人力资源精美讲义.ppt

1、Human Resource Management A Strategic Overview,Corporate Strategy and HR Strategy,Business Strategies,Leadership Objective,Organization Model,Corporate Strategy,Case for Change,Corporate Direction,External Market Forces,Customer requirements are changing Competitive threats are increasing The Intern

2、et is here Industry alliances are shifting The indirect channel is under attack,1991-1999 ERA,2000 and beyond ERA,Leadership Objective,To be a Fortune 100 company by 2003,Corporate Strategy and HR Strategy,Business Strategies,Fortune 100 Company by 2003,Organization Model,Corporate Strategy,Case for

3、 Change,Corporate Direction,Corporate Strategy,Core Business New Strategic Markets HR Strategy (Invest in People),Corporate Direction,Corporate Direction,Changing external market forces Changing internal requirements,Case for Change,Fortune 100 Company by 2003,Organization Model,HR Strategy (Invest

4、in People),Core Business,New Strategic Markets,Business Strategies,Business Strategies,Positive Economic Value Add (EVA) Number 1 or 2 position in each business segment,Corporate Direction,Corporate Direction,Changing external market forces Changing internal requirements,Case for Change,Top 3 Global

5、Computer Company by 2000,Organization Model,Core Business,New Strategic Markets,#1 or #2 in Each Business,Positive Economic Value Add (EVA),HR Strategy (Invest in People),Business Strategies,Ensure customer success through our people, global partnerships, solutions and services Redefine the Internet

6、 experience Build the business-critical Internet Establish and reinforce a unified brand,Corporate Direction,Corporate Direction,Changing external market forces Changing internal requirements,Case for Change,Top 3 GlobalComputer Company by 2000,Organization Model,Core Business,New Strategic Markets,

7、HR Strategy (Invest in People),Customer Success,Internet Experience,Build Internet,Unified Brand,Compaq Confidential,Fortune 100 Company by 2003,Core Business,New Strategic Markets,#1 or #2 in Each Business,Positive EVA,ORGANIZATION MODEL,BUSINESS STRATEGIES,CORPORATE STRATEGY,LEADERSHIP OBJECTIVE,B

8、usiness Unit A,Business Unit B,Regions,Corporate Support Functions,Corporate Direction,Business Unit C,HR Strategy (Invest in People),Developing HR Strategy,Corporate Strategy,Human Resources Strategy,Corporate Strategic Goals and Capabilities,Vision 2000 : Everything to the Internet,Mission : The N

9、onstop Internet Company,Strategy : Leadership in internet access, infrastructure, services and solutions,Objective : Balanced across employee, customer, market, financial and operational,Structure : Aligned for speed of execution,Attitude : Inspired,Company 2001,VisionEverything to the Internet Miss

10、ionTo enable human achievement bytransforming information technology StrategyLeadership in Internet access andinfrastructure through superior technology,services and partnerships ObjectivesBalanced across employee, customer,market, financial & operational AttitudeInspired,Corporate Strategic Goals,G

11、reat people: Empower the most innovative, trusted and diverse talent in our industry Customer satisfaction: Understand our customers expectations and measure our performance in meeting and exceeding them Practical innovation: Develop products, services and solutions that will inspire our diverse cus

12、tomers Trusted partnerships: Inspire trust by managing quality relationships, acquisitions, and alliances,Corporate Strategic Goals,Process speed and simplicity: Develop industry leading time-to-market and operational processes and infrastructure Strong brand: Build a strong, unified and globally re

13、cognized identity though consistent values and behaviors Matrix management: Cooperate seamlessly across our company to serve our customers Leadership: Develop strong, diverse leadership which balances strategic thinking, operational focus and employee engagement,Strategic Evolution of Human Resource

14、 Role,Old thinking HR performance primarily administrative role.,New thinking .HR performs primarily strategic role,Maintaining personnel files,Compensation/ Benefits,Benefits administration,Relocation,Approval cycles, exceptions, and policy interpretation,Recruit,Employee lifecycle management,Retir

15、e,HR Role,Corporate strategy/ objectives,Leadership,Matching Skills,Culture,Rewards & Conse- quences,Motivation,Cross- functional teams,Organization design,Human Resource as Business Partner,Human Resource Strategic Goals,Foster innovation Establish an environment of continuous learning, growth and

16、leadership development Create an employer image and world-class process for talent planning and acquisition Partner with the business to build customer- focused processes and capabilities,Foster Innovation,Define and obtain leadership buy-in Develop and deploy an innovation toolkit for managers Crea

17、te innovation-sharing communication channels Develop incentive, rewards and recognition for innovation Develop innovative and flexible work arrangements,Establish an environment of continuous learning, growth & leadership development,Build career planning and development tools Develop a unified trai

18、ning administration and e-delivery system Develop a Compaq leadership model Provide comprehensive leadership and management training Drive succession planning deeper into the organization,Create an employer image and world-class process for talent planning and acquisition,Create the employer image c

19、onsistent with the brand Build innovative staffing and on-boarding processes Develop a strategy for managing our contingent workforce Redesign the ISP process to support talent movement,Partner with the business to build customer- focused processes & capabilities,Build and implement processes and sy

20、stems to support account team Identify and enhance the most critical HR processes Develop clarity on roles across the matrix Incorporate customer feedback into performance management,Linkage between Corporate and HR Strategies in Compaq,Human Resources:Vision, Mission and Values,OUR MISSION: To deli

21、ver business results through customer-focused HR solutions.,OUR VISION: HR is a trusted partner in creating an environment that inspires individual commitment and drives company success.,OUR VALUES: Simplicity & Innovation Leadership & Integrity Accessibility & Responsiveness Personal & Professional

22、 Growth Teamwork & Fun!,OUR ATTITUDE: Proactive!,Strategic Partner,Administrative Expert,Employee Relations Expert,Change Agent,HRs 4 Roles & Key Accountabilities,Changing Role of HR Manager,HR Continues To Evolve,All Are Important!,Human Resource Vision,To attract talents to join the company, devel

23、op their skills so that their potential can be harnessed, motivate them to perform so that they can derive job satisfaction in a conducive, safe work environment, and retain them so that they can progress and advance in their careers within the organization.,Human Resource Mission,To be an effective

24、 business partner in the organization by providing value-added services, timely support, accurate and prudent advice for decision-making that will positively impact the results of the Companys operations.,Strategic Components of Human Resources,COMPENSATION MANAGEMENT We believe in paying competitiv

25、e wages that commensurate with job size and individual performance WELFARE MANAGEMENT We believe in being a firm, fair and caring employer. We strive to make employees value their jobs and want to remain in the organization based on their abilities to contribute and grow. PERFORMANCE MANAGEMENT We b

26、elieve in equipping employees with the necessary skills to do a good job, providing them with the tools, the environment, the support and the information needed to excel in their jobs. CAREER MANAGEMENT We believe in matching employees strengths and aptitudes to available jobs, developing them to th

27、eir highest potential and offering them opportunities to advance in their careers. CULTURE/VALUE MANAGEMENT We believe in instilling our corporate core values and promoting a corporate culture that emphasizes results, teamwork, learning, sharing, service quality and work excellence.,Internal equity,

28、External equity,Employee equity,Administration,Concepts,Compensation Techniques,Planning, Budgeting, Monitoring, Evaluating,Job Analysis,Job Description,Job Evaluation,Job Grades,Market Definitions,Salary Surveys,Policy Lines,Pay Structures,Seniority Increases,Performance Evaluation,Increase Guideli

29、nes,Compensation Objectives,Role clarity and accountability Facilitates administration and performance management Competitive wage policies and practices Influence employees work attitudes and behaviour Attract talents. Retain talents. Motivate employees Comply with regulations. Consistency in polic

30、y administration.,The Strategic Compensation Model,Retaining Talent: Its About Dollars & SENSE,Need a balanced approach to maximize ability to attract, retain and compete effectively in this market,Dollars:Economic Equity,SENSE:Emotional Equity,Lets look at what we are doing to develop and support s

31、tronger manager/employee relationships,Attraction & Retention:The Differentiating Quadrants,Ideals/ Values,Mental,Emotional,Physical,Play,Compete,Win,Base Pay Health Benefits,Learning Opportunities Teamwork Work/Life Balance Bonuses/Recognition,Performance Management Line of Sight Career Advancement

32、 Pay for Performance,Effective Leadership Motivating Culture Real Involvement Diversity Valued,Talent Secrets of Fortunes“Best 100 Companies to Work For”,Presented by Hewitts Dr. Edward Gubman, Human Resource Planning Society Annual Conference, April 2000.,ENGAGED EMPLOYEES,Culture and Purpose Sense

33、 of purpose Organizational values,Total Compensation Pay/financial recognition Benefits,Job Tasks Impact Challenge/Interest Authority/responsibility,Relationships Co-workers Managers Customers,Leadership Credibility Trust,Quality of Work/Life Physical environment Work-Life balance,Opportunity Growth

34、/development Advancement,“Seven Factors” Make the Difference,Performance Management,Team Challenges,Uncertainty and Non- Participation,Disagreement and Low Productivity,Disunity and Conflicts,Competition and Resistance,GOALS,ROLES,PROCESSES,RELATIONSHIPS,Individual Outcomes,Team Outcomes,Organizatio

35、nal Outcomes,Managing Self and Relationships,Interdependency and Mutual Support,Values and Culture Building,Total Quality and High Productivity,Resource Optimization,Vision and Mission Alignment,Unifying Directions and Team Commitment,Clear Accountability and Assigned Responsibility,Effective and Ef

36、ficient Operations,Knowing Ones Strengths and Weaknesses,Planning and Problem-Solving,Personal Commitment and Action Planning,“Our people are our greatest strength. Developing them is our greatest strategy.” Hans W. Gutsch,People Development,Customer Service Excellence,Customer Intimacy and Executiv

37、e Touch,Solutions Oriented Customer Relations Management,HRD Focus Areas in the 21st Century,Skill-set Technical Project Management Management Function Skills Human Relations Managing change,Behavior Leadership Teamwork Change adaptability Work hard and smart Discipline,Mindset Proactive Paradigm sh

38、ift Continuous Improvement mindset Open minded,Core Values Integrity Value diversity Customer oriented Results oriented Passion to win,Managing Change Meaningfully,Managing Change Meaningfully,McKinseys 7-S Model,The Spectrum of Business Process Reengineering,Depth of Change,Benefits Realized,Reinvent,Redesign existing process to world class standard,Streamline,10X Improvement,3-5X Improvement,1.5-2X Improvement,Single Function,Multiple Processes,Business Units,Company Wide,Breath of Change,RE-ENGINEERING,Corporate Culture (Core Values),Responsiveness (Service