hay人力资源战略

People Before Strategy Michael Chan Director, China/HK Tel : (852) 2527 9797 Tel : 8621 6279 8832 Operationalize Business Strategies through People Management to 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 Job Evaluation Grading Role Clarification Job Analysis Key Performance Indicator Organisation Culture (Values) Target Job Competencies Individual Competencies C-Sort Hay MethodologyFields 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 Job Evaluation Grading Role Clarification Job Analysis Key Performance Indicator Organisation Culture (Values) Target Job Competencies Individual Competencies C-Sort MethodologyFields 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 Concept of Work Culture High Performing Organizations . How Value is Created FUNCTION NETWORKPROCESS TIME-BASED Technical and specialist leadership Reliability Resource Management Customer satisfaction High service levels Balanced returns Venture driven Entrepreneurship risk- taking Effective partnerships Speed to market Technical edge Exploring opportunities These are the factors that need measuring and reinforcing TECHNOLOGY CUSTOMER RELIABILITY FLEXIBILITY 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 the customers 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 of diverse 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 Job Evaluation Grading Role Clarification Job Analysis Key Performance Indicator Organisation Culture (Values) Target Job Competencies Individual Competencies C-Sort MethodologyFields 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 Job Evaluation Grading Role Clarification Job Analysis Key Performance Indicator Organisation Culture (Values) Target Job Competencies Individual Competencies C-Sort MethodologyFields 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 SOLVINGKNOW-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 Job Evaluation Grading Role Clarification Job Analysis Key Performance Indicator Organisation Culture (Values) Target Job Competencies Individual Competencies C-Sort MethodologyFields 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 Knowledge and 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 HighLow Iceberg Model of Competencies Knowledge Skill Social Role Self-Image Trait Motive Information that a person has in a particular area The image one projects to others (“outer-self”) A general disposition to behave in a certain way Behavioural demonstration of expertise A persons sense of identity and worth (“inner-self”) Recurrent thoughts that drive behaviour The Four-Circle Model Individual Competencies Organisational Climate Managerial Style Job Requirements Managerial Effectiveness Four key factors affecting organisational performance Self Awareness Social Awareness Self Management 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: v Coercive v Authoritative v Affiliative v Democratic v Pacesetting v Coaching 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1999 McBer and Company, Inc. All rights reserved Managerial Style Inventory Participant VersionAsia Norms 66=Dominant50-65=Backup Coercive Authoritative Affiliative Democratic Pacesetting Coaching What Styles Do I Think I am Using? 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 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=Dominant50-65=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: v Flexibility v Standards v Team Commitment v Responsibility v Rewards v 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 forPromotion Promoted toManagement AchievedSales Quota Average SalesIncrease Per Quarter n 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 Job Evaluation Grading Role Clarification Job Analysis Key Performance Indicator Organisation Culture (Values) Target Job Comp