人力资源战略英文讲义ppt.ppt

People Before Strategy,Michael Chan Director, China/HK Tel : (852) 2527 9797 Tel : 8621 6279 8832,天马行空官方博客：/tmxk_docin ；QQ:1318241189；QQ群：175569632,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,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,Concept of Work Culture,High Performing Organizations . How Value is Created,FUNCTION,NETWORK,PROCESS,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,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 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,High,Low,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,Four key factors affecting organisational performance,Critical EI Competencies,The Four-Circle Model,Four key factors affecting organisational performance,Competency Model,The Four-Circle Model,Four key factors affecting organisational performance,Research Has Identified Six Managerial Styles:,Coercive Authoritative Affiliative Democratic Pacesetting Coaching,What Styles Do I Think I am Using?,What Styles Do They Perceive Me Using?,The Four-Circle Model,Four key factors affecting organisational performance,Six climate dimensions relate to performance:,Research indicates.,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,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,Engage