人力资源经理专题培训(英文版)课件

IntroductionHRMTrainingIntroductionHRMTraining1contentsStrategyDefinitionandfunctionprofileTrendsandchangingCompetenciesofHRprofessionalsHigh-PerformanceWorkSystemChallengecontentsStrategy2AspeechAdecadeofglobalization,deregulation,andtechnicaladvanceshasvastlyincreasedthedegreeofcompetitivenessmostorganizationsfacetoday.Companiestodaymustthereforebebetter,fast,andmorecompetitivejusttosurvive.‘Formanyyearsithasbeensaidthatcapitalisthebottleneckforaindustry.Idon’tthinkthisanylongerholdstrue.Idonotknowofanymajorprojectbackedbygoodideas,vigor,andenthusiasmthathasbeenstoppedbyashortageofcash.Idoknowofindustrieswhosegrowthhasbeenpartlystoppedorhamperedbecausetheycannotmaintainanefficientandenthusiasticlaborforce.’AspeechAdecadeofglobalizat3GEJackWelchThisplacerunsbyitsgreatpeople…thebiggestaccomplishmentI’vehadistofindpeople.Anarmyofthem.Theyareallbetterthanmost.Theyarebighitters,andtheyseemtothrivethem.GEJackWelchThisplacerunsb4StrategyCorporatestrategy:wherearewegoing?DirectionBusinessstrategy/competitiveadvantages:howtobuildandstrengthenthebusinesslongtermcompetitivepositioninthemarketplace.Functionstrategy:actiontopursueCAinoperationinfunctiondepartmentStrategyCorporatestrategy:w5CompetitiveAdvantagesCostleadershipDifferentiationFocusdifferentiationCompetitiveAdvantagesCostlea6CompetitiveAdvantagesItisdeterminedbywhetherthecompanysatisfiestheneedsofstakeholders(groupsaffectedbybusinesspractices)Stockholders:returnoninvestmentCustomers:high-qualityproductandservicesEmployees:interestingworkandreasonablecompensationCommunity:minimizepollutionofenvironmentCompetitiveAdvantagesItisde7DefinitionItreferstothepolicies,practicesandsystemsthatinfluenceemployees’behavior,attitudesandperformance.DefinitionItreferstothepol8IntegrativeFramework完全体系LawsandregulationsCulturePoliticsUnionsLabormarketsIndustrycharacteristicsInternal内部organizationcontextExternalContext外部Local-National-MultinationalStructureSizelifecyclestageStrategyTechnologyObjectivesLegitimacyStakeholdersEconomicefficiencyResourceacquisition…Income输入Informal….FormalHRM人力资源管理Prescribed…..EnactedCoreofHRMS核心管理Outcomes输出Shortterm..LongtermIndividualOrganizationSocietal….IntegrativeFramework完全体系Laws9CoreofHRMS核心Philosophies理念Policies政策Practices实践Planning计划Staffing人员配置Appraising考评Rewarding价值赋予Developing发展CoreofHRMS核心Philosophies理念Po10HRMPracticesRecruitingSelectionTraininganddevelopmentCompensationPerformanceManagementEmployeeRelationsHRPlanningCompanyPerformanceStrategicHRMJobAnalysisSecurityandsafetyHRMPracticesRecruitingSelecti11Recruiting招聘Termination离职JobEvaluationCompetencyModelPlanningEffectiveInfrastructure基础建设Training培训Compensation&Benefit薪酬福利PerformanceEvaluation考核评估Promotion晋升Transfer/Rotation调动MarketValueOrientationC&BStructureCommissionPlanStockoptionmanagementSpotAwardTrainingNeedsCollectionTrainingEvaluationTrainingResourceAnalysisPlanningInformationSharingEmployeeSatisfaction360SurveyPerformanceEvaluationSystemObjective目标G&OSetting(withmeasurement)RecruitingTerminationJobEvalu12TrendofHRMenvironmentGlobalizationTechnology:HRIS(eHR)reducemoretimeDeregulation:self-serviceandcareerdevelopmentWorkforcediversity:gender,ages,minorityNatureofwork:shiftfrommanufacturingtoserviceLegalTrendofHRMenvironmentGloba13Tomorrow’sHRTodayBoundarylessorganizationEmployeesarebeingempoweredFlatterorganizationarebeingthenormWorkisincreasinglyorganizedaroundteamsandprocessThebasesofpowerarechangingManagerstodaymustbuildcommitmentTomorrow’sHRToday14ThechangingroleofHRmanagement1900s,hiringandfiring,payroll,benefits1930s,personnelmanagement,legislation,unions1960s:protectorandscreener,provideexpertiseinareaslikerecruitment,screening,andtraining.Today:strategicpartnerandchangeagent,HRMThechangingroleofHRmanage15HRandEmployeecommitmentAnemployee’sidentificationwithandagreementtopursuethecompany’sortheunitsmissionTwowaycommunicationsthroughHRSthatguaranteetwowaycommunicationsandfairtreatmentofallemployee’sgrievancesanddisciplinaryconcerns.Career-orientedperformanceappraisalproceduresandeffectivetraininganddevelopmentpractices.HRandEmployeecommitmentAne16HRandCompanyPerformancePersonnelscreeningteststoselecttalentDownsizing,maintainmoral,reducejobstressHRandserviceHRandresponsivenessHRandCompanyPerformancePers17HRandCorporateStrategyTransitionfromadministrativefunctiontoastrategicbusinesspartnership:Broadcorporatecompetency:partnershipwithinalloflinemanagers,evenindividualstafftoinvolveinHRMInvolveHRintheearliststagesofdevelopingandimplementingthefirm’sstrategicplan,ratherthantoletHRreacttoit.HRandCorporateStrategyTrans18CompetenciesofHRprofessionalsAnalyticalFact-BasedDecisionMakingComplianceRegulationAdministrationControlLeadershipConceptualIdeasVisioningInterpersonalTeamworkCompensationStrategicOrganizationdevelopmentChangeManagementEvaluationBenefitsAuditDataManagementEmployeeRelationLegalDiversityCounselingTrainingCompetenciesofHRprofessiona19ManagementprocessforallmanagersPlanning:goals,rules,plansandforecastingOrganizing:specifictask,teams,empowerment,communicationchannels,coordinatingStaffing:recruiting,selecting,goalsetting,evaluating,training,developingLeading:gettingjobdone,morale,motivatingControlling:settingquartos,checking,takingcorrectiveactionManagementprocessforallman20TobeaStaffManagerLine-Manager:amanagerwhoisauthorizedtodirecttheworkofsubordinatesandresponsibleforaccomplishingtheorganization’sgoals.StaffManager:AmanagerwhoassistsandadvicelinemanagersHRmanagersareresponsibleforadvisinglinermanagersinareaslikerecruiting,hiring,andcompensation.TobeaStaffManagerLine-Mana21DetermineforstrategicroleWhatisHRdoingtoprovidevalue-addedservicestointernalclientsHowareyoumeasuringtheeffectivenessofHRHowcanwereinvestinemployeesWhatHRstrategywillweusetogetthebusinessfrompointAtoBWhatmakesanemployeewanttostayatourcompanyHowarewegoingtoinvestinHRsothatwehaveabetterHRdepartmentthanourcompetitorsFromanHRperspective,whatshouldwebedoingtoimproveourmarketplacepositionWhat’sthebestchangewecanmaketoprepareforthefutureDetermineforstrategicroleWh22High-performanceorganizationBuildingbetter,faster,morecompetitiveorganizationsthroughHRGE,CiscoSystemsarerespondingfasterandmorecompetitivelybyusingInternetHRtechniquestorecruithigh-techworkers.High-performanceorganizationB23High-PerformanceWorkSystemChallengeChangeinemployees’workrolesandskillrequirementsIncreaseintheuseofteamstoperformanceworkChangesinthenatureofmanagerialworkChangesincompanystructureIncreaseavailabilityofinformationbasesrelatedtothecompany’shumanresourceCompetitivenessinhigh-performanceworksystemsHigh-PerformanceWorkSystemC24HowHRpracticessupporthigh-performanceworksystemTeamsareusedtoperformworkEmployeesparticipateintheselectionprocessEmployeesreceiveformalperformancefeedbackandareactivelyinvolvedintheperformance–improvementprocessOngoingtrainingisemphasizedandrewardedEmployees’rewardandcompensationrelatedtothecompany’sfinancialperformanceEquipmentandworkprocessesarestructuredtoencouragemaximumflexibilityandinteractionamongemployeesEmployeesparticipatedinplanningchangesinequipment,layout,andworkmethodsWorkdesignallowsemployeestouseavarityofskillsEmployeesunderstandhoetheirjobscontributetothefinishedproductorserviceHowHRpracticessupporthigh-25Casestudy----ABBItorganizedaroundmini-unitsEmpowereditsworkersFlatteneditshierarchyEliminatedcentralstaffCasestudy----ABBItorganized26ABBFirstandSecondWithintwoyears,ChairmanPercyBarnevik“de-organized”its215000employeesinto5,000mini-companies,eachaveragingonlyabout50workerseach.Speeddecisionmaking,employeeswereempowered.MakemostdecisionwithoutcheckingfirstwithtopmanagementABBFirstandSecondWithintwo27ABB3and43.De-layered.Ithasonlythreemanagementlevels.13topexecutivecommittee250-memberexecutivecommittee5000mini-companyorcountrymanager4.EliminatemostheadquartersstaffadvisorsGermanABBHeadquarterreducedfrom1600to100ABB3and43.De-layered.It28ABBFourthEliminatemostheadquartersstaffadvisorsGermanABBHeadquarterreducedfrom1600to100ABBFourthEliminatemosthead29IntroductionHRMTrainingIntroductionHRMTraining30contentsStrategyDefinitionandfunctionprofileTrendsandchangingCompetenciesofHRprofessionalsHigh-PerformanceWorkSystemChallengecontentsStrategy31AspeechAdecadeofglobalization,deregulation,andtechnicaladvanceshasvastlyincreasedthedegreeofcompetitivenessmostorganizationsfacetoday.Companiestodaymustthereforebebetter,fast,andmorecompetitivejusttosurvive.‘Formanyyearsithasbeensaidthatcapitalisthebottleneckforaindustry.Idon’tthinkthisanylongerholdstrue.Idonotknowofanymajorprojectbackedbygoodideas,vigor,andenthusiasmthathasbeenstoppedbyashortageofcash.Idoknowofindustrieswhosegrowthhasbeenpartlystoppedorhamperedbecausetheycannotmaintainanefficientandenthusiasticlaborforce.’AspeechAdecadeofglobalizat32GEJackWelchThisplacerunsbyitsgreatpeople…thebiggestaccomplishmentI’vehadistofindpeople.Anarmyofthem.Theyareallbetterthanmost.Theyarebighitters,andtheyseemtothrivethem.GEJackWelchThisplacerunsb33StrategyCorporatestrategy:wherearewegoing?DirectionBusinessstrategy/competitiveadvantages:howtobuildandstrengthenthebusinesslongtermcompetitivepositioninthemarketplace.Functionstrategy:actiontopursueCAinoperationinfunctiondepartmentStrategyCorporatestrategy:w34CompetitiveAdvantagesCostleadershipDifferentiationFocusdifferentiationCompetitiveAdvantagesCostlea35CompetitiveAdvantagesItisdeterminedbywhetherthecompanysatisfiestheneedsofstakeholders(groupsaffectedbybusinesspractices)Stockholders:returnoninvestmentCustomers:high-qualityproductandservicesEmployees:interestingworkandreasonablecompensationCommunity:minimizepollutionofenvironmentCompetitiveAdvantagesItisde36DefinitionItreferstothepolicies,practicesandsystemsthatinfluenceemployees’behavior,attitudesandperformance.DefinitionItreferstothepol37IntegrativeFramework完全体系LawsandregulationsCulturePoliticsUnionsLabormarketsIndustrycharacteristicsInternal内部organizationcontextExternalContext外部Local-National-MultinationalStructureSizelifecyclestageStrategyTechnologyObjectivesLegitimacyStakeholdersEconomicefficiencyResourceacquisition…Income输入Informal….FormalHRM人力资源管理Prescribed…..EnactedCoreofHRMS核心管理Outcomes输出Shortterm..LongtermIndividualOrganizationSocietal….IntegrativeFramework完全体系Laws38CoreofHRMS核心Philosophies理念Policies政策Practices实践Planning计划Staffing人员配置Appraising考评Rewarding价值赋予Developing发展CoreofHRMS核心Philosophies理念Po39HRMPracticesRecruitingSelectionTraininganddevelopmentCompensationPerformanceManagementEmployeeRelationsHRPlanningCompanyPerformanceStrategicHRMJobAnalysisSecurityandsafetyHRMPracticesRecruitingSelecti40Recruiting招聘Termination离职JobEvaluationCompetencyModelPlanningEffectiveInfrastructure基础建设Training培训Compensation&Benefit薪酬福利PerformanceEvaluation考核评估Promotion晋升Transfer/Rotation调动MarketValueOrientationC&BStructureCommissionPlanStockoptionmanagementSpotAwardTrainingNeedsCollectionTrainingEvaluationTrainingResourceAnalysisPlanningInformationSharingEmployeeSatisfaction360SurveyPerformanceEvaluationSystemObjective目标G&OSetting(withmeasurement)RecruitingTerminationJobEvalu41TrendofHRMenvironmentGlobalizationTechnology:HRIS(eHR)reducemoretimeDeregulation:self-serviceandcareerdevelopmentWorkforcediversity:gender,ages,minorityNatureofwork:shiftfrommanufacturingtoserviceLegalTrendofHRMenvironmentGloba42Tomorrow’sHRTodayBoundarylessorganizationEmployeesarebeingempoweredFlatterorganizationarebeingthenormWorkisincreasinglyorganizedaroundteamsandprocessThebasesofpowerarechangingManagerstodaymustbuildcommitmentTomorrow’sHRToday43ThechangingroleofHRmanagement1900s,hiringandfiring,payroll,benefits1930s,personnelmanagement,legislation,unions1960s:protectorandscreener,provideexpertiseinareaslikerecruitment,screening,andtraining.Today:strategicpartnerandchangeagent,HRMThechangingroleofHRmanage44HRandEmployeecommitmentAnemployee’sidentificationwithandagreementtopursuethecompany’sortheunitsmissionTwowaycommunicationsthroughHRSthatguaranteetwowaycommunicationsandfairtreatmentofallemployee’sgrievancesanddisciplinaryconcerns.Career-orientedperformanceappraisalproceduresandeffectivetraininganddevelopmentpractices.HRandEmployeecommitmentAne45HRandCompanyPerformancePersonnelscreeningteststoselecttalentDownsizing,maintainmoral,reducejobstressHRandserviceHRandresponsivenessHRandCompanyPerformancePers46HRandCorporateStrategyTransitionfromadministrativefunctiontoastrategicbusinesspartnership:Broadcorporatecompetency:partnershipwithinalloflinemanagers,evenindividualstafftoinvolveinHRMInvolveHRintheearliststagesofdevelopingandimplementingthefirm’sstrategicplan,ratherthantoletHRreacttoit.HRandCorporateStrategyTrans47CompetenciesofHRprofessionalsAnalyticalFact-BasedDecisionMakingComplianceRegulationAdministrationControlLeadershipConceptualIdeasVisioningInterpersonalTeamworkCompensationStrategicOrganizationdevelopmentChangeManagementEvaluationBenefitsAuditDataManagementEmployeeRelationLegalDiversityCounselingTrainingCompetenciesofHRprofessiona48ManagementprocessforallmanagersPlanning:goals,rules,plansandforecastingOrganizing:specifictask,teams,empowerment,communicationchannels,coordinatingStaffing:recruiting,selecting,goalsetting,evaluating,training,developingLeading:gettingjobdone,morale,motivatingControlling:settingquartos,checking,takingcorrectiveactionManagementprocessforallman49TobeaStaffManagerLine-Manager:amanagerwhoisauthorizedtodirecttheworkofsubordinatesandresponsibleforaccomplishingtheorganization’sgoals.StaffManager:AmanagerwhoassistsandadvicelinemanagersHRmanagersareresponsibleforadvisinglinermanagersinareaslikerecruiting,hiring,andcompensation.TobeaStaffManagerLine-Mana50DetermineforstrategicroleWhatisHRdoingtoprovidevalue-addedservicestointernalclientsHowareyoumeasuringtheeffectivenessofHRHowcanwereinvestinemployeesWhatHRstrategywillweusetogetthebusinessfrompointAtoBWhatmakesanemployeewanttostayatourcompanyHowarewegoingtoinvestinHRsothatwehaveabetterHRdepartmentthanourcompetitorsFromanHRperspective,whatshouldwebedoingtoimproveourmarketplacepositionWhat’sthebestchangewecanmaketoprepareforthefutureDetermineforstrategicroleWh51High-performanceorganizationBuildingbetter,faster,morecompetitiveorganizationsthroughHRGE,CiscoSystemsarerespondingfasterandmorecompetitivelybyusingInternetHRtechniquestorecruithigh-techworkers.High-performanceorganizationB52High-PerformanceWorkSystemChallengeChangeinemployees’workrolesandskillrequirementsIncreaseintheuseofteamstoperformanceworkChangesinthena