PModelSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIESHumanResourcesPoliciesHuman1.HUMANRESOURCESPHILOSOPHYThisisastatementofhowtheorganizationregardsitshumanresources,whatroletheresourcesplayintheoverallsuccessofthebusiness,andhowtheyaretobetreatedandmanaged.InsteadofusingthetermsHRphilosophyorHRvaluestodescribehowhumanresourcesareregarded,treated,andmanaged,someorganizationsusethetermculture.The5-PModel1.HUMANRESOURCESPHILOSOPHYTAstatementofthecultureatPCILEADERSHIPINPEOPLEWewilldevelopanexcellentorganizationfocusedonbuildingthebusinessby:EmpoweringpeopletodrivethebusinessfromtheclosestpointtothemarketDevelopingtherightskillstobethebestinthebusinessBuildingcareeropportunitiesBuildingteamwork:WithbottlerstoensurethatwemaintainstrongpartnershipsAmongarea,division,andheadquartersstafftoensurethatwecoordinatefunctionalstrengthstoproducethebestpossibleresultsAcrossmarketstoensurethatwesharethebestpracticesthroughouttheenterpriseHelpingpeoplesucceedbybuildinganenvironmentwith:HighintegrityStrongandconsistentvaluesContinuousimprovementThe5-PModel:PHILOSOPHYAstatementofthecultureatLEADERSHIPINOURBRANDSWewillachievebrandsuperiorityby:Deliveringthebestproductsinthemarketplace:ThehighestqualityThebesttastingThemostconsistentCommunicatingthesebenefitsinahigh-impact,persuasiveandconsistentmannerLEADERSHIPINMARKETINGWewillbuildonourbrandplatformsby:Creatingnewbrand,channel,andpackagesegmentsthatbuildthebusiness:FasteroffthemarkBetterideasQuickertocreateandtakeadvantageofopportunitiesThe5-PModel:AstatementofthecultureatPCILEADERSHIPINOURBRANDSWewilLEADERSHIPINOPERATIONSWewillbuildexcellenceinourownandbottleroperationsby:Beingthelow-costproducerEstablishingandmaintainingastrongfocusoncustomerservicesandsalesmanagement.ThesecornerstoneswillmakeusthebestsalescompanyStandardizingoperatingsystemsto:EnhanceourabilitytoprovidethehighestlevelofcustomerserviceDevelopanabilitytomeasureandmanagekeyparametersofthebusinessinaconsistentfashionProvideacommonsetofpracticesanddisciplinesfortheorganizationThe5-PModel:AstatementofthecultureatPCILEADERSHIPINOPERATIONSWewil2.HUMANRESOURCESPOLICIESAllofthesestatementsprovideguidelinesforactiononpeople-relatedbusinessissuesandforthedevelopmentofHRprogramsandpracticesbasedonstrategicneeds.ThetermHRPolicy,asusedhere,doesnotmeanHRPolicyManual.The5-PModel2.HUMANRESOURCESPOLICIESAllHRpolicycanlinkvalueswithaparticularpeople-relatedbusinessneedValues:highstandardsofpersonalperformanceNeed:todevelopcommunicationskillsthatwouldfostersuchperformanceinadecentralizedinternationalenvironmentHRpolicy:instantfeedback.ifyouhaveaproblemoranideaaboutanyaspectofthebusiness,oraboutanindividual'sperformance,thentheorganizationdemandsthatyouraisetheissueappropriatelyanddiscussitmaturely.The5-PModel:POLICIESHRpolicycanlinkvalueswith3.HUMANRESOURCESPROGRAMSShapedbyHRpolicies,HRprogramsrepresentcoordinatedHReffortsspecificallyintendedtoinitiate,disseminate,andsustainstrategicorganizationalchangeeffortsnecessitatedbythestrategicbusinessneeds.The5-PModel3.HUMANRESOURCESPROGRAMSShaGenericquestionshelptoidentifythefundamentalissuesforprogramsWhatisthenatureofthecorporateculture?Isitsupportiveofthebusiness?Willtheorganizationbeabletocopewithfuturechallengesinitscurrentform?Whatkindofpeopleandhowmanywillberequired?Areperformancelevelshighenoughtomeetdemandsforincreasedprofitability,innovation,higherproductivity,betterquality,andimprovedcustomerservice?Whatisthelevelofcommitmenttothecompany?ArethereanypotentialconstraintssuchasskillshortagesorHRproblems?The5-PModel:PROGRAMSGenericquestionshelptoiden4.HUMANRESOURCESPRACTICESLEADERSHIPROLESEstablishingdirectionAligningpeopleMotivatingandinspiringindividualsCausingdramaticandusefulchangee.g.FPCLivebythebasicvaluesoftheForestProductsCompanyDemonstratehonestyandethicalbehaviorinbusinesstransactionsShowahighdegreeifpersonalintegrityindealingwithothersAvoidwastingtimeorresourcesStriveforcontinuousimprovementinallyoudoDemonstrateconfidenceinyourselfasaleaderThe5-PModel4.HUMANRESOURCESPRACTICESLEMANAGERIALROLESMakesurethatobjectivesareclearlyunderstoodLevelwithpeopleonwhatisnotnegotiableGiveappropriateorientationtopeopleonnewassignmentsDealeffectivelywithperformanceproblemsGivepeopletheinformationtheyneedtobesuccessfulGivedevelopmentalperformancefeedbackinatimelymannerGivepeoplethefreedomtheyneedtodotheirjobsGiveco-workerstheopportunitytotryouttheirnewideasEncourageappropriatecollaborationonworkassignmentsEncouragepeopletoparticipatewhenappropriateOPERATIONALROLESContentisfarmorespecificthanfortheotherrolesThe5-PModel:PRACTICESMANAGERIALROLESMakesurethat5.HUMANRESOURCESPROCESSESThisareadealswith"how"alltheotherHRactivitiesareidentified,formulated,andimplemented.The5-PModel5.HUMANRESOURCESPROCESSESThStrategy-HRfit:Doesitreallymatter?Strategy-HRfit:DoesitreaFIT:theeffectivenessofanyHRpracticeorsetofpracticesforimpactingfirmperformancedependsuponthefirm'sstrategy,orconversely,theeffectivenessofanystrategydependsuponhavingtherightHRpractices.Whilesomestudiesprovidedminorsupportfortheefficacyoffit,overalltheresultswerefarfromconclusiveStrategy-HRfitFIT:theeffectivenessofanyIfthefactsdon'tfitthetheory,fixthefacts.Strategy-HRfitIfthefactsdon'tfitthetheThesystemarchitecturelevel(consistsoftheguidingprinciples)LittlereasonexistsforthinkingthattheeffectivenessofsuchprinciplesmightvaryacrossstrategiesThepolicyalternativeslevel(thedifferenttechniquesorpracticesthroughwhichtheguidingprinciplescanbepromoted)Howfitwithstrategymighttakeonimportance”Product"level(theimmediateproducttheHRpracticesaimtoproduce)AstrongneedtotieHRtostrategyexistsPractice-processlevel(thebest-in-classimplementationand/ortechniqueoftheprinciples,practices,andproductsystems)ThisissueofinternalfitwillbeleftforafutureresearchStrategy-HRfitThesystemarchitecturelevel学习型组织与人力资源管理学习型组织与人力资源管理学习型组织的五项修炼自我超越（PersonalMastery）改善心智模式（ImprovingMentalModels）建立共同愿景（BuildingSharedVision）团体学习（TeamLearning）系统思考（SystemsThinking）学习型组织学习型组织的五项修炼自我超越（PersonalMaster学习型组织是指通过培养弥漫于整个组织的学习气氛、充分发挥员工的创造性思维能力而建立起来的一种有机的、高度柔性的、扁平的、符合人性的、能持续发展的组织。这种组织具有持续学习的能力，具有高于个人绩效总和的综合绩效。学习型组织学习型组织是指通过培养弥漫于整个组织的学习气氛、充分发挥员工组织成员拥有一个共同的愿景组织由多个创造性个体组成善于不断学习“地方为主”的扁平式结构自主管理组织的边界将被重新界定员工家庭与事业的平衡领导者的新角色（设计师、仆人和教师）学习型组织学习型组织的特征组织成员拥有一个共同的愿景学习型组织学习型组织的特征学习型组织的特征学习型组织的特征善于不断学习强调“终身学习”强调“全员学习”强调“全过程学习”强调“团体学习”学习型组织善于不断学习强调“终身学习”学习型组织企业再造与人力资源管理企业再造与人力资源管理（BusinessProcessReengineering，也叫做企业重建、业务流程重组、企业流程重组）：即从本质上反思业务流程、彻底重新设计业务流程，以达到大幅度提高绩效的目的。——（美）迈克尔哈默（M.Hammer）杰姆斯钱皮（J.Champy）《再造企业——工商管理革命宣言》企业再造（BusinessProcessReengineerin大幅度：企业再造的出发点并非经营管理上的微小进步，它着眼于绩效上的重大飞跃，着眼于突破。彻底：追根溯源，而不是改良现有的东西。“假如今天还没有宝洁，我们会怎样把它创建起来？”流程：指一系列相互关联并共同为顾客创造价值的工作。在传统的公司里，流程是支离破碎、遍布各个部门、看不见管不了的孤儿。企业再造理论认为，流程支离破碎正是企业绩效问题的根源，只有把全部流程当做整体对待，才能大幅度提高业绩。重新设计：企业再造主要的就是工作方式的设计，人们往往认为只有产品才能设计，其实设计流程才最重要。企业再造大幅度：企业再造的出发点并非经营管理上的微小进步，它着眼于绩企业再造的指导思想顾客至上以人为本彻底改造企业再造企业再造的指导思想顾客至上企业再造企业建立“优质服务型”竞争优势的七个步骤由上至下改进服务：优质服务的思想必须贯彻在企业文化之中，并且要由领导以身作则付诸实践。创造具体的优质服务目标，并由一套明确的制度来保证。雇佣重视顾客的员工：这种员工必须是愿意与顾客友好相处、善于了解顾客心理、又能敏锐地察觉顾客特别需要的员工。训练员工关心和体谅顾客。激励员工提供特别的服务：企业要通过奖惩制度使优质服务措施得到巩固和加强。授权员工自行解决问题。奖励员工对顾客的英雄式行为企业再造企业建立“优质服务型”竞争优势的七个步骤由上至下改进服务：优企业再造与人力资源管理建立再造承诺人力资源管理与团队建设在改变工作性质方面的角色HR在集权到分权的转变中的角色HR在从培训到教育的转变中的角HR在从行为到结果的转变中的角色企业再造企业再造与人力资源管理建立再造承诺企业再造知识管理与HRMKNOWLEDGEMANAGEMENT知识管理与HRMKNOWLEDGEMANAGEMENT从工业经济到知识经济单一地和尽可能地利用自然资源，全然没有考虑到环境、生态和社会效益之类的课题需要大量资金、设备，有形资产能起决定性作用，以开采有限的自然资源为主带来的是稀缺经济，必须保护和控制资产依赖完善的基础设施科学、合理、综合、高效地利用现有资源，促进人与自然协调同时可持续发展资产投入是以无形资产为主，引进了开发无限的人力资源——人们的头脑的可能性提供了一个创造充裕经济的平台，以永不枯竭的思想为基础通过动态合作，汇集成为灵感的大动脉，动脉中又孕育着更多的创造性依赖生机勃勃的“信息结构”知识管理从工业经济到知识经济单一地和尽可能地利用自然资源，全然没有考知识管理的重要性工作人口减少与老化之后，知识管理将是提高生产力的关键。想改善或甚至只是维持目前的生活水准，知识管理都将是基本条件。知识财产已成为我们时代的主要通货。——德鲁克知识管理知识管理的重要性工作人口减少与老化之后，知识管理将是提高生产知识型企业知识型人员将占绝大多数企业组织结构发生变化生产组织系统发生变化在家办公将成为一种可行的工作方式，经理人员也可以通过使用便携式信息技术随时随地办公随时招聘的工作人员将取代固定性工作人员“按业绩付酬”将取代“按岗位付酬”灵活有效的生产组合形式：人员、时间、地点等。这种组合可以根据需要随时增减，甚至撤消；同时也可以为了掌握各种本领而进行彻底改组知识管理知识型企业知识型人员将占绝大多数知识管理大型企业将被改造成许多小的能提供某种专门服务的自行管理的单位。智能信息系统利用企业内综合通信网或者组件系统，把所有的生产经营活动合成一个工作整体，协调生产全过程和分散在各地的各单位之间的工作；企业每一个单位的管理都通过由知识型人员组成的一个几乎拥有全权的自行指导班子来进行。这个指导班子对产品的设计、加工制造、销售、售后服务和最终处理实行一抓到底的管理方法。