上汽通用五菱人力资源管理体系介绍

人力资源部HRDept.内部资料Internalinformation人力资源及薪酬交流报告

SGMW-HR/B&C公司宗旨CompanyVision人力资源的远景

HRVision人力资源管理战略HRStrategy成为公司持续发展的第一驱动力，推进上汽通用五菱成为微小型汽车领域国内领先，国际上有竞争力的汽车公司。Tobethe

No.1drivingforceofsustaineddevelopment

ofthecompany,promoteSGMWtobethebestcompanyintheminiandsmallcarindustryinChinaandastrongcompetitorglobally.构建战略性HR、人才管理、绩效管理、知识管理、沟通管理五大体系，支持公司战略发展，培养合格员工,提升公司核心竞争力，建立绩效导向企业文化，创建学习型企业，提高员工满意度。

Establish

StrategicHR,TalentManagement,PerformanceManagement,KnowledgeManagement,andCommunicationManagementsystemstosupportcompanystrategicdevelopment,developqualifiedemployeesandimprovethecompany’scorecompetitionpower,buildaperformance-orientedculture,buildalearningstyleorganization,andimproveemployees’satisfaction.成为微小型汽车领域国内领先，国际上具有竞争力的汽车公司。TobethebestcompanyintheminiandsmallcarindustryinChinaandastrongcompetitorglobally.1、人力资源远景与战略HRVisionandStrategy2、人力资源部职能

HRFunctionalStructure公司宗旨、使命、战略CompanyVision,Mission&Strategy人力资源部战略HRStrategyBusinessUnits/InternalCustomers公司各职能部门（内部客户）HRStrategicPartner战略伙伴规划：组织规划、人力资源规划、基准调研、市场分析Planning:HRPlanning,Benchmarking,MarketTrendanalysis组织发展：组织有效性分析、组织功能界定、流程优化Org.Development:Organalysis,Diagnose,ProcessOptimized人才管理： 培训、高潜力、关键岗位继任者、职业生涯规划与发展、绩效考核TalentManagement:Training,HighPotential,KeyPositionSuccessor,CareerDevelopment,PerformanceManagement员工激励：薪酬、福利、内部表彰制度Reward:Compensation,Benefits,EmployeeRecognition员工关系EmployeeRelations人事处理支持PersonnelAdministrationsSupport人力资源信息系统HRInformationSystemExternalMarketEnvironment外部市场环境战略性HR管理StrategicHRMgmt.运营支持OperationalSupport3、人力资源部组织机构及职责HROrganizationChartandResponsibility7persons人力资源总监HRDirector人力资源副总监DeputyHRDirector主要负责：组织发展和人力资源规划、部门职责及流程审核和优化、岗位体系管理和维护、经理管理及非核心业务外包的推进。ResponsiblefororganizationdevelopmentandHRplanning,auditing&optimizingthedepartmentfunctionandbusinessflow,managing&maintainingpositionsystem,managers’management,out-sourcingofnon-keybusiness.组织规划与发展经理Org.P&DManager 主要负责：人事政策的制定和维护、人员招聘和人事管理、支持人员和外派人员的管理、员工关系和信息档案的管理。Responsibleforestablishingandmaintainingthepersonnelpolicies,recruitingandpersonnelmanagement,themanagementofsupportersandout-assignedperson,employeerelationshipandemployeefiles’management.人事管理经理PersonnelManager主要负责：薪酬福利政策的制定和维护、薪酬福利的规划和实施、员工考勤管理、员工工资和福利的管理、公司工作餐的管理。ResponsibleforestablishingandmaintainingtheCompensationpolicies,planningandimplementingofthecompensation,themanagementofemployeeattendance,salaryandwelfare,andworkingmeal.薪酬福利经理C&BManager

主要负责：负责青岛分公司的组织规划与发展、人事、员工培训与发展、薪酬福利等管理工作。ResponsibleforthemanagementaffairsinQingdaobranchsuchasorganizationplanninganddevelopment,personnelmanagement,employeestraininganddevelopment,compensationandbenefit,etc.人力资源经理（青岛外派）HRManager(QingDao)主要负责：企业文化的建设和维护、员工职业发展的管理、员工绩效管理体系的建设和维护、员工培训管理、公司知识管理体系的建设和维护。Responsibleforestablishingandmaintainingthecompanyculture,employeecareerdevelopment,employeesperformancemanagementsystem,training,knowledgemanagementsystem.员工培训发展经理T&DManager业务伙伴（TDC）TDCHRBP业务伙伴（采购及供应链管理）PC&LHRBP业务伙伴（发动机工厂）PTHRBP业务伙伴（销售）MARKETHRBP业务伙伴（制造系统）MDHRBP6persons7persons8persons34persons副总经理VicePresident4、人力资源部运作模式HROperationMode

在符合国家有关劳动人事的法律、法规和政策的前提下，以支持公司业务发展为主导注重人力资本研究，制定人力资源政策。执委会批准ExcomApproveAccordingwithnationalrelatedlaborlaws,rulesandpolicies,tomakehumanresourcepolicybysupportingbusinessdevelopmentasorientationandfocusonstudyingthehumancapital.

