HAY-GROUP-咨询总监陈炜的《人力资源战略》.ppt

*,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,Operationalize Business Strategies through,People,Managementto Achieve Results,People,Before Strategy,Mission/Vision,Strategy,Work Culture,Strategy,De-code,Performance Management System,Succession Planning,Org./Management Development Planning,Training/Development,Reward Strategy&System,Recruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job Evaluation,Grading,Role Clarification,Job Analysis,Key Performance Indicator,Organisation Culture,(Values),Target Job Competencies,Individual Competencies,C-Sort,Hay Methodology,Fields of Management,I.R.M.A.,Process Mapping,Hay JA methodology,JE Guide Chart,Hay Methodology,Competencies Modeling,PSE/PVQ,LSI/MSI,OCS/ECI,4 Circle Model,Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Coaching and,MMPI programs,BEI,Mission/Vision,Strategy,Work Culture,Strategy,De-code,Performance Management System,Succession Planning,Org./Management Development Planning,Training/Development,Reward Strategy&System,Recruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job Evaluation,Grading,Role Clarification,Job Analysis,Key Performance Indicator,Organisation Culture,(Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of Management,I.R.M.A.,Process Mapping,Hay JA/JE,Guide Chart,Hay Methodology,Competencies Modeling,PSE/PVQ,LSI/MSI,OCS/ECI,4 Circle Model,Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive/Masterful Coaching,MMPI,BEI,C-Sort,Hay Functional Work Culture Model,“Our,Functional,Work Culture,Rewards,Encourages and Supports the Following Behaviors and Activities.”,Very Frequently/To a Great Extent/In Most Parts of the Organization,Very Infrequently/To a Small Extent/In Few Parts of the Organization,Sometimes/To Some Extent/In Some Parts of the Organization,Maximizing customer satisfaction(4),Limiting the downside of risks(32),Establishing clear,well-documented work processes(19),Minimizing unpredictability of business results(45),Being highly organized(7),Maintaining existing customer accounts(11),Being precise(48),Providing secure employment(3),Being loyal and committed to the company(55),Maintaining clear lines of authority and accountability(18),Treating employees fairly and consistently(22),Using proven methods to serve existing markets(8),Anticipating changes in the business environment(35),Minimizing human error(52),Establishing clear job descriptions and requirements(26),Using limited resources effectively(15),Quality checking subordinates work(44),Attracting top talent(21),Supporting top management decisions(50),Delivering reliably on commitments to customers(13),Developing new products or services(54),Selling successfully(16),Continuously improving operations(20),Gaining the confidence of customers(46),Using resources outside the company to get things done(33),Respecting the chain of command(37),Responding to customer feedback(30),Participating in training and continuing education(31),Achieving budgeted objectives(56),Providing employees with resources to satisfy customers(10),Demonstrating understanding of thecustomers point of view(6),Increasing decision making,speed(39),Rewarding superior performance(23),Pushing decision-making to the lowest levels(51),Supporting the decisions,of ones boss(2),Tolerating well-meaning mistakes(29),Encouraging innovation(40),Taking initiative(36),Pioneering new ways of doing things(24),Being flexible and adaptive in thinking and approach(14),Taking action despite uncertainty(43),Applying innovative technology to new situations(28),Capitalizing on windows of opportunity(27),Establishing new ventures or new lines of business(12),Building strategic alliances,with other organizations(41),Maintaining a high sense,of urgency(25),Finding novel ways to capitalize on skills that people have(53),Acquiring cross-functional knowledge and skills(49),Encouraging expression ofdiverse viewpoints(47),Encouraging teamwork(1),Capitalizing on creativity and innovation(34),Organizing jobs around capabilities of individuals(38),Significantly decreasing cycle times(9),Experimenting with new management techniques(5),Promoting ones point of view strongly(17),Adapting quickly to changes in the business environment(42),Mission/Vision,Strategy,Work Culture,Strategy,De-code,Performance Management System,Succession Planning,Org./Management Development Planning,Training/Development,Reward Strategy&System,Recruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job