上海某公司人力资源管理知识培训资料（英文版）(ppt 230页)

WilliamJ.Rothwell,Ph.D.,SPHR,HumanResourceManagementCoreModule,Copyright2004byWilliamJ.Rothwell.Allrightsreserved.,March2004inShanghai,精品资料网,PartI:IntroductiontotheCoreModule,精品资料网,FacilitatorIntroductionWilliamJ.Rothwell,Ph.D.,SPHR,ProfessorofHumanResourceDevelopmentatPennStateUniversityPresidentofRothwellandAssociates,Inc.(seewww.rothwell-)C,精品资料网,WilliamJ.Rothwell,Ph.D.,SPHR,Authorofnumerousbooks.Afewexamples:,精品资料网,WilliamJ.Rothwell,Ph.D.,SPHR,Authorofnumerousbooks.Afewexamples:,精品资料网,ModulePurpose,Thiscoremoduledescribesthestrategicimportanceofhumanresourcemanagement(HRM).,精品资料网,ModuleObjectives,Uponcompletingthismodule,participantswillbeabletodiscuss:ThestrategicimportanceofhumanresourcemanagementwithintheorganizationHowhumanresourcemanagementcontributestobusinessstrategyHowtoimplementappropriatemotivationandrewardsystemsandstrategies,精品资料网,ModuleObjectives,HowtoevaluatetheperformanceoftheteamandindividualsHowtoplantraininganddevelopmentprogrammes,精品资料网,ModuleOrganizationandStructure,Day1IntroductiontotheCoreModuleTheStrategicImportanceofHumanResourceManagementWithintheOrganizationDay2HowHumanResourceManagementContributestoBusinessStrategyHowtoImplementAppropriateMotivationandRewardSystemsandStrategies,精品资料网,ModuleOrganizationandStructure,Day3HowtoEvaluatethePerformanceoftheTeamandIndividualsDay4HowtoPlanTrainingandDevelopmentProgrammesEvaluationofYourCompetenceConclusion,精品资料网,InstructionalApproach:WhatAreExperientialLearningMethods,andWhyAretheyUsed?,ThissessionusesexperientiallearningmethodsandnotpurelectureInexperientiallearningmethods,participantsusetheresultsofsmallgroupactivities,roleplays,casestudies,orotheractivelearningtechniquesasabasisforlearning,精品资料网,Icebreaker,Tellus:YournameYourjobtitleYourcompanysnameWhatyoudoatthecompanyWhyyouarehere,精品资料网,Icebreaker,StandupIntroduceyourselftoanotherparticipantinthesessionandtradebusinesscardsFindoutwhattheotherpersonmostwantstolearninthesessionBepreparedtosharewhatyoulearninabout3minutes,精品资料网,OpeningActivity,Formsmallgroupsof3-5peopleeachAppointaspokespersonforyourgroupwhowillprovideyourgroupsanswersSpendabout15minutestoanswerthisquestion:Whatishumanresourcemanagement,andwhyshouldorganizationalleaderscareaboutit?Whenyoufinish,yourgroupspokespersonshouldbepreparedtovolunteeryouranswertothegroup,精品资料网,DebriefoftheActivity,Wouldyourgroupspokespersonpleaseprovideyouranswerforthelargegroup?,精品资料网,PartII:TheStrategicImportanceofHumanResourceManagementWithintheOrganization,精品资料网,OverviewofThisPart,Whatisstrategy,andwhyisitimportant?Howdoesstrategyrelatetopurposeandmission?Howisstrategydetermined?Whodeterminesstrategy,andwhyisthatimportant?Whataretherangeofbusinessstrategies,andhowaretheydetermined?Howdoesthestrategicplanningprocesswork?Activity:Howdoesthestrategicplanningprocesswork?Debriefoftheactivity,精品资料网,WhatIsStrategy?,Strategyis:TheprocessofachievingcompetitiveadvantageOriginatedfromawordusedbytheAncientGreeksaround400B.C.andpertainedtotheartandscienceofdirectingmilitaryforcesAnoutlineofthestepsthatmanagementplanstotaketoachieveobjectivesAmeanstoanend,精品资料网,WhatIsCompetitiveness?,Competitivenessisamultidimensionalconcept.Itcanbelookedatfromthreedifferentlevels:country,industry,andfirmlevel.CompetitivenessoriginatedfromtheLatinword,competer,whichmeansinvolvementinabusinessrivalryformarkets.Ithasbecomecommontodescribeeconomicstrengthofanentitywithrespecttoitscompetitorsintheglobalmarketeconomyinwhichgoods,services,people,skills,andideasmovefreelyacrossgeographicalborders(Murths,1998).,Source:Ambastha,A.,only5%ofstrategyisformalandiswrittendownStrategyisformulatedbythechiefleadersoftheorganization,andtheydeterminetheorganizationsstrategicdirection,精品资料网,WhoDeterminesStrategy,andWhyIsThatImportant?,StrategyisdeterminedbytheorganizationalleadersTheorganizationsstructure(organizationchart)determinestheleadershipThatleadstothemostfamousquestioninstrategicplanning:Whichcomesfirst,structureorstrategy?,精品资料网,HowDoesTheStrategicPlanningProcessWork?,ClarifyVision,Purpose,GoalsandObjectives,AssessPresentStrengthsandWeaknesses,ScanFutureThreatsandOpportunities,ConductSWOTAnalysis,ConsiderRangeofStrategiesandSelectOne,ImplementandEvaluateStrategy,精品资料网,HowIsStrategyDeterminedinYourOrganization?,Formteamsof3-5peopleSpendabout10minutesInyourteams,discusstheprocessusedinyourorganizationstoformulate,implementandevaluatestrategyanddiscusshowHRishandledinthatprocess.Besuretodescribeyourorganizationsstrategicobjectives,ifyouknowthem,and(ifpossible)explainhowHRisalignedwiththem,精品资料网,HowIsStrategyDeterminedinYourOrganization?,Whenyoufinish,bepreparedtoexplainhowtheprocessishandledinyourorganization,精品资料网,Debrief:HowIsStrategyDeterminedinYourOrganization?,CouldIhavesomevolunteerstodiscusshoworganizationalstrategyisformulated,implementedandevaluatedinyourorganizationCouldIhavesomevolunteerstodiscusshowHRishandledinthestrategicplanningprocess?,精品资料网,OrganizationalStrategyandAppropriateHRPractices,Basedontheirstudyoforganizations,MilesandSnow(1978)identifiedthreegenericstrategictypes:Defendershavearelativelystableproductmarketdomainandthereforeanarrowfocus.Defendercharacteristicsinclude:(1)alimitedproductline;(2)singlecapitalintensivetechnology;(3)afunctionalstructure;and(4)skillsinproductionefficiency,processengineering,andcostcontrol.,Source:Sumita,R.,andArvey,R.(1994).Businessstrategylinkswithstaffingandtrainingpractices.HumanResourcePlanning,17(3),55-73.,精品资料网,OrganizationalStrategyandAppropriateHRPractices,Prospectorscontinuallysearchfornewproductandmarketopportunities,andregularlyexperimentwithemergingenvironmentaltrends.Theseorganizationsoftencreatechangetowhichtheircompetitorsmustrespond.However,becauseoftheirstrongconcernforproductandmarketinnovation,theyareusuallynotcompletelyefficient.Prospectorcharacteristicsinclude:(1)diverseproductlines,(2)multipletechnologies,(3)aproductorgeographicallydivisionalizedstructure,and(4)skillsinproductresearchanddevelopment,marketresearch,andproductengineering.,精品资料网,OrganizationalStrategyandAppropriateHRPractices,Analyzersoperateintwomarketdomains,onerelativelystableandtheotherchanging.Intheirstableareas,theyuseformalizedstructuresandprocessestooperateroutinelyandefficiently.Intheirmoreinnovativeareas,theirkeymanagerswatchtheircompetitorscloselyfornewideas;theythenrapidlyadoptthosethatappeartobepromising.Analyzercharacteristicsinclude:(1)alimitedbasicproductline,(2)searchforasmallnumberofrelatedproductsand/ormarketopportunities,(3)cost-efficienttechnologyforstableproductsandprojecttechnologiesfornewproducts,and(4)skillsinproductionefficiency,processengineeringandmarketing.,精品资料网,OrganizationalStrategyandAppropriateHRPractices,Thereisastrongerrelationshipbetweentheprospectdimensionofstrategyandstaffingandtrainingpracticesthanbetweenthedefensedimensionofstrategyandstaff/trainingpractices.Questionsthatmayberelevanthereare:DoHRMmanagersplaytheroleofstrategyformulatorsorstrategyimplementors?Dotheserolesvarywithstrategicorientation?Acomprehensiveanswertothesequestionswilllieinexaminingissuessuchas:(1)thespeedwithwhichHRMpracticesandstrategicorientationarealigned,and(2)organizationalstructuresthatfacilitatealignmentsunderdifferentstrategicorientations