HR政策HRpolicyHRMC审核HRMCAuditing薪酬福利C&B人事管理personnelmanagement基层主管Supervisor工会主席LUChairman员工代表Employeerepresentative组织规划与发展O&D员工培训与发展T&D1、坚持以满足企业的可持续发展、提升企业核心竞争力为人力资源工作的出发点。

HRPurposeispersistinginsupportingcompany’spersistencedevelopmentandimprovingthecorecompetitionpower.2、部门经理是第一人力资源经理，人力资源工作，尤其是培养和辅导员工，是其重要的工作内容。

DepartmentdirectoristhefirstHRManager.HRmanagement,especiallyindevelopingemployees,isoneofthemostimportantresponsibilities.3、员工是发展的主体，多通道的职业生涯规划有利于员工发展。

Employeeisthemainentityofdevelopment.Multicareerplanningisgoodforemployees’development.4、人力资源部负责政策规划和指导，并提供系统、工具和服务。

HRisresponsibleforpolicyplanningandconsulting,andprovidingsystems,toolsandservices.5、公司内结合市场机制与战略需要，合理配置人力资源。

HumanResourceinthecompanyshouldbeallocatedbasedupondepartmentneedsandstrategicrequirements.5、人力资源部运作原则HROperatingPrinciples6、全面的激励体系

All-aroundCompensation建立支持公司业务发展、与公司文化相容、对市场反应快速、行业内具有竞争力的激励体系。Toestablishaninspiritingsystemwhichsupportingcompany’sbusinessdevelopment,becombinedwithcompany’sculture,respondingfasttomarket,andfullofcompetitionpowerintheindustry.激励体系inspiritsystem以公司业绩为导向具有竞争力的薪酬激励compensationinspiritwithperformance-orientedand

competitionpower

与企业文化相容的导向性激励inspiriting-orientedwhichconsistentwithcompany’sculture与公司经营业绩密切结合的工资管理制度salarypolicywhichistiedtocompany’sperformance.贴合一线员工需求、保留公司核心人员福利设计welfaredesignwhichmeetingemployees’demandandkeepingcoreemployees营造员工成就感多样化奖励制度multi-premiumpolicywhichbuildemployees’achievement提供职业发展平台,提升职业价值supportoccupationdevelopmentplatformandpromoteoccupationvalue建立安全、良好的工作环境setupsafeandgreatworkingenvironment6、薪酬的构成——工资

CompensationStructure——Salary全体员工AllEmployees建立以岗级为基础、绩效为导向、快速适应市场变化的工资制度，发挥工资激励杠杆作用，激发员工的劳动积极性。Setupthesalarypolicywithpostlevelasbase,company’sperformance-orientedandrapidlyaccommodatethemarketchangetoputforwardtheinspiritingfunctionandpromoteemployees’enthusiasmofworking.蓝领Bluecollar白领white-collarBaseSalaryBaseSalaryYear-endSalaryYear-endSalaryMonthlyPerformanceSalaryBaseSalaryMonthlyPerformanceSalaryYear-endSalaryOvertimeMonthlyPerformanceSalaryOvertimeOvertime6、全面多样化的福利保障体系

VariousWelfareSystem贴合一线员工需求、保留公司核心人员福利设计。Welfaredesignwhichmeetingemployees’demandandkeepingcoreemployees.

工作餐、补充医疗保险、企业年金、定期健康体检、防暑降温福利、员工优惠购车、生日祝福、探亲费报销、员工关怀慰问、团队建设费、培训费等workingmeal,supplementalmedicalinsurance,enterpriseannuity,physicalexamination,extremeweatherprotection,employeespurchasingvehiclewelfare,birthdaycakewelfare,familyleavecostreimbursement,employeeconcern,teambuildingexpense,trainingexpense,etc.

业务用车福利、业务通讯补贴、年度获奖人员企业年金激励businesscarswelfare,businesscommunicationallowance,enterpriseannuityinspiritforyearlygainer基本养老保险、失业保险、工伤保险、生育保险、残疾人保障金、基本医疗保险、住房公积金pension,unemployment,injury,reproduction,handicappedinsurance,medicalinsurance,housingfund核心人员福利CoreEmployees’Benefit保证效率、符合员工需求的内部福利InternalBenefits

ofEnsuringefficiencyand

Considerate社会保险Socialinsurance合理化建议奖、劳动竞赛奖、特别奖、现场改善奖、质量改进奖、QC、专利奖等reasonablesuggestionaward,laborcompetitionaward,welldonejobaward,atsiteimprovementaward,qualityimprovementaward,QC,patentaward.6、营造员工成就感多样化激励机制

VariousPremiumSystem建立与公司经营活动密切相关的多样化激励制度，激发员工创造性，营造员工成就感和归属感。Setupthediversepremiumpolicytiedtocompany’sbusiness,promoteemployees’creationandbuildemployees’achievementandascriptionfeeling.公司专项奖SingleAward销售、质量、采购、培训、安全、成本、技术、技能及工段建设奖励setupawardsinsales,quality,purchase,training,security,cost,technique,skillandteambuilding,etc.总经理奖PresidentAwardSGMW荣誉功勋奖SGMWHonorAwardSGMW杰出成就奖SGMWAchievementAwardSGMW卓越团队奖SGMWExcellentTeamAwardSGMW杰出团队奖SGMWOutstandingTeamAward

图：08年度总经理颁奖现场Y08PresidentAwardLaunchingatsite6、保持薪酬的外部竞争力

KeeptheExternalCompetitionPowerofCompensation级别管理人员与汽车行业薪酬水平进行比较操作人员与生产所在地薪酬水平进行比较金额SGMWHighinmarketMedialinmarketLowinmarketSGMWHighinmarketMedialinmarketLowinmarketPclevelFunction1Function2Function3Function4AmountAmountComparethepaymentbetweenthemangersinSGMWandthemarketComparethepaymentbetweentheoperatorinSGMWandinthelocalmarket根据公司经营情况结合市场薪酬水平进行薪酬调整，保持员工薪酬水平在市场上的竞争力。Toadjustsalarycombinedwithcompany’sbusinessconditionandmarketlevel,tokeepthecompetitionpowerofcompensationinthemarket7、SGMW用人策略

SGMWHumanStrategy以能力提升为管理主线把合适的人放在合适的岗位上Rightpersononrightposition能力提升(培养)计划Capabilityimprovementplan继任者计划SuccessorPlan绩效辅导performanceinstruction岗位胜任度评估Positioncompetenceevaluation合格优秀知识Knowledge行为Behavior基本要求Basic

factor技能Skill胜任力模型CompetenceModel人才质量标准核心能力Key

Capability经验Experience优秀行为GoodBehaviorCapabilitypromotionasmainmanagementExcellenceCompetenceTalentStandard技能类新员工Hourly

New

Employee技术管理类新员工Salaried

New

Employee技术管理类员工Salaried

Employee特聘技工/技师SkillWorker/Technician管理/技术专家Experts一级经理Director二级经理Manager主管Supervisor技能类员工Hourly

Employee入职培训Entrance

Training专业技能培训Skill

Training管理技能要求Administration

Skill专业技能要求Professional

Skill基础技能要求Basic

Skill公司人才结构

TalentStructure领导力发展Leadership

Development多通道职业发展MulticenterDevelopment员工分级制度Classification

Policy基础管理培训Basic

Management

Training新主管培训New

Supervisor

Training管理技能提升SkillImprovement新经理培训New

ManagerTraining一、二级经理培训Director/Manager7、员工职业发展平台

OccupationDevelopmentPlatform纵向发展：技能分级、特聘专家、高潜力计划、关键岗位继任者计划、晋升linedevelopment:skillclassification,highpotentialplanofspecialrecruitedexperts,successorplanofkeyposition,promotion由外围业务至核心业务的发展developfromnotcorebusinesstocorebusiness横向发展：本部门/跨部门轮岗计划crossdevelopment:positionchangingplaninthesameordifferencedept.多方向的职业生涯发展规划。multi-directionaldevelopmentplan.7、职业生涯发展机制

OccupationDevelopmentSystemmarketingproductionsalesothermarketingproductionsalesotherfunction8、人员结构

StructureofHeadcount

ManagerDirectorSupervisorProfessionaltechnicanOperatorCompanyLeaderProfessionaltechnicianOperatorSupervisorManagerDirectorPresidentAgeWorkexperience8、人员结构

StructureofHeadcount2009年员工学历分布图

EducationDistributeChartofY09ITA&belowDoctorMasterBachelorDiplomaDoctorMasterDiplomaBachelorITA&below9、沟通体系