人力资源战略_中国移动人力资源战略管理

CHINAMOBILE HK LIMITEDHumanResourceStrategyShanghaiFebruary15 200X THEBOSTONCONSULTINGGROUP CONTENT HypothesesonChinamobilephonemarketBCG sapproachtoHRstrategyProjectapproachandstructureBCGqualificationandexperienceAppendixSelectedCVs THEEVOLUTIONOFTHEMOBILEMARKETWILLCREATEMAJORSTRAINSONHUMANRESOURCES Historically thegrowthchallengehasbeensimpleServepent updemandwithonebasicproduct Buildthenetwork activatesubscribers collectthepayments IncreasingcompetitionandnewtechnologiesmeandramaticchallengesTremendousemphasisonmarketingandsalesIntensewarfarerequiringstrategyandtacticsIncreasingimportanceofcustomerrelationshipmanagementandserviceTheneedtodeveloppartnershipsandcreatenewbusinessesIncreasingpressureontechnicalabilities broaderdefinitionoftechnologyIncreasingpressureonoverallcostpositionandproductivityNeedforcommercially drivenseniormanagement workingasateamThesestrainscreateaneedforafundamentalrethinkofHRstrategy WITHOUTBUSINESS DRIVENINPUT ANHRSTRATEGYDEVELOPMENTEXERCISEWILLFAIL Thestrategicchangesinthemobilemarketbringrevolutionarychange notevolutionarychangeOnedominantfactoristhatthesechangeswillrequiretherapidcreationofentirenewjobfamilies andrapidchangeintherequirementsofexistingjobfamiliesAsaresult theoverallpeoplemixofthecompanywillbedramaticallydifferentinthefuturethanitistoday Themixwillalsobequitedifferentthaneitherthe typicalPRCcompany orthe typicaltelco Therequiredpaceofchangewillalsobequitedifferent AnHRstrategythatfailstotakethisintoaccountwillalsofail IftheHRstrategyfails thenthecompanywillfail WrongskillstofacethefuturecompetitivethreatWrongoverallcoststructureThebestemployeesleavingtojointhecompetitorsMajormissedopportunitiestoformnewbusinessesandpartnershipsAtraditionalHRconsultingfirmwillnothaveaclearviewonthestrategicchangesTheirmodelswillbebasedupon typicalPRCcompanies and typicalglobaltelcos Neitherwillbesufficient andbothwillhavemajorflaws CONTENT HypothesesonChinamobilephonemarketBCG sapproachtoHRstrategyProjectapproachandstructureBCGqualificationandexperienceAppendixSelectedCVs ThecellulartelephonemarketinAsia inparticularinChina willcontinuetoshowstronggrowthAsaresultofthisgrowth thedynamicsofthemarketwillbeincreasinglystrongandwillaffecttheHumanResourcestrategyofChinaMobileBCGhasdevelopedanintegratedHRStrategyFrameworkthatwilllinkexternalmarketfactorstotheinternalrequirementsoftheorganizationWehavesubsequentlyoutlinedbothourHRStrategyFrameworkaswellassomeinitialanalysesonthemostrelevantexternalfactors specificallytheseare WTOCompetitionTechnologyBusinessMigrationCustomerService CHINAMOBILE SHUMANRESOURCESTRATEGYWILLBEAFFECTEDBYAPOWERFULSETOFMARKETFACTORSSummaryofsubsequentProposalSection Summary STRONGGROWTHINCELLULARTELEPHONYINASIA Asia PacificCellularSubscribers 1990 2000 CellularSubscribers M AnnualGrowth 75 AnnualGrowth 40 Note TheAsia PacificregionincludesthecountriesofNortheastAsia SoutheastAsia SouthAsia theislandsoftheWesternPacific AustraliaandNewZealand Assumesdecreaseinrevenuepersubscriberof5 perannumbetween1996and2000 Source InternationalTelecommunicationsUnion MerrillLynch Revenue US B 3 4 7 11 17 27 51 68 89 118 156 Asiaclaims36 oftheworld scellularsubscribersby2000 ANDINPARTICULARINTHEGREATERCHINAREGIONChinaCellularSubscribers 1991 2000 CellularSubscribers Mn AnnualGrowth 170 AnnualGrowth 86 Source CCID 0 05 0 177 0 638 1 57 3 63 6 85 13 23 24 98 43 8 75 CellularSubscribers Mn GREATERCHINAWILLREPRESENTANINCREASINGLYLARGEANDYNAMICMARKETINASIA Note Sub regionalgroupingsincludeSouthAsia India Pakistan Bangladesh SriLanka GreaterChina China Taiwan HongKong Macau andSoutheastAsia Brunei Cambodia Indonesia Laos Malaysia Myanmar Philippines Singapore Thailand Vietnam Source InternationalTelecommunicationsUnion Japan Australia NewZealand SoutheastAsia GreaterChina Korea SouthAsia 0 2 8 5 37 0 5 17 77 GreaterChina M TotalANJ TotalAsia Pacific M 1 2 33 125 DistributionOfAsia PacificCellularSubscribers NEWBUSINESSCHALLENGES WITHMAJORHRIMPLICATIONSWILLFACEMOBILEPLAYERSINCHINA Upcomingbusinesschallenge EmphasisonmarketingandsalesandintensewarfarerequiringstrategyandtacticsIncreasingimportanceofcustomerrelationshipmanagementandserviceTheneedtodeveloppartnershipsandcreatenewbusinessesIncreasingpressureontechnicalabilities broaderdefinitionoftechnologyIncreasingpressureonoverallcostpositionandproductivityNeedforcommercially drivenseniormanagement workingasateam Humanresourceimplications ThecreationofnewjobfamilieswitharangeofnewskillsandtalentsTheneedforaclearviewofhowmanynewemployeesareneededineachjobfamilyoverwhattimeframeAnunderstandingofwhatitwilltaketoattract train integrateandretaintheseemployeesAnviewoftheneworganizationalstructuresandprocessesthatareneededAviewontheimplicationsfortheexistingworkforce intermsofproductivity changingjobdefinition andretrenchmentAviewofthenewstrategicroleofHR andtherequiredHRcapabilities FIVESPECIFICMARKETFORCESWILLCHALLENGETHEHRSTRATEGYGOINGFORWARD Performancemanagement Requirementdefinition Sourcing placement Employeedevelopment Leadership culture WTO Competition Technology BusinessMigration CustomerService Externalfactorsaffectingtheorganization BCGhumanresourcestrategyframework BCGHRstrategyframeworklinksexternalmarketfactorstointernalorganizationalrequirements 2 1 5 4 3 DETAILOFMARKETFACTORSIMPACTINGHRSTRATEGY WTOwillfurtheropenthemobilephonemarket DefinedtimetableestablishedNewforeigninvestmentOpenwirelineservicesin6years Regionalmarketpositionswillcomeunderpressure Rapidintroductionof3Gtechnologystandards Traditionalbordersbetweenbusinesseswillchange Customervaluepropