集团人力资源组织结构

client

use

only.至人力资源团体For

HR

Community全球人力资源转型项目Global

HRTransformation

Project正大集团人力资源组织结构

-

CPG

HR

Structure仪表板

-

Dashboard管控/治理

-

Governance今天我们将谈论什么…What

we

will

cover

today…全球人力资源转型项目进展情况Global

HR

Transformation

Project

Status正大集团人力资源组织结构，仪表板，以及管控/治理模块CPG

HR

Structure,

Dashboard,

and

GovernanceModules2全球人力资源转型项目进展情况Global

HR

Transformation

ProjectStatus©

2015

Towers

Watson.

All

rights

reserved.

Proprietary

and

Confidential.

ForTowers

Watson

and

Towers

Watson

client

use

only.我们在哪：全球人力资源转型项目的项目更新Where

are

we:

Project

Update

on

Global

HR

Transformation

Project4模块3

–

人力资源组织结构Module

3

–

HR

Structure模块4

–

人力资源管控/治理Module

4

–

HR

Governance模块2Module

2人力资源策略HRStrategy

模块1Module

1项目计划与管理ProjectPlanning

and

Management

已完成Completed

沟通与变革被包含于各个模块当中Communication

and

Change

Management

is

embedded

in

all

modules正在进行In

Progress模块5

–

人力资源信息系统Module

5

–

HRTechnology模块6

–

人力资源流程Module

6

–

HRProcesses模块7-

人力资源政策*Module

7

–

HRPolicies*模块8

–

人力资源能力素质开发Module

8

–

HR

Capability

Development模块9

–

执行计划与变革Module

9

–

Implementation

Plan

and

Change模块7Module

7人力资源政策HRPolicies岗位评价Job

Evaluation薪酬&福利结构Compensation&Benefits

Structure

我们在哪：全球人力资源转型项目的项目更新Where

are

we: Project

Update

on

Global

HR

Transformation

Project人才获取，人才选聘以及保留策略与政策Talent

Acquisition,

Talent

Engagement&RetentionStrategy

&Policy业绩管理Performance

Management继任者计划Succession

Planning人力资源分析/仪表板HR

Analytics/Dashboard职业道路CareerPath7月15日开始Start

in

July’158月15日开始Start

in

August’15已完成Completed

正在进行In

Progress5©

2015

Towers

Watson.

All

rights

reserved.Proprietary

andConfidential.

For

Towers

Watson

and

Towers

Watson

client

use

only.HR

Technology

–

Demo,

Business

case

andImplementation

planD&AHR

Structure,JD

TrainingHR

Governance

&RACID&AJob

Evaluation

–

workshop

and

titlingD&AC&B

-

Market

benchmarking

analysisSalary

structure

at

Group

level

and

BUsHR

Dashboardformance

managementwork

processes,

policies

and

D&AAppraisal

formCareer

managementframework D&AImplementationImplementationmplementationTalent

acquisition

-

hiring Imstrategy

and

policy D&AplementationTalent

engagement

andretention

strategy D&A Im–

Focus

GroupplementationTechnology

implementation

(36

to

60

months)ImplementationImplementationImplement

new

grade/

titleHR

FunctionalCompetencyHR

AssessmentTransition

PlanImplementationJob

EvaluationBenefit

audit

&recommendationImplementationCPG:

Succession

Planning

CEO-1ImplementationHR

Technology

–

Demo,

Business

case

andImplementation

planD&AHRD&AJob

Evaluation

–

workshop

and

titlingD&ASalary

structure

at

Group

level

and

BUsD&ATalent

engagement

and

retention

strategyD&APer Performance

managementAppraisal

formframe framework

processes,

policies

and

D&ACareer

managementframeworkD&AImplementatio

nImplementationImplementationImplementationImplementationTechnology

implementation

(36

to

60

months)ImplementationImplement

new

grade/

titleD&ArecommendationImplementationD&AImplementationImplementation:执行Conducting

training:

进行培训D&A:决定&批准D&AD:

&DAe:cDiseicoisnio&n

&AApppprroovvaallConductedtrainingCondIuctedtrainingConductedtrainingSr.

StakeholderCommunicationImplementaStri.oSntakeholderCommunicationSr.

StakeholderCommunication信息系统Structure

人力资源组织结构管控/治理HR

Governance

&

RACI&RACIHR

Community

Communication

人力资源团队沟通高层利益相关者沟通信息系统实施（36~60个月）岗位评价

Job

Evaluation薪酬福利

–

市场标杆分析C&B

-

Market

benchmarking

analysis福利审计及建议

Benefit

audit

&人才获取-雇佣策略及制度

Talent

acquisition

-hiring

strategy

and

policy D&A人才敬业及保留策略

–

Focus

Group仪表板

HR

Dashboard业绩管理流程框架，制度和评估表单职业发展管理框架HR职能HR

Functional能力

Competency正大集团：继任者计划CEO-1

CPG:

Succession

Planning

CEO-1Transition

Plan

移交计划Implementation执行HR

Community

Communication

人力资源团队沟通高层利益相关者沟通HR评估HR

Assessment集团/事业单元薪酬结构HR

Community

Communication

人力资源团队沟通高层利益相关者沟通正大集团人力资源组织结构

-CPG

HR

Structure仪表板

-

Dashboard管控/治理–

Governance人力资源组织结构，仪表板以及管控/治理结构模块都是关于什么的？What

are

HR

Structure,

Dashboard,

and

GovernanceModules

about?人力资源组织结构

HR

Structure人力资源仪表板HR

Dashboard人力资源管控/治理

HR

Governance人力资源管控/治理是关于在人力资源范畴里为事业做所必要的决策。它有助于定义职责与所有权，是做决策的指导方针，是一种平衡冲突和在一个矩阵型组织的汇报结构中平衡的方法，它定义了必要的沟通渠道。Governance

is

about

making

the

required

decisions

for

the

business

in

HR

context.

It

helps

to

defineaccountabilitiesandownership,beguidelinesfordecisionmaking,bethewaysof

balancingconflictandbalancingwithinamatrixorganizationalreportingstructure,anddefine

necessary

communication

flows是关于人力资源组织中权力结构，沟通以及权利与义务在各层级之间的安排（即在各个级别的权责分配）。明确了HR职能如何保持高效率和高业绩地运转。The

hierarchical

arrangement

of

linesof

authority,

communications,rightsanddutiesofHRorganization.It

defineshowCPG’sHRfunctionwill

be

operatedinorder

to

maximize

efficiency

and

perform

at

high

level.8HR

Dashboard

is

a

tool

to

indicate

how

well

theentity

performsregardingto

HR

context.Itisimportanttofeedtheaccurate

data

periodically

sothatweknowwhereweare

and

have

the

background

to

analyze

the

gapin

order

to

improve

towardsto

our

target.HR仪表板是能够显示HR总体运行情况的工具。定期提供正确的数据对仪表板来说非常重要。它能帮助我们知道我们在哪以及提供一个环境背景来分析差距以实现我们的目标。1.

人力资源组织结构HR

Structure9©

2015

Towers

Watson.

All

rights

reserved.

Proprietary

and

Confidential.

For

Towers

Watson

and

Towers

Watson

client

use

only.人力资源组织结构

HR

Structure人力资源组织结构是什么？What

is

HRStructure?是关于人力资源组织中权力结构，沟通以及权利与义务在各层级之间的安排（即在各个级别的权责分配）。明确了HR职能如何保持高效率和高业绩地运转。The

hierarchical

arrangementof

lines

of

authority,

communications,

rights

and

duties

of

HR

organization.

It

defines

how

CPG’sHR

function

will

be

operated

in

order

to

maximize

efficiency

and

perform

at

high

level.为什么要做？

Why

we

do

this?结合“经批准的人力资源运营模式”来建立有效的人力资源组织结构To

set-upthe

efficient

HR

Structurethat

align

with

the

approved

HR

operating

model.集团HR与各事业HR之间更好地协作To

gain

better

coordination

between

CPGHR

and

BU

HR.集团人力资源的角色

Roles

ofCPG

HR为集团领导团队和事业HR提供人力资本策略建议Provide

strategic

human

capital

advice

to

CPG

leadership

team

andBU

HR在关键HR领域建立管控/治理机制Establish

governance

mechanisms

for

key

HRareas成为集团范围内利用和共享最佳实践分享平台As

a

platform

to

leverage

and

share

existing

best

practices

across

CPG作为提供先进的人力资本最佳实践/解决方案、研究及劳动力分析的参考As

a

point

of

reference

in

providing

leading

human

capital

best

practices/

solutions,

research

and

workforce

analytics追踪集团HR记分卡进展Monitor

and

track

achievement

of

CPGHRscorecard确定集团内的协同范畴并带头行动以改善总体效果和效率Identify

areas

for

synergies

across

CPG

and

spearhead

initiatives

toimprove

overall

effectiveness

and

efficiency10正大集团人力资源组织结构CPG

HR

StructureChief

PeopleOfficerTalent

ManagementCommunicationand

Change

ManagementOrganization

Development&

Workforce

PlanningRewards

andExecutive

CompensationCPF

HRHeadCPALL

HRHeadChina

HRHeadTRUE

HRHeadHRBP-

GroupCorporateServices

&Chairman’s

OfficeCPLIHRIS

andWeb

PortalHR

OperationsDirectreportofChairmanDirect

reports

of

BU

HeadsHRBP

–

OtherBusinessesTalentManagementand

OrganizationDevelopmentRecruitmentCompliance正大集团HR组织结构已经获得批准实施。各事业的HR可以按照此结构以便与集团保持一致和与其它事业HR相符。The

overall

HR

Structure

for

CPG

was

approvedto

implement.

The

related

BU

HR

canroll-out

this

structure

to

strengthen

the

alignment

and

correspondence

between

CPG

HR

and

BU

HR.11首席人力资源官人才管理沟通与变革管理组织发展&人力计划薪酬与高管薪酬CPF人力资源主管CPALL人力资源主管中国区人力资源主管TRUE人力资源主管事业伙伴

–集团服务&董事长办公室正大领导力学院人力资源信息系统与门户网站HR营运直接向董事长汇报直接向各事业经营主管报告事业伙伴-其他事业人才管理与组织发展招聘稽核正大集团HR组织结构已经获得批准实施。各事业的HR可以按照此结构以便与集团保持一致和与其它事业HR相符。The

overall

HR

Structure

for

CPG

was

approvedto

implement.

The

related

BU

HR

canroll-out

this

structure

to

strengthen

the

alignment

and

correspondence

between

CPG

HR

and

BU

HR.12正大集团人力资源组织结构CPG

HR

Structure©

2015

Towers

Watson.

All

rights

reserved.Proprietary

and

Confidential.

ForTowers

Watson

and

Towers

Watson

client

use

only.新的人力资源组织结构下为何需要更新岗位描述？清晰角色

Roles

Clarification在这个角色下我应该做什么？What

amIsupposed

todo

inthisrole?为什么会有这个工作存在？Why

doesthis

job

exist?责任与职责Responsibilities

and

accountabilities基本要求Essential

requirements工作重叠最小化Overlap

minimization13改善业绩

Better

Performance明确这个角色的工作范围以及工作预期效果Clear

job

scope

and

expectations

ofthis

role区分角色与角色拥有者

Distinguish

between

Role

andRole

Holder一个有效的岗位描述是聚焦在岗位上，而不是“岗位拥有者”An

effectivejob

description

is

focused

on

a

position,not

“a

position

holder”组织结构

Organization

Structure确定不同的角色，并且给出每个角色如何适应整个组织框架。Recognizes

differences

inroles

and

provides

indications

onhoweachrolefitsintotheoverallorganizationframework明确责任

Accountability明确责任，通过明确规定每个角色应该交付什么以及员工需要拥有什么样的行为与技能去有效的执行工作。Ensure

accountability

by

clearly

stating

what

each

role

is

supposed

to

deliver

and

what

behaviors/skills

employees

need

to

display

to

perform

the

role

effectively提高效率

Efficiency

Improvement识别出业绩之间的差距以及了解岗位拥有者的需求；组织中的角色重叠最小化，从而促进效率的提升。Identify

performance

gaps

and

learning

needs

of

the

roleholder;minimizeoverlapsbetweenroles,thereby

promoting

efficiencyHR员工角度As

an

HR

employee公司角度As

a

CompanyWhy

need

to

develop

Job

Description

when

having

new

HR

organization

structure?岗位描述在两方面满足新设计的人力资源架构：1）从作为一名人力资源员工角度与

2）从公司角度（细则如下）。清晰的岗位描述能使人力资源组织结构的转型更加顺利与有效。Jobdescriptions(JDs)

fulfillthenewdesignedHRstructureintwoaspects

1)AsanHRemployeeand2)Asa

company

(details

in

table

below). Clear

JDs

support

HR

structure

transformation

smoothly

andeffectively.©

2015

Towers

Watson.

All

rights

reserved.Proprietary

and

Confidential.

ForTowers

Watson

and

Towers

Watson

client

use

only.岗位描述

JobDescription一旦组织结构被批准，将制作岗位描述来描述角色，本质以及工作执行的水平，和满足执行工作必要的技能与知识。下图是一个岗位描述设计版本的示例。Whentheorganizationstructurehadbeenapproved,jobdescriptionsweredevelopedtodescriberoles,thenature,andlevelof

work

performed,

as

well

as

the

essential

skills

and

knowledge

necessary

to

satisfactorily

perform

the

job.

The

following

isthe

illustration

ofthe

JDformat.142.

仪表板Dashboard15什么是人力资源测量？它们为什么是重要的？What

areHR

metrics

and

why

are

they

important?人力资源测量是什么What

are

HR

metrics一系列能够表明组织运行状态的数字Numbers

thatindicate

how

well

an

entity

is

performing与测量相联系

Relating

to

measures通过测量来参与或开展工作Involving

orproceeding

bymeasures追踪人力资源效能的方法

Methods

of

tracking

the

effectiveness

of

HR你对人力资源体系的估价以及等价的货币价值What

you

value

about

HRprogramsand

theequivalent

monetaryvalue管理的表达Language

of

managementProvide

measurement

standards提供测量标准展示人力资源对商业成果的贡献

Show

what

HR

contributes

to

business

results为人力资源的目标制作商业案例

Makethebusiness

casefor

HR’sobjectives测量的特点

Qualities

of

Metrics人力资源仪表板是一种能够显示出HR总体运行情况的工具。定期的提供正确的数据是非常重要的，它能帮助我们知道我们在哪以及提供一个环境背景让我们来分析差距，然后进行改善，以达到我们的既定目标。HR

Dashboard

is

a

tool

to

indicate

how

well

the

entity

performs

regarding

toHR

context. Itisimportanttofeedtheaccurate

data

periodically

so

that

we

know

where

we

are

and

have

the

background

to

analyze

the

gap

in

order

to

improve

towards

to

our

target.16能够用百分比、比率或者差异表示Can

be

expressed

as

percentages,ratios

or

incremental

differences可以是个体或汇总Can

beindividual

or©

2015

aTogwgerrs

eWgatasotne.

Adll

rights

reserved.可以被持续追踪以显示趋势Can

be

tracked

overtime可以被定量或定性Can

be

qualitativePropriteotarysahndoCwonfitdernetianl.dFosr

Towers

Watson

and

Toweros

rW

aqtsuonacnlietntitusaetoinvlye.可以被预测Canbe

predictive人力资源测量的重要性Importance

of

HR

metrics

业务语言的一部分Part

of

the

language

of

business量化人力资源的价值 Quantify

the

value

of

HR指导劳动力策略

Guide

workforce

strategies人力资源投资回报最大化 Maximize

HR’s

return

on

investments©

2015

Towers

Watson.

All

rights

reserved.

Proprietary

and

Confidential.

For

Towers

Watson

and

Towers

Watson

client

use

only.为什么我们要关注人力资源测量？Why

shouldwe

care

aboutHR

metrics?人力成本占了公司半数甚至更多的费用开销People

costs

canconstitute

halfor

more

ofacompany’s

expenses测量可以使关于人的方面的问题能够所作出基于事实的决策(例如：投资)Metrics

allow

fact-based

decision

making

on

people

questions (e.g.

investments)测量可以改变在整个公司内部沟通时的行为Metrics

can

change

behavior

when

communicated

throughout

a

company测量能够明确什么是重要的Metrics

clarify

what

is

important识别内部的最佳实践Identify

best

practices

internally评估人力资源职能的效能（内部比较和外部对标）Assess

the

efficiency

of

the

HR

function

(against

internal

&

external

benchmarks)那些与业务目标和工作能力相关的测量，对人力资源来说是业务情报工具Metrics

that

are

alignedwith

business

objectives

and

operational

capability

are

business

intelligence

tools

forHR人力资源应关注测量，因为CEO和高管关注人力资源对业绩的影响，同时他们也关心数字和有形资产HR

should

care

about

metricsbecause

CEO’s

and

Senior

Executives

care

about

the

impactof

HR

on

performance…

and

they

care

about

numbers

and

tangibles17©

2015

Towers

Watson.

All

rights

reserved.

Proprietary

andConfidential.

ForTowers

Watson

and

Towers

Watson

client

use

only.为什么要测量？

Why

measure?如果你不能测量它，你就不能理解它。如果你不能理解它，你就不能掌控它。如果你不能掌控它，你就不能改善它。If

youcan’t

measure

it,

youcan’t

understand

it.If

youcan’t

understand

it,

youcan’t

control

it.If

youcan’t

control

it,

you

can’t

improve

it我们测量是为了

We

measure

to:沟通业绩预期Communicate

performance

expectations发现策略中的差距Discover

gaps

in

strategies做出更好的决策Make

better

decision从事报告中的趋势Address

the

trend

towards

reporting测量Measure理解Understand掌控Control改善Improve执行人力资源仪表板的关键成功因素Critical

success

factors

to

execute

HR

dashboard18使用技术平台

Leverage

technology

infrastructure启动简单，确保有效，获得认同Start

simple,

ensure

usefulness,

acquire

buy-in一个良好的测量基础A

soundmeasurement

foundation识别适合的/正确的测量标准Identifying

theproper/rightmetrics解释这些测量标准Interpreting

the

metrics对数据和结果的所有权

Ownership

forboth

data

and

results分析结果

Analyzing

results将业绩指标转化成一个清晰的改进机会Translateperformance

metrics

into

clear

improvement

opportunities一个强大的改进流程

A

strong

improvement

process及时纠正行动的权限Ownership

for

timelycorrective

action流程的持续改进Continuous

process

improvement定期重新评估指标和测量程序

Periodic

re-evaluation

of

the

metrics

and

measurement

program我们测量是为了知道我们在哪里，并且增强持续改善的机会。因此，我们需要建立测量基础以及定期的重新评估。Wemeasuretoknowwhereweareandenhancetheopportunityforcontinuousimprovement.

Todoso,weneedtoestablishthe

measurementfoundation

and

re-evaluate

the

metrics

periodically.为什么是仪表板？

Why

a

dashboard?19仪表板是向高管提供监控关键业绩指标的一种简单的视觉呈现。它可以提供以下效益：Dashboardis

a

simple

visualpresentation

for

executives

to

monitor

key

performance

metrics.

Itprovides

benefits

as

follow:一个充分证明行之有效的业绩管理实践–

为组织在经营业绩方面从多个维度提供了一个广泛的视角A

well-proven

performance

management

practice

–

provides

an

organization

wide

perspectiveof

business

performance

acrossmultiple

dimensions经营目标以及管理层期望被清晰的说明Business

objectives/goals

and

management

expectations

are

clearly

articulated标准化数据共享与业绩测量实践

–

将来自不同渠道和地点的所有的业绩数据展现在决策者面前Standardizedatasharingandperformancemeasurementpractices–bringsallperformancedatafromvarious

sources

and

locations

beforedecision

makers作为业绩诊断工具

–

使决策是基于事实的，而不是通过判断推理得出Serves

as

a

performance

diagnostic

tool–

facilitates

decision

on

fact

rather

than

judgmental

inference为业务和卓越的运营搭建一个平台

–

用业绩测量带动生产力Establishes

a

platform

for

business

and

operational

excellence

–

uses

performance

metricsto

driveproductivity指导改善流程

–

将业务数据转化成行动导向信息；帮助协调不同利益相关者之间的行动，以及使执行与策略目标保持一致Directs

process

improvement

efforts

-

convertsbusiness

data

into

action

oriented

information;

helps

coordinate

actions

amongst

diversestakeholdersand

align

execution

with

strategic

goals为对组织的流程进行对标奠定基础-

通过组织中目标的一致性Establishesthefoundationforbenchmarkingorganizationalprocesses–throughgoalalignmentacrossthe

organization©

2015

Towers

Watson.

All

rights

reserved.

ProprietaryandConfidential.

ForTowersWatson

and

Towers

Watson

client

use

only.基于Excel表格（临时的）的仪表板的示例Sample

of

Excel-based

(temporary)

HRDashboard:基于Excel表格的仪表板是一个临时的工具，当人力资源系统上线时将被替换。The

excel-based

dashboard

is

temporary

tool

which

will

be

replaced

once

CP

implement

new

HR

infrastructure.右边是两个基于Excel表格的人力资源仪表板文档：“集团人力资源仪表板”与“事业单元人力资源仪表板”

There

are

two

excel-based

HR

dashboard

files:

CPG

HR

Dashboardand

BU

HR

Dashboard“集团人力资源仪表板”可以实现4个主要事业之间进行对比（CPF、CPAll、TRUE

和农牧中国）CPG

HR

Dashboard

allows

comparison

of

4

major

BUs

(CPF,

CPALL,

TRUE

andChinaAgro)“事业单元人力资源仪表板”是给各个事业线（主要的事业线或稍小一点的事业）用来追踪他们自己的记分卡。BUHRDashboardismeantforeachBU(majorBUor

smaller

BUs)

to

track

theirown

scorecard这两个仪表板的测量指标，公式与数据输入是完全一样的。Metrics,formula,anddataentryofCPGHRDashboardand

BU

HR

dashboard

areexactly

the

same为确保测量指标与公式的一致性与相容性，所有的工作表格都设有密码保护。只有“数据输入表”可以填入相关数据。To

ensure

consistency

of

metrics

and

formula,

allworksheets

are

protected

with

password

and

only

datafields

in

the

“Data

Input

Sheet”

are

enabled

fordataentry

purpose集团人力资源仪表板 CPG

HR

Dashboard20事业单元人力资源仪表板BU

HR

DashboardC&CM

Deck

for

Module

Level3.

管控/治理模块Governance

Modules21管控/治理是什么？组织为什么需要管控/治理？Why

do

organisations

need

governance?明确职责与所有权Defined

accountabilities

and

ownership指导做决策Guidelines

for

decision

making调和冲突的方式Ways

of

balancing

conflict平衡一个矩阵型组织的汇报结构的方法Waysofbalancingwithinamatrixorganizational

reporting

structure必要的沟通渠道Necessary

communication

flows支撑以上的载体Bodies

to

supporttheaboveWhat

is

Governance?管控/治理是关于为业务作出的必要的决策。Governance

is

about

making

the

required

decisions

for

the

business.22将管控/治理应用于人力资源Applying

governanceto

HR管控/治理可以推动一系列的人力资源行为Governance

can

drive

a

consistent

set

of

HR

behaviors

to:使人力资源掌握将职能策略与事业全球化策略保持一致的能力Develop

HR’s

master

strategy

to

promote

alignment

with

the

globalbusiness

strategy

and

supportfunctional

strategies酌情使用一个全球范围内一致的方法督导全球人力资源策略的传达Oversee

delivery

ofthe

globalHR

strategy

using

aglobally

consistent

approach

as

appropriate将人力资源放置于一个支持传达全球商业策略的位置上Help

position

HR

to

support

delivery

of

the

globalbusiness

strategy传达将驱动关键业务目标达成的人力资本目标Deliverthe

human

capitaltargets

that

will

driveachievementofcritical

business

targets解决关于人方面的问题Resolve

issuesrelatingto

the

people

agenda23将RACI应用到管控/治理中必须执行某项活动或任务的个人或团体

–

他们负责采取行动与做决定 Individual

or

group

who

must

perform

an

activity

or

task–

they

are

responsible

for

taking

the

action

or

making

the

decision职责通常只属于一个人或一个部门Generally

an

R

goesto

one

person

or

departmentR

=

负责R

=

Responsible必须签署/批准某个计划、行动或者决定的个人或团体The

individual

or

group

who

must

sign-off/approve

a

plan,actionor

decision“批准”只能是一个人或一个团队Only

one

person

or

group

is

assigned

an“A”

to

approveA

=

批准A

=

Approves在做出决定或者采取行动前，需要去咨询其意见的个人或团体Individualsorgroupswhoareconsultedpriortofinalizingan

action

or

decision被咨询的人应有自己的观点，但并不承担责任A

person

who

is

consulted

must

have

their

opinion

considered,

but

they

arenot

responsibleC

=

咨询C

=

Consulted就有关行动或者决定被告知的个人或团体Individuals

or

groups

who

are

informed

about

an

action

ordecisionI

=

告知I

=Informed24Applying

RACI

in

Governance在人力资源管控/治理中，我们提供RACI框架来帮助清晰的定义在各种环境下的角色和职责。In

HR

governance,

we

apply

RACI

which

is

a

framework

using

to

clearly

define

roles

and

responsibilities

in

a

variety

of

situations.基于组织内典型的员工职业周期流程，我们将活动和关键决策以列表形式分类We

have

divided

the

list

of

activities/

key

decisions

based

on

atypical

employee

life-cycle

process

in

anorganization员工职业周期

Employee

Life-Cycle雇佣/配置Hire

/

Deploy发展Develop评估Assess薪酬Reward管理Manage退出Exit人力规划Manpowerplanning人员要求Requisition人员招聘Recruitment试用期与转正Probationand

confirmation学习与发展Learning&

development职业生涯管理（如：晋升、调动）Career

management(e