Evaluation,Grading,Role Clarification,Job Analysis,Key Performance Indicator,Organisation Culture,(Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of Management,I.R.M.A.,Process Mapping,Hay JA/JE,Hay Methodology,Competencies Modeling,PSE/PVQ,LSI/MSI,OCS/ECI,4 Circle Model,Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive/Masterful Coaching,MMPI,BEI,Organisation Structure/Processes,Field of Management,External Relations,Finance and Control,Marketing,Human Resource Management,Production,Physical Distribution(Logistics),Research and Development,Secretarial and Legal,IRMA and Process Mapping,Mission/Vision,Strategy,Work Culture,Strategy,De-code,Performance Management System,Succession Planning,Org./Management Development Planning,Training/Development,Reward Strategy&System,Recruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job Evaluation,Grading,Role Clarification,Job Analysis,Key Performance Indicator,Organisation Culture,(Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of Management,I.R.M.A.,Process Mapping,Hay JA/JE,Hay Methodology,Competencies Modeling,PSE/PVQ,LSI/MSI,OCS/ECI,4 Circle Model,Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive/Masterful Coaching,MMPI,BEI,Job/Role Analysis,Nature and Scope of Activities,A Description of:,How the job is performed(Environment/Structure),what is involved in achieving the Principal Accountabilities,Principal Accountabilities,List of End Results that are required from the jobholder,Key Performance Indicator,Measures of successful performance of the accountabilities,Competency/Skill Requirement,Skills and behaviors required for successful performance in the job and the organization,Organisation Relationship,is a system for ranking jobs logically and fairly by comparing job against job or against a pre-determined scale to determine the relative value of jobs to an organisation.,“The term job evaluation refers to a formal procedure for hierarchically ordering a set of jobs or positions with respect to their value or worth,usually for the purpose of setting pay rates.”,National Academy of Sciences 1979,Job Evaluation,Technical,Know-How,Management,Breadth,Human Relations,Skills,Freedom,to Act,Area of,Impact,Nature of,Impact,Thinking,Environment,Thinking,Challenge,PROBLEM SOLVING,KNOW-HOW,ACCOUNTABILITY,Elements of Job Size,Mission/Vision,Strategy,Work Culture,Strategy,De-code,Performance Management System,Succession Planning,Org./Management Development Planning,Training/Development,Reward Strategy&System,Recruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job Evaluation,Grading,Role Clarification,Job Analysis,Key Performance Indicator,Organisation Culture,(Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of Management,I.R.M.A.,Process Mapping,Hay JA/JE,Hay Methodology,Competencies Modeling,PSE/PVQ,LSI/MSI,OCS/ECI,4 Circle Model,Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive/Masterful Coaching,MMPI,BEI,Hay/McBer Competency Definition,Any motive,attitude,skill,knowledge,behaviour or other,personal characteristic,that is,essential,to perform the job,or,differentiates,average from superior performers,Underlying Competencies Become More Important as Job Complexity Increases,Natural Tendencies and,Traits,Task-Related Knowledgeand Skills,For Example:,Knowledge of Electronics,Companies Products,Labor Relations,Law Skill in active listening,Negotiating,For Example:,Tenacity,Initiative,Interpersonal Sensitivity,Self Confidence,Job Complexity,Relative Importance,High,Low,Iceberg Model of Competencies,Knowledge,Skill,Social Role,Self-Image,Trait,Motive,Information that a personhas in a particular area,The image one projectsto others(“outer-self”),A general disposition tobehave in a certain way,Behavioural demonstrationof expertise,A persons sense of identityand worth(“inner-self”),Recurrent thoughtsthat drive behaviour,The Four-Circle Model,Individual Competencies,Organisational Climate,Managerial Style,Job Requirements,Managerial Effectiveness,Four key factors affecting organisational performance,SelfAwareness,SocialAwareness,SelfManagement,Social Skills,Emotional Self-Awareness,Accurate Self-Assessment,Self-Confidence,Empathy,Organizational Awareness,Self-Control,Trustworthiness,Conscientiousness,Adaptability,Achievement Orientation,Initiative,Influence,Developing Others,Service Orientation,Leadership,Communication,Change Catalyst,Conflict Management,Building Bonds,Teamwork&Collaboration,Critical EI Competencies,The Four-Circle Model,Individual Competencies,Organisational Climate,Managerial Style,Job Requirements,Managerial Effectiveness,Four key factors affecting organisational performance,Competency Model,The Four-Circle Model,Individual Competencies,Organisational Climate,Managerial Style,Job Requirements,Managerial Effectiveness,Four key factors affecting organisational performance,Research Has Identified Six Managerial Styles:,Coercive,Authoritative,Affiliative,Democratic,Pacesetting,Coaching,0,%,1,0,%,2,0,%,3,0,%,4,0,%,5,0,%,6,0,%,7,0,%,8,0,%,9,0,%,1,0,0,%,10%,20%,30%,40%,50%,60%,70%,80%,90%,100%,1999,McBer and Company,Inc.All rights reserved,Managerial Style Inventory,Participant Version,Asia Norms,66=,Dominant,50-65=Backup,Coercive,Authoritative,Affiliative,Democratic,Pacesetting,Coaching,What Styles Do I Think I am Using?,0,%,1,0,%,2,0,%,3,0,%,4,0,%,5,0,%,6,0,%,7,0,%,8,0,%,9,0,%,1,0,0,%,Coercive,Authoritative,Affiliative,Democratic,Pacesetting,Coaching,10%,20%,30%,40%,50%,60%,70%,80%,90%,100%,Managerial Style Inventory,Employee Version(N=5),Asia Norms,66=,Dominant,50-65=Backup,1999,McBer and Company,Inc.All rights reserved,What Styles Do They Perceive Me Using?,The Four-Circle Model,Individual Competencies,Organisational Climate,Managerial Style,Job Requirements,Managerial Effectiveness,Four key factors affecting organisational performance,Six climate dimensions relate to performance:,Flexibility,Standards,Team Commitment,Responsibility,Rewards,Clarity,Research indicates.,Organizational Climate of Outstanding and Typical Executives,Responsibility,Rewards,Team Commitment,0,10,20,30,40,50,60,70,80,90,100,Flexibility,Standards,Clarity,Total,Organizational Climate,Good Executives,Outstanding Executives,Climate Dimensions,Employee Assessment,High Performing Leaders and Managers Create Better Climates,The Results of,Investing in Competencies,Hay/McBer Competency Method Produces Superior Hires,LOreal Salesforce Candidate Selection,1988-1990,15%,41%,6%,0%,78%,68.7%,18.7%,10.5%,21%,0%,Quit or Fired,Candidates for,Promotion,Promoted to,Management,Achieved,Sales Quota,Average Sales,Increase,Per Quarter,Focusing on the right competencies has direct business impact,33,candidates hired using the Hay/McBer,competency method,44,candidates hired conventionally,Reward,How will,employees be compensated?,Recruitment and Selection,How should qualified candidates be identified,assessed and selected?,Career Planning,How can we help employees realise their potential and aspirations?,Competency,Model and,Profiles,Training&Development,What are the development requirements for our roles?How can we build these capabilities?,Succession Planning and Work Force Audit,What capabilities do we have?What do we need?,Performance Management,How will we drive superior performance?,Strategically Applying Competencies,Mission/Vision,Strategy,Work Culture,Strategy,De-code,Performance Management System,Succession Planning,Org./Management Development Planning,Training/Development,Reward Strategy&System,Recruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job Evaluation,Grading,Role Clarification,Job Analysis,Key Performance Indicator,Organisation Culture,(Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of Management,I.R.M.A.,Process Mapping,Hay JA/JE,Hay Methodology,Competencies Modeling,PSE/PVQ,LSI/MSI,OCS/ECI,4 Circle Model,Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive/Masterful Coaching,MMPI,BEI,Alignment,of,Business,Strategy,Alignment,of,HR,Strategy,Alignment,of,Employee,Needs,Engaged Performance,Business Model.People Model,Engaged Performance,R,E,W,A,R,D,R,E,M,U,N,E,R,A,T,I,ON,Lifestyle,Workstyle,Building for the Future,Quality of Work,Tangibles,Cars,Clubs,Discounts,Retirement,Health&Welfare,Holidays,Annual Incentive,Bonus/Spot Awards,Base Salary,Hourly Wage,Common Examples,Emotional Reward,Active,Benefits,Passive,Benefits,LTI,Reward Elements,Short Term Variable,Base Cash,Definition,Stock/Equity,Performance Shares,T O T A L,T O T A L,TOTAL,D,I,R,E,CT,T,O,T,A,L,C,A,S,H,Intrinsic,All things to which we can assign a monetary value,COMP ENS A T I O N,Internal value or motivation,Total Reward,Extrinsic,Engaged Performance,An Employee and Employer Benefit,Creating the Right Environment Sends a Message to Employees About the Companys Values,EMPLOYER BENEFIT,Innovation,Optimal Performance,Sustained Competitive Advantage,Higher Shareholder Return,EMPLOYEE BENEFIT,Energize Employees(Physical,Mental and Emotional Wellness),Enhance Quality of Life,Hay/McBer:Excellence in Research,