通用电气（GE）-人力资源运营与管理(原版教材).ppt

人力资源运营与管理 gehr 日程表 人力资源管理角色的进化ge的人力资源管理ge的价值观ge的运营系统ge的hr愿景ge的hr能力素质模型实现gehr管理卓越的关键gehrm的内容招聘 入职职业与组织发展学习与发展薪酬与福利雇佣 hr操作终止雇佣 人力资源管理角色的进化 hr角色的进化 peoplegointohrbecausetheylikepeopleanyonecandohrhrdealswithsoftsideofabusinesssoisnotaccountablehrfocusesoncosts whichmustbecontrolledhr sjobistobepolicypoliceandthehealth andhappinesspatrolhrisfulloffadshrisstaffedbynicepeoplehrishr sjob 二十世纪 hrmustcreatethepracticesthatmakeemployeesmorecompetitive notmorecomfortablehrmustmasterboththeoryandpracticehrmustknowtotranslateworkintofinancialperformancehrmustaddvalue notreducecostshrmusthelpmanagerscommiteesandadministerpolicieshrmustseetheircurrentworkaspartofanevolutionarychainandexplaintheirworkwithlessjargonandmoreauthorityhrshouldbeconfrontativeandchallengingaswellassupportivehrworkisasimportanttolinemanagersasarefinance strategyandotherbusinessdomains 现状 gehr的进化 下个角色 hrbusinesspartnersvaluedstafferfacilitatorshrgeneralistsassessingcultureproactiveemployeeadvocatesuscentricinternalideasharing 现状 growthleaders hrexpertsinfluentialthoughtleaderstransformers executivecoacheshumancapitaloptimizersshapingculturepredictiveemployeeadvocatesglobalinternal externalideaexchanges 目标 ge的人力资源管理 ge的价值观 gevalueandgrowthtraits alwaysexecutingwithintegrity outstandingstrength superiorrolemodelforthegevaluesolidvalues consistentlydisplaysthegevaluesdevelopmentneeded inconsistentdisplayofthegevalues gevalues operationaldefinition ge的运营系统 geoperatingsystem leadershipmeetings corebusinessprocesses ge的hr愿景 hratge ceo cfo hr gehrvisionge themostcompetitiveandexcitingenterpriseintheworldhr credible visible value addedbusinesspartner 1 attract developandretainthebestdiverseandglobaltalent2 buildleadershippipeline3 anticipatebusinessneeds4 ensurethathrinitiatives outcomesarecloselylinkedtobusinessscorecard5 leverageandoptimizebestpractices6 develophrtalentwithworld classfunctionalskillsandbusinessexpertise7 serveasavoiceforemployees employeeadvocate8 makegejobsthebestjobsintheworld gehragenda 1 buildtheleadershippipeline bestofinternalandexternaltalent2 developtalent focusedongrowth3 driveemployeeengagement getheworld sbestplacetowork4 optimizegeoperationsglobally reducecomplexity5 external customerfocus gehr能力素质模型 gehrcompetencymodel businesspartner personalattributes hrexpert organizationeffectivenesschampion businessacumencustomerfocusexternalrelationsglobalmindset communicationconsultingandcoachingemployeerelationsstaffing developmentm a integrationnegotiation conflictresolutionprocessexcellence hrtechnologyperformancemgt rewardsystems valuesgrowthtraitscredibilityjudgmentcourage employeeadvocaterelationshipbuildingchangeagentorganizationeffectivenesscorporatecitizenship 如何推动gehr管理卓越公司的角色 howtodrivehrexcellence ceocommitment asharedhrvision rigoroushumanassetmanagement technology enabledprocesses hrcollaboration intensehrdevelopment 实现gehr管理卓越的关键hr的角色 keystohrexcellence earnthetrustoftheleadershipteam havethecouragetopushback growgreat dedicatedhrtalent rundisciplinedhrprocesses leveragetechnologies knowthebusinessandneverforgetthehumaninhumanresources gehr工作的内容招聘 入职职业与组织发展学习与发展薪酬与福利雇佣 hr实践离职 招聘与入职 recruiting jobrequisition descriptionrecruitingchannelwebsite newspaperemployeereferralheadhuntercampushireinternaltransfer promotionjobfairscreening selection valueassessment culturefit technicalassessment jobfit behaviorbasedinterviewoffer onboardingoffertemplatepre onboarding medicalcheck facilitypreparationleadtime checklistetclaborcontractnewhireorientationbusiness firstdayinduction buddyprogramcorporate ge me 职业与组织发展 员工业绩管理大学关系probationreview campusrecruitingprogram intern eid processandevaluationform leadershipprogramperformancemanagement hrlpg osetting omlpcoach imlpappraisal ratingdefinition fmpfeedback developmentplan clpgevaluemanagingpoorperformersperformanceimprovementplan pip 组织发展sessioncemployeedifferentiationprocessems360feedbackleadershipdevelopmentmentoringprogram 员工业绩管理 theperformancemanagementcycle annualreview ems forsalariedpeoplewithbandingperformancereview developmentneeds careerdiscussion ongoingmonitoringreviewgoalscoachingfeedback sessionc personaldevelopmentplans personaldevelopmentplans goalsetting webenabledprocess salaryplanningincentiveplanningstockoptionsdevelopmentprograms goalsettingprocess businessgoalsset session1 2 strategical operational geitleadershipteampreparetheirgoalsallprofessionalbandsandabovepreparetheirgoals signedoffbytheirmanager associatesshouldsetgoalswhereverpossible althoughtheformatcandifferbyfunction 2006goalsetting performanceimprovementplan pip workplans goals makethedeliverablesclear tangibleandmeasurable duedate reviewdate feedback givefeedbackonthingsthatcanbeactionable focusonspecificbehavioursthatcanbechanged avoidgeneralizations nextstep dueandreviewdatesshouldbelessthan60daysafterdateofpip namefunction functionalmanager hrmanager 组织发展 keydevelopmentprocess sessionc focusesbothontheindividual thecompany who targetgroupofsessionc basisfordifferentiationacrosstheglobe careerbandingwhataregecareerbands mainlyrolebusinessownership roleandindividualstronggecorporateownership valuesandperformance reward promotebestleadersgreatgefutures reinforceclarifyimportanceofvaluesdimensionperformanceimprovementplantrain coach feedbackmanageexit restartanotheropportunitytodeliverresultsperformanceimprovementplantrain coach feedbackmanageexit actionperformanceimprovementplantrain coach feedbackmanageexit performance values performanceexceptionalconsistentlymeetsexpectations fullysatisfactoryneedsimprovementvaluesoutstandingstrengthsolidvaluesneedsimprovementuniqueskillsyesno overallratingtoptalenthighlyvaluedlesseffective promotabilityhighmediumlimited performancedifferentiation thecombinationofperformance values andextraordinaryskillratingsarethefactorsfordeterminingoverallrating note newemployees 3monthswithge canberated toonewtorate exceptional consistentlydeliversonstretchtargetsachieveswaybeyondjobdescriptionpro activethroughtoexecutionspotsandanticipatesproblems implementssolutionsseesandexploitsopportunitiesseeswiderpicture theimpactacrossthebusinessfocusesonwhat sgoodforthebusinesshasapassionforthebusinessrisktakers entrepreneurial innovators volunteers takesownershipseenasrolemodelbyothersrecognisedasoutstandingbyotherfunctionsaswellasownispositive energetic invigoratingvisionary bringsteamalongwiththem performance examplesofbehaviour consistentlymeetsexpectations fullysatisfactory achievesgoalsandoccasionallygoesbeyondhasskills knowledge andattributesforcurrentrolerequiresminimalsupervision respectedtogetjobdoneseenasteamplayer supportspeersraisescriticalissuesinatimelyfashionmaybeonlearningcurveinnewjobmakesfewandseldomrepeatederrorsmanagerhasconfidenceinsubstanceofrecommendationsmotivatesotherstosolveproblemsdevelopsandcoachesothersprovidesopenandhonestfeedbackveryfocused prioritises abletoseewoodforthetreestakesownershipforowndevelopment selfmotivated performance examplesofbehaviour needsimprovement oftenfailstohitgoalsrequirescloseguidanceandcoachinglimitedlevelofcreativity innovationfailstorecogniseandreportoncriticalissueslowenergy drivelowlevelofenthusiasm inconsistentlevelofenthusiasmunabletohandledifficultteam peopleandbusinessissuesnotputtingin100 commitmentdoesn ttakeownershippoorpunctuality attendancetakespoorlyjudgedrisksmaybeonlearningcurve e g duetomismatchinjob performance examplesofbehaviour uniqueskills operationaldefinition inlimitedcircumstances anemployeemaydemonstratespecialvaluetothecompanybypossessingoneormoreofthefollowingcharacteristics specialskills employeerecognizedashavinggreatknowledge skillsinaspecializedareanecessarytoperformthejobthatwouldbeextremelydifficulttoreplace e g pensionplandesignexpert specialexpertise employeehasgainedextensiveon the jobknowledgethatwouldbeextremelydifficulttoreplace e g uniquecommercialrelationship expertinregulatoryrequirementsinaparticulararea specialrole employeeisinarolethathasauniqueimpactonthebusiness e g integrationmanagerforpivotalbusinessacquisition thisassessmentisbinary anemployeeisdesignatedashavinganextraordinaryskillortheyaredesignatedasnotitisintendedtobeusedquiteselectively notsimplytoacknowledgeprofessionalexcellenceorvaluablecontribution theoverallassessmentoftheemployee scontributiontotheorganizationobjectivelybasedonpastperformance demonstratedvalues anduniqueskillsguidelinesavailabletoensureappropriatedifferentiationacrossthebusinesstoptalent representstheverybestcontributionswithintheorganization consistentlyperformsatalevelthatstronglydifferentiatestheircontributionwithintheorganization andrecognizesthisadditionallevelofcapabilityandperformance highlyvalued representsthestrengthofourorganization consistentlyperformsatalevelthatstronglysupportsbusinessperformanceandgevalues highlycapableandhigh achievingperformers whoarerecognizedfortheircontributionwithintheorganization lesseffective representstheleasteffectivecontributorswithintheorganization notalwaysabletocontributeatalevelthatisdesired recognizesaneedforchange andgenerallyassociatedwithneededimprovementinperformanceand orvalues withanactionplantoaddress overallrating operationaldefinition overallrating howitfitstogether toptalent uniqueskills overallrating performance gevalues highlyvalued lesseffective exceptional yes solidvalues outstandingstrength exceptional exceptional solidvalues outstandingstrength yes consistentlymeets fullysat consistentlymeets fullysat solidvalues needsimprovement solidvalues developmentneeded consistentlymeets fullysat examplesonly 20 30 60 70 10 overallratingguidelines toptalent 20 30 highlyvalued 60 70 lesseffective 10 anindividual scapacitybasedonperformance aptitudeanddemonstratedabilityandinteresttotakeonbroaderresponsibilitiesdemonstratesattributesthatcouldbeappliedtobiggerrolesdemonstratesleadershipcapabilitiescommunicationandinfluenceskillshigh continuallyexpandspersonalcapabilitiesandindependentlytakesongreaterresponsibility ahighprobabilityofcompetingsuccessfullyforhigherbandedpositions demonstratesthecapabilitytomoveupatleastonebandortoapositionwithsignificantlygreaterbreadthandimpact withinthesameband andrealizesignificantadditionalprogressionthereafter medium continuallyexpandspersonalcapabilitiesanddemonstrateswillingnesstotakeongreaterresponsibility anindividualwiththelikelihoodofcompetingsuccessfullyforahigherbandedpositionortakeajobatthesamebandwithbroaderresponsibilities limited anindividualwhoisperformingasaprofessional expert likelytoremaininpositionormovelaterallywithinthesamebandwithsimilarresponsibilities depth ispositionedattheappropriateleveltomaximizeeffectiveness promotability operationaldefinition linktoreward basesalaryincentives bonus stockoptionscareerdevelopmentprograms performanceexceptionalconsistentlymeetsexpectations fullysatneedsimprovementvaluesoutstandingstrengthsolidvaluesneedsimprovementuniqueskillsyesno ems standardformcompletedbyallemployees professionalbandandabove onanannualbasistwopartsemployeebasicinformationandassessmentmanagerassessmenttheemsservesmanypurposestooltoobtainannualperformancefeedbackdocumentsyouraccomplishmentsandcareerinterestsfocalpointforcareerdevelopmentdiscussionskeydatasourceforsessioncinternalger sum cvthatisusedforpostingoninternalpositions anatomyofanems anatomyofems employeeems individualexperiencerecordeducationemploymenthistorycorporatetrainingprogramsothertrainingotherqualifications theemsisyourgeresume cv itisanimportantdocumentthatrepresentsyourworkandaccomplishmentsthroughoutyourcareer managerems annualaccomplishmentsummary developmentreviewcontributions trendstrengths developmentneedsjob careerrecommendations themanageremsisthemanager sfeedbackandreviewofyourachievementsandplansforthefuture annualaccomplishmentsummary developmentreviewaccomplishmentsstrengths developmentneedscareerinterests theemsisyouropportunitytodiscussyouraccomplishmentsandareasfordevelopmentstheyear saccomplishmentsvs goalsdevelopmentissuesforthefuture manageremsassessment youwillneedtocontributefeedbackin3sectionswithintheemsforyourdirectreports accomplishments contributions trendstrengths developmentneedscareerinterests recommendations employeecompleteseems finalversion submittomanager managercompletesassessment employeeeditsneeded submitforone over oneapproval approveasone over onemanager employeewiththehelpofhr finalversion managereditsneeded releasetoemployee hrfeedback hrfeedback manager oneoveronemanager eemsreviewprocess discuss discuss yes no yes no yes no yes no development development oftenwetrytojumpstraighttothesolutionwithoutclearlyestablishingtheneeddevelopmentisallaboutimprovement growththechallengeistodefinethecorrectneed whereissomeonenow wheredotheywanttobeandwhatisthegap leadateamonanimportantprojecthandleanegotiationwithacustomerorsupplierinstallanewsystemorimplementaprocessmanageaproduct program equipmentorsystemspurchaseinterviewjobcandidatesworkonacross functionalteammanagethevisitofavipcustomerleadacostcuttingprojectresolveaconflictamongteammembersfacilitateameetingleadateamofexperiencedpeopleleadateamofformerpeersworkonsomethingyouthinkyoumaynotlike orisabrandnewareafortheemployeementoranewemployeeorganizeateamcelebrationleadacourseorworkshop developmentactivities personaldevelopmentplan feedback therearemultiple formal appraisals sessionc ems salaryplanning optionplanning etc butthereare informal appraisals everymeetingandeveryinteraction theleadersetsthetone listeningandfeedbackistheessenceofbuildingindividualcapabilityandthecompanyculture sessioncisfundamentalinprovidingappraisalandfeedbacktogeemployees givingfeedback tips emphasizeandreinforcepositivebehaviorsbehonestmakefeedbackspecificratherthangeneralgiveconstructiveguidanceregardinghowtheemployeecouldhaveperformed actedorbehavedmorepositivelytakepersonalownershipforthefeedbackyougivefocusonthebehaviororissuenotthepersoneyecontactisamustavoidabsolutestatementsorlabelsfocusonbehaviorsthatcanbechangeddon t stockpile feedbackfollowup givingfeedback leader schecklist duringtheyear pre discussion duringdiscussion post discussion establishcleargoals objectivesatthebeginningofeachyearhaveatleast3discussions ems salary g os spendtimewiselygivefeedbackattimeitoccurs beprepared notesandexampleshaveabalanceofpositiveandconstructivecomments beginandendwiththepositivehavespecificmeasurementsinmindforimprovements resistsayingonlytheeasypartdescribeyourobservationsgiveexamples listenforresponseeyecontactisamust ifpossible checkforreactionreinforceimprovementssetupspecifictimesforfollowupbrieflydocumentyourdiscussion spb geleadershipcurriculum emergingleader newleader developingleader advancedleader executiveleader vp seb eb pb folfoundationsofgeleadership neonewemployeeorientation nmdcnewmanagerdevelopmentcourse belsbuildingessentialleadershipskills abiachievingbusinessimpact alpacceleratingleadershipperformance ielintroducingexperiencedleaderstoge mdcmanagerdevelopmentcourse cclcustomer centeredleadership lpleadershippractices blbreakthroughleadership edcexecutivedevelopmentcourse bmcbusinessmanagercourse eldsexperiencedleadersdevelopmentsymposium bswbusinessstrategyworkshop lpb dbldevelopingbusinessleadership nldc newleaderdevelopmentcourse mentorandmenteearematched mentorcontactsmenteetoarrangeforfirstmeeting mentorexplainspurposeofprogramduringfirstcontactpriortofirstmeeting firstmeeting developmentor menteeagreement 1 2 3 4 mentor menteereviewsrelationshipevery12months 9 5 7 8 mentor menteetomeetonaregularbasis mentor menteetocompletefeedbackquestionnaire returntohrevery6monthsmentortocompletescorecardevery6months 6 mentor menteepartnershipbegins mentorfollowsupwithlettertomentee 10 decisionmadetocontinueordiscontinuementor menteerelationship 学习与发展 employeedevelopmentmatrix peopleleadership businessleadership functionalleadership values hiringtherightpeoplejobdescriptionsandscreeningbehaviorbasedinterviewingpartneringwithhreffectivecoachingskillssetcoachingstrategytools techniquesfordiscussionleadingvirtualteamsvirtualproblemsolving commitmentvirtualteamperformanceinclusiveleaderworkshopengagingemployees financefornon financebudgetcyclefinancestatementscontrollershipessentialscontrollershipforleaders projectmgt gebudget timelinetools techniquespresentationskills geplatformskillshandlingquestionsinfluencingskillsplanstrategypresentpointofview facilitation wo tools techniquesmeetingdesigncapcoachmodel processcoachingchangeteambuilding geteamplayers teamdevelopmentcommunicationtoolsinnovationfundamentalstoolkitbuildingnewwaysofthinking developkeyskills blendedlearning inbusiness geprofessionalskillscurriculum careerstages geleadershipdevelopment hrleadershipdevelopment hrskillsdevelopment hrbasics earlycareer senior developmentopportunities exposureopportunities technicaltrainingorientationprograms buildingglobalnetworkroundtableshrinformationportalcareerdiscussions midcareer seasoned benchmarkingbusiness levelroundtablesleadingsessioncforunitco