.,精品资料网,PartIII:HowHumanResourceManagementContributestoBusinessStrategy,精品资料网,OverviewofThisPart,WhatarethefunctionsofHR,andhowdotheyrelatetobusinessstrategy?WhyisHRstrategicallyimportant?Activity:WhatisthestrategicimportanceofHRM,andhowdoesHRMcontributetobusinessstrategy?Debriefoftheactivity,精品资料网,WhatIsHumanResourceManagement(HRM)?,HumanResourceManagementistheprocessofbringingtogetherdifferentkindsofpeopleinorganizationalsettingstoachieveacommonpurpose.,精品资料网,HowCanHRMBeConceptualized?,HumanResourceManagement(HRM)includes,amongotherthings,allofthefollowing:HumanResourcePlanningEmployeeRecruitmentEmployeeSelectionTrainingCareerDevelopment,精品资料网,HowCanHRMBeConceptualized?,EmployeePerformanceAppraisalCompensationBenefitsHealthandSafetyEmployeeDisciplineLaborRelationsOtherissuesinfluencingpeopleinorganizationalsettings,精品资料网,WhyIsThisImportant?,Whydoyouthinkitmightbeimportanttohaveawayofthinkingabout(conceptualizing)HR?WhatwouldhappenifyoudidnothaveawayofthinkingaboutHR?,精品资料网,HowCanHRMBeConceptualized?,HRMcanbeviewedasallactivitiesassociatedwithbringingpeopleintotheorganization,keepingthem,managinganddevelopingthem,andensuringtheireffectiveeventualdeparturefromtheorganization,精品资料网,HowCanHRMBeConceptualized?,OnewaytothinkofHRMfocusesarounditsrelationshiptoorganizationalstrategicbusinessplansAnotherwaytothinkofHRMfocusesarounditsrelationshiptoindividualrecruitment,selection,hiring,orientation,development,retentionandrewards,jobdesignandmovement,wellness,andeventualindividualdeparturefromtheorganization,精品资料网,HowCanHRMBeConceptualized?,HRMcanbefocusedaroundtheworkthatpeopledo(work-based)HRMcanbefocusedaroundthepeoplewhodothework(competency-based)MostHRMprogramsinmultinationalcompaniesarecompetency-based;mostHRMprogramsinotherorganizationsarework-based,精品资料网,LargeGroupDiscussion:HowDoesCultureAffectHR?,Culturereferstotheunspokenassumptionsmadeaboutthewaythingsshouldbedoneintheorganization,andculturegovernshowpeoplebehaveHowmightdifferentstrategiesaffectHR?culture?,精品资料网,Activity,Assembleingroupsof3-5peopleeachandappointaspokespersonSpendabout30minutestocreateapresentationtoexplaintomanagerswhatHRMisandprovideamodelofHRMthatcanbeusedtopresenthowitrelatestopeopleinorganizationsExplainwhatyoubelieveshouldberoleofHRinachievingbusinessstrategy,精品资料网,Debrief,CouldIhaveavolunteerfromthesmallgroupstopresentthegroupsviews?,精品资料网,FourWaystoThinkoftheKeyComponentsofHR,Thedivisionalapproach:HRisorganizedaccordingtohowitispositionedgeographicallyandorganizationallyTheworkerlifecycleapproach:HRisorganizedaccordingtohowitinteractswithindividualworkers,精品资料网,TheDivisionalApproach,精品资料网,TheWorkerLifecycleApproach,精品资料网,FourWaystoThinkoftheKeyComponentsofHR,TheHRBodyofKnowledgeapproach:HRisorganizedbasedonresearchaboutwhatHRpractitionersdoTheHRPlanningapproach:HRbeginswithanestimateoftheintellectualtalentandthenumberofpeopleneededtohelptheorganizationachieveitsobjectives,精品资料网,TheHRBodyofKnowledgeApproach,精品资料网,TheHRPlanningApproach,精品资料网,OtherWaystoThinkoftheKeyComponentsofHR,ArethereotherwaystothinkofthekeycomponentsofHRinanorganization?Whatabouttheconsultant/operationsstructure?,精品资料网,TheConsulting/OutputApproach,精品资料网,TheRoleofHumanResources,HRcommonlyplayssuchrolesas:“Policeofficer”:Enforcesgovernmentlawsandorganizationalpolicies“Bureaucrat”:Keepstrackofpaperandrecords“Hitman”:Doesthe“dirtywork”thatoperating(line)managersdonotwanttodo,精品资料网,TheRoleofHumanResources,HRcommonlyplayssuchrolesas:“Performanceconsultant”:Helpsoperatingmanagerstroubleshootandsolve“peopleproblems”“Leader”:ShowsthewaytobetterapproachestomanaginghumanresourcesWhatotherrolesforHRcanyouthinkof?WhatroledoesHRplayinyourorganization,andwhydoyouthinkitplaysthatrole?,精品资料网,Activity,Assembleingroupsof3-5peopleeachSpendabout30minutestopreparedescriptionsofhowtheHRfunctionisorganizedinyourorganizationsandwhatrolesitplaysinyourorganizationsWhenyoufinish,eachpersoninyourgroupshouldbepreparedtomakea1-minutepresentationtointroducehisorherHRfunctionbydescribingitsorganizationandtheroleitplays,精品资料网,Debrief,CouldIhaveavolunteertogivehisorher1-minutepresentation?,精品资料网,LargeGroupDiscussionQuestions,HowdoyoubelieveHRshouldsupportlinemanagers?WhatshouldHRdo,andwhatshouldoperatingmanagersdo?Whydoyoubelieveso?IfIaskedlinemanagersinyourorganizationaboutwhatroleyourHRfunctionplays,whatdoyouthinktheywouldtellme?,精品资料网,WhatAreTheFunctionsOfHR,AndHowDoTheyRelateToBusinessStrategy?,精品资料网,WhyIsHRStrategicallyImportant?,HRisstrategicallyimportantbecauseitisonlypeoplewho:CreatenewbusinessesFindinnovationsthatleadtonewproductsorservicesDiscovernewmarketsFindquantumleapsinproductivityimprovementProvidecompetitiveadvantagethroughtheirwaysofservingcustomersCanyouthinkofotherreasonswhyHRmightberegardedasstrategicallyimportant?,精品资料网,StrategicHumanResourceLeadershipOrganizationalAssessment,Strategy:Whatarethemostimportantopportunitiesandchallengesfacingyourorganization?OrganizationalCapabilities:Whataretheorganizationalstrengthsandweaknesses?3.Competencies:Whatarethemostcriticalleadershipcompetenciesandskillsrequiredofemployees?4.PeopleManagementSystems:Howdoestheorganizationattract,retain,develop,reward,communicatewithemployeestogeneratebehaviorthatdrivesstrategy?,精品资料网,5.Foreachpeoplemanagementprocess:Whatareitsobjectives?Whatbehaviorisittryingtodrive?Howdoesthisbehaviorimpactresults?6.Comparetheobjectiveswithreality:Whatbehaviorsareyouactuallyexperiencing?Isthisbehaviorinconsistentwiththeobjectives?Whataretherootcausesofthedisconnects?7.Identifyprioritiesforactionandaplantodealwiththem.,StrategicHumanResourceLeadershipOrganizationalAssessment,精品资料网,ImprovingHRsStrategicRoleWithinYourOrganization,HRprofessionalsarelookedtoastheinternalexpertsandadvisorsonbothtechnicalemploymentregulationsandgeneralmanagementconceptsAdvisingmanagersonorganizationaldevelopmentandstrategicplanninghasbecomeanessentialfunctionofasuccessfulHRleader,精品资料网,ImprovingHRsStrategicRoleWithinYourOrganization,AstheHRpractitionersrolecontinuestoevolve,topleadershipisfurtherrecognizingthevalueofHRinfacilitatingorganizationalchangeThisincreasinglymeanstheproperalignmentoflimitedresourcestowardsachievingbusinessgoalsandstrategicobjectives.,精品资料网,SixKeyStepstoAligningHumanCapitalwithBusinessObjectivesandGoals,TherearesixkeystepsinaligningHRwithbusinessobjectivesandgoals:1.EstablishbusinessobjectivesandstrategicgoalsEffectivelycommunicatebusinessobjectivesandstrategicgoals3.Assessstructurealignmentwithbusinessobjectivesandgoals,Source:Brewer,S.(2002).Aligninghumancapitalinachievingbusinessgoalsandstrategicobjectives.SHRMWhitepaperat/hrresources/whitepapers_published/CMS_000256.asp#P-4_0,精品资料网,SixKeyStepstoAligningHumanCapitalwithBusinessObjectivesandGoals,4.Assessemployeescapacitytoachievebusinessobjectivesandgoals5.Fillinthegapsbetweencapacityandbusinessobjectivesandgoals6.Implement,measure,modify,精品资料网,ApproachestoHRPlanning,SomefirmsusesophisticatedcomputersimulationsandmodelstoforecastHRdemands,movementsbetweenjobcategories,andavailableHRsuppliesinsideandoutsidetheorganization.MuchofwhatisknownaboutHRPcomesfrompublishedcasestudiesaboutmethods.,精品资料网,ApproachestoHRPlanning,Large,diversifiedcorporationsoftenemployHRPspecialists.MostareplacedwithintheHRdepartment,havebackgroundinHR,anddevoteonlypartoftheirtimetoHRP.InmostFortune500firms,HRPishandledbytheHRdepartmentalonewithlimitedparticipationbylinedepartments.,精品资料网,ApproachestoHRPlanning,ForecastingHRdemandsandsupplieshasoftenbeencalledtheheartofHRP.Mostfirms(52percent)forecastHRdemand,butonly6percentforecastsupplies.Variousadvancedquantitativetechniquesareusedinforecasting.,精品资料网,ApproachestoHRPlanning,Firmsusesuchapproachesas:SurveysInterviewsSecondarydatasearchesStatisticalmethodsComputer-basedmodelingNominalgrouptechniqueTheDelphitechnique,精品资料网,PointsWorthyofEmphasis,Thechoiceofwhichphilosophyyourorganizationselectsisanimportantstrategicchoice,since:Job-basedorwork-basedHRtendstofocusonworkactivities,andCompetency-basedHRtendstofocusonthedifferencesexistingbetweenthemostproductiveandaverageperformers,精品资料网,Definitions,OrganizationaldesignistheprocessofestablishingtheorganizationsstructureWorkdesignistheprocessofestablishingworkresponsibilitiesforajobAjobconsistsofagroupofrelatedactivitiesanddutiesApositionconsistsofdifferentdutiesandresponsibilitiesperformedbyoneemployeeJobanalysisistheprocessofclarifyingwhatpeopledoorwhatpeopleshoulddointheirwork,精品资料网,WhyIsJobAnalysisImportant?,Inawork-basedHRsystem,jobsarethefoundationfor:RecruitmentSelectionTrainingPerformanceappraisalCompensation,精品资料网,HowIsJobAnalysisConducted?,Conductjobanalysisbyusing:InterviewsQuestionnairesObservationDiariesOtherapproaches,精品资料网,Activity:WhatIsTheStrategicImportanceOfHRM,AndHowDoesHRMContributeToBusinessStrategy?,Formgroupsof3-5peopleAppointaspokespersonforyourgroupSpendabout15minutestoanswerthesequestions:WhatisthestrategicimportanceofHRM,andhowdoesHRMcontributetobusinessstrategy?AndHowdoeseachareaofHRMcontributetobusinessstrategy?Whenyouarefinished,yourspokespersonshouldbepreparedtoofferyourgroupsanswers,精品资料网,DebriefOfTheActivity,Wouldagroupspokespersonpleasevolunteertoofferyourgroupsanswerstothequestions?,精品资料网,RelationshipBetweenRecruitment,Selection,andAppraisal,EstablishCompanyPlans,FormulateHRPlan,AppraisePerformance,AnalyzetheWork,PrepareJobDescriptions,InterviewApplicantsandMakeSelection,DevelopRecruitmentandHiringMethods,精品资料网,ActivityonUsingaJobDescriptionastheBasisforRecruitmentandSelection,Formgroupsof3-5peopleSpendabout45minutesonthisActivityUsingallorpartofajobdescription,prepareaprofileofthemostqualifiedcandidateforthepositionUsingallorpartofajobdescription,brainstormwhereyoumightlocatethemostqualifiedcandidatesforsuchapositionUsingallorpartofajobdescription,preparealistofinterviewquestionstouseinselectinganapplicant,精品资料网,DebriefoftheActivity,HowdidyourgroupsanswerthequestionsintheActivity?,精品资料网,Philosophy,Arecruitmentandselectionphilosophyrefersto:ThekindofpeoplewefocusonHowaggressivewearewillingtobeWhatwearewillingtodotodevoteresources,time,moneyandpeopletotheprocessWhatwebelieveaboutthevalueoftheefforts,精品资料网,AnActivityonFormulatingYourOrganizationsRecruitmentandSelectionPhilosophy,Formgroupsof3-5peopleAppointaspokespersonforyourgroupSpendabout15minutesonthisActivityAnswerthefollowingquestioninyoursmallgroup:Whatshouldbeyourorganizationsrecruitmentandselectionphilosophy?Describeitclearly.Whenyoufinish,bepreparedtoshareyourgroupsanswertothatquestion.,精品资料网,DebriefoftheActivity,Howdidyourgroupsanswerthequestion?,精品资料网,WhatIsRecruitment?,“Recruitmentistheprocessoflocatingandencouragingpotentialapplicantstoapplyforexistingoranticipatedjobopenings”,精品资料网,WhyIsRecruitmentImportant?,RecruitmentisimportantbecauseitisonemeansofclosingthegapbetweenHRsupplyanddemand,精品资料网,HowIsRecruitmentCarriedOut?,Recruitmentcanbecarriedout:InternallyExt