由于实行计算机化取得了巨大的灵活性，任何一个用户只要确切说明他需要一种什么样的产品，都能得到满足；管理部门按工作成绩分配预算、工资、奖金和其他资源，同时允许各部门按照自己认为最佳的方式自行组合和安排生产，以及同供应商和其他单位协作。企业组织结构发生变化知识管理大型企业将被改造成许多小的能提供某种专门服务的自行管理的单位知识型企业的六个要素你越使用知识型产品和服务，它们越具有职能你越使用知识型产品和服务，你就越聪明知识型产品和服务可随环境变化而做出调整知识型企业可按顾客要求提供产品和服务知识型产品和服务具有相对较短的生命周期知识型企业能使顾客实时采取行动知识管理知识型企业的六个要素你越使用知识型产品和服务，它们越具有职能知识管理知识管理不同于信息管理，它是通过知识共享，运用集体智慧提高应变和创新能力。知识管理的实施在于建立激励雇员参与知识共享的机制，设立知识总监，关注创新和集体创造力的培养。知识管理并不是一门技术，而是各种可行的解决办法的综合，其作用是作为一个单一系统满足各项具体需求。知识管理就是为企业实现显性知识和隐性知识共享寻找新的途径。显性知识易于通过计算机进行整理和存储；隐性知识则难以掌握，它存储在各个雇员的大脑里，是雇员的个人经验。正是由于信息与人的认知能力的结合才导致了知识的产生。它是一个运用信息创造某种行为的过程。这就是知识管理的目标知识管理知识管理知识管理不同于信息管理，它是通过知识共享，运用集体智FiveObjectivesforKnowledgeManagementInitiativeConnectingpeoplewithotherknowledgepeopleConnectingpeoplewithinformationEnablingtheconversionofinformationtoknowledgeEncapsulatingknowledge,makingiteasiertotransferDisseminatingknowledgearoundthefirmFiveObjectivesforKnowledge知识管理的实施实现有效的知识管理所要求的远远不止仅仅拥有合适的软件系统和充分的人员培训。它要求公司领导层把集体知识共享和创新视为赢得竞争优势的支柱。知识管理要求雇员共享他们所拥有的知识（而不是为了保住各自的工作而隐瞒信息），并且要求管理层对那些做到这一点的人给予鼓励。“从许多方面来说，在公司内部实现知识共享同与竞争对手共享知识的难度一样大。”建立对积极参与知识共享的雇员予以奖励的激励机制。“雇员的价值并不在于他们掌握了哪些知识，而在于他们要具有不断创新和创造性运用新知识的能力。”设立知识总监（CKO），知识总监的地位居于行政总监（CEO）和信息总监（CIO）之间。知识管理知识管理的实施实现有效的知识管理所要求的远远不止仅仅拥有合适人力资源管理与企业战略AligningHumanResourcesandBusinessStrategy人力资源管理与企业战略AligningHumanResoDistinctivehumanresourcesarefirms'corecompetenciesDistinctivehumanresourcesarBCGMcKinsey吸引有经验的业界人士强调不同背景和企业家精神直接投入工作外部培训创业/创新环境着眼于个人的激励性薪酬员工离职一般自己创业战略：客户化解决方案校园招聘倾向于技术背景在咨询方面“一张白纸”全面的内部培训员工离职一般就任公司高级经理战略：标准化的产品富有特色的人力资源是公司的核心竞争力BCGMcKinsey吸引有经验的业界人士战略：客户化解决SearsNordstrom严格、科学的招聘测试全面的精细的培训（产品知识、操作系统、推销技巧）通过定期的员工调查了解员工的态度和士气直接工资为主，佣金为辅的薪酬制度以日用品为主的零售连锁店分散化的招聘，无正式考试应聘者要具有与客户交往的经历强调雇员的判断力和自主性按业绩排名，内部晋升，末位淘汰佣金制时尚导向的零售连锁店富有特色的人力资源是公司的核心竞争力SearsNordstrom严格、科学的招聘测试以日用品为主FedExUPS分权化：员工被授权采取一切措施完成工作没有细致的条例精细的导向课程，发达的沟通渠道，确保员工得到充分信息每六个月进行一次互动（交谈）技能测试技能工资制外部招聘集中于隔夜快递通过时间动作分析规定工作细节规定工作标准并传达给员工，天天评估每个人的工作除集体谈判签约外没有员工参与高工资、高福利，提供收益分享计划和股票期权计划内部晋升宽产品线，流水化生产富有特色的人力资源是公司的核心竞争力FedExUPS分权化：员工被授权采取一切措施完成工作集中Coca-ColaPepsi雇佣大学毕业生集中、细致的培训工作安全性内部晋升资历为基础的工资家庭文化集中决策针对部门、公司层次的业绩评估维持地位和形象招聘有经验的人工作安全性低鼓励个人间的竞争，提拔竞争优胜者股票期权计划员工忠诚度低分权化针对个人的业绩评定通过多元化占领市场空档富有特色的人力资源是公司的核心竞争力Coca-ColaPepsi雇佣大学毕业生维持地位和形象招SHRMisthelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.SHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.Strategichumanresourcesmanagementislargelyaboutintegrationandadaptation.Itsconcernistoensurethat:(1)humanresources(HR)managementisfullyintegratedwiththestrategyandthestrategicneedsofthefirm;(2)HRpoliciescoherebothacrosspolicyareasandacrosshierarchies;and(3)HRpracticesareadjusted,accepted,andusedbylinemanagersandemployeesaspartoftheireverydaywork.StrategicHumanResourceManagementSHRMisthelinkingofHRMwitThe5-PModelORGANIZATIONALSTRTEGYInitiatestheprocessofidentifyingstrategicbusinessneedsandprovidesspecificqualitiestothemSTRTEGICBUSINESSNEEDSExpressedinmissionstatementsorvisionstatementsandtranslateintostrategicbusinessobjectivesEXTERNALCHARACTERISTICSSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIESINTERNALCHARACTERISTICSLinkingStrategicBusinessNeeds&StrategicHRMActivitiesThe5-PModelORGANIZATIONALSTPepsi-ColaInternational’sstrategyBeingNo.1byCreatingValuethroughLeadershipandExcellence.ThefastestgrowingThemostcommittedtocustomerserviceandattunedtocustomerneedsThebestoperatorsThebestsellingandmarketingcompanyThebestpeople-orientedcompanyThe5-PModelPepsi-ColaInternational’sstrPCI’sstrategicbusinessobjectivesCommittedbottlingorganizationUncompromisingdedicationtoqualityDevelopmentoftalentedpeopleFocusongrowthQualitybusinessplansThe5-PModelPCI’sstrategicbusinessobjecHumanResourcesPoliciesExpressedassharedvalues(guidelines)HumanResourcesPhilosophyExpressedinstatementsdefiningbusinessvaluesandcultureHumanResourcesProgramsArticulatedasHumanResourcesStrategiesHumanResourcesPracticesForleadership,managerial,andoperationalrolesHumanResourcesProcessesFortheformulationandimplementationofotheractivitiesExpresshowtotreatandvaluepeopleEstablishesguidelinesforactiononpeople-relatedbusinessissuesandHRprogramsCoordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissuesMotivatesneededrolebehaviorsDefineshowtheseactivitiesarecarriedoutThe5-PModelSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIESHumanResourcesPoliciesHuman1.HUMANRESOURCESPHILOSOPHYThisisastatementofhowtheorganizationregardsitshumanresources,whatroletheresourcesplayintheoverallsuccessofthebusiness,andhowtheyaretobetreatedandmanaged.InsteadofusingthetermsHRphilosophyorHRvaluestodescribehowhumanresourcesareregarded,treated,andmanaged,someorganizationsusethetermculture.The5-PModel1.HUMANRESOURCESPHILOSOPHYTAstatementofthecultureatPCILEADERSHIPINPEOPLEWewilldevelopanexcellentorganizationfocusedonbuildingthebusinessby:EmpoweringpeopletodrivethebusinessfromtheclosestpointtothemarketDevelopingtherightskillstobethebestinthebusinessBuildingcareeropportunitiesBuildingteamwork:WithbottlerstoensurethatwemaintainstrongpartnershipsAmongarea,division,andheadquartersstafftoensurethatwecoordinatefunctionalstrengthstoproducethebestpossibleresultsAcrossmarketstoensurethatwesharethebestpracticesthroughouttheenterpriseHelpingpeoplesucceedbybuildinganenvironmentwith:HighintegrityStrongandconsistentvaluesContinuousimprovementThe5-PModel:PHILOSOPHYAstatementofthecultureatLEADERSHIPINOURBRANDSWewillachievebrandsuperiorityby:Deliveringthebestproductsinthemarketplace:ThehighestqualityThebesttastingThemostconsistentCommunicatingthesebenefitsinahigh-impact,persuasiveandconsistentmannerLEADERSHIPINMARKETINGWewillbuildonourbrandplatformsby:Creatingnewbrand,channel,andpackagesegmentsthatbuildthebusiness:FasteroffthemarkBetterideasQuickertocreateandtakeadvantageofopportunitiesThe5-PModel:AstatementofthecultureatPCILEADERSHIPINOURBRANDSWewilLEADERSHIPINOPERATIONSWewillbuildexcellenceinourownandbottleroperationsby:Beingthelow-costproducerEstablishingandmaintainingastrongfocusoncustomerservicesandsalesmanagement.ThesecornerstoneswillmakeusthebestsalescompanyStandardizingoperatingsystemsto:EnhanceourabilitytoprovidethehighestlevelofcustomerserviceDevelopanabilitytomeasureandmanagekeyparametersofthebusinessinaconsistentfashionProvideacommonsetofpracticesanddisciplinesfortheorganizationThe5-PModel:AstatementofthecultureatPCILEADERSHIPINOPERATIONSWewil2.HUMANRESOURCESPOLICIESAllofthesestatementsprovideguidelinesforactiononpeople-relatedbusinessissuesandforthedevelopmentofHRprogramsandpracticesbasedonstrategicneeds.ThetermHRPolicy,asusedhere,doesnotmeanHRPolicyManual.The5-PModel2.HUMANRESOURCESPOLICIESAllHRpolicycanlinkvalueswithaparticularpeople-relatedbusinessneedValues:highstandardsofpersonalperformanceNeed:todevelopcommunicationskillsthatwouldfostersuchperformanceinadecentralizedinternationalenvironmentHRpolicy:instantfeedback.ifyouhaveaproblemoranideaaboutanyaspectofthebusiness,oraboutanindividual'sperformance,thentheorganizationdemandsthatyouraisetheissueappropriatelyanddiscussitmaturely.The5-PModel:POLICIESHRpolicycanlinkvalueswith3.HUMANRESOURCESPROGRAMSShapedbyHRpolicies,HRprogramsrepresentcoordinatedHReffortsspecificallyintendedtoinitiate,disseminate,andsustainstrategicorganizationalchangeeffortsnecessitatedbythestrategicbusinessneeds.The5-PModel3.HUMANRESOURCESPROGRAMSShaGenericquestionshelptoidentifythefundamentalissuesforprogramsWhatisthenatureofthecorporateculture?Isitsupportiveofthebusiness?Willtheorganizationbeabletocopewithfuturechallengesinitscurrentform?Whatkindofpeopleandhowmanywillberequired?Areperformancelevelshighenoughtomeetdemandsforincreasedprofitability,innovation,higherproductivity,betterquality,andimprovedcustomerservice?Whatisthelevelofcommitmenttothecompany?ArethereanypotentialconstraintssuchasskillshortagesorHRproblems?The5-PModel:PROGRAMSGenericquestionshelptoiden4.HUMANRESOURCESPRACTICESLEADERSHIPROLESEstablishingdirectionAligningpeopleMotivatingandinspiringindividualsCausingdramaticandusefulchangee.g.FPCLivebythebasicvaluesoftheForestProductsCompanyDemonstratehonestyandethicalbehaviorinbusinesstransactionsShowahighdegreeifpersonalintegrityindealingwithothersAvoidwastingtimeorresourcesStriveforcontinuousimprovementinallyoudoDemonstrateconfidenceinyourselfasaleaderThe5-PModel4.HUMANRESOURCESPRACTICESLEMANAGERIALROLESMakesurethatobjectivesareclearlyunderstoodLevelwithpeopleonwhatisnotnegotiableGiveappropriateorientationtopeopleonnewassignmentsDealeffectivelywithperformanceproblemsGivepeopletheinformationtheyneedtobesuccessfulGivedevelopmentalperformancefeedbackinatimelymannerGivepeoplethefreedomtheyneedtodotheirjobsGiveco-workerstheopportunitytotryouttheirnewideasEncourageappropriatecollaborationonworkassignmentsEncouragepeopletoparticipatewhenappropriateOPERATIONALROLESContentisfarmorespecificthanfortheotherrolesThe5-PModel:PRACTICESMANAGERIALROLESMakesurethat5.HUMANRESOURCESPROCESSESThisareadealswith"how"alltheotherHRactivitiesareidentified,formulated,andimplemented.The5-PModel5.HUMANRESOURCESPROCESSESThStrategy-HRfit:Doesitreallymatter?Strategy-HRfit:DoesitreaFIT:theeffectivenessofanyHRpracticeorsetofpracticesforimpactingfirmperformancedependsuponthefirm'sstrategy,orconversely,theeffectivenessofanystrategydependsuponhavingtherightHRpractices.Whilesomestudiesprovidedminorsupportfortheefficacyoffit,overalltheresultswerefarfromconclusiveStrategy-HRfitFIT:theeffectivenessofanyIfthefactsdon'tfitthetheory,fixthefacts.Strategy-HRfitIfthefactsdon'tfitthetheThesystemarchitecturelevel(consistsoftheguidingprinciples)LittlereasonexistsforthinkingthattheeffectivenessofsuchprinciplesmightvaryacrossstrategiesThepolicyalternativeslevel(thedifferenttechniquesorpracticesthroughwhichtheguidingprinciplescanbepromoted)Howfitwithstrategymighttakeonimportance”Product"level(theimmediateproducttheHRpracticesaimtoproduce)AstrongneedtotieHRtostrategyexistsPractice-processlevel(thebest-in-classimplementationand/ortechniqueoftheprinciples,practices,andproductsystems)ThisissueofinternalfitwillbeleftforafutureresearchStrategy-HRfitThesystemarchitecturelevel学习型组织与人力资源管理学习型组织与人力资源管理学习型组织的五项修炼自我超越（PersonalMastery）改善心智模式（ImprovingMentalModels）建立共同愿景（BuildingSharedVision）团体学习（TeamLearning）系统思考（SystemsThinking）学习型组织学习型组织的五项修炼自我超越（PersonalMaster学习型组织是指通过培养弥漫于整个组织的学习气氛、充分发挥员工的创造性思维能力而建立起来的一种有机的、高度柔性的、扁平的、符合人性的、能持续发展的组织。这种组织具有持续学习的能力，具有高于个人绩效总和的综合绩效。学习型组织学习型组织是指通过培养弥漫于整个组织的学习气氛、充分发挥员工组织成员拥有一个共同的愿景组织由多个创造性个体组成善于不断学习“地方为主”的扁平式结构自主管理组织的边界将被重新界定员工家庭与事业的平衡领导者的新角色（设计师、仆人和教师）学习型组织学习型组织的特征组织成员拥有一个共同的愿景学习型组织学习型组织的特征学习型组织的特征学习型组织的特征善于不断学习强调“终身学习”强调“全员学习”强调“全过程学习”强调“团体学习”学习型组织善于不断学习强调“终身学习”学习型组织企业再造与人力资源管理企业再造与人力资源管理（BusinessProcessReengineering，也叫做企业重建、业务流程重组、企业流程重组）：即从本质上反思业务流程、彻底重新设计业务流程，以达到大幅度提高绩效的目的。——（美）迈克尔哈默（M.Hammer）杰姆斯钱皮（J.Champy）《再造企业——工商管理革命宣言》企业再造（BusinessProcessReengineerin大幅度：企业再造的出发点并非经营管理上的微小进步，它着眼于绩效上的重大飞跃，着眼于突破。彻底：追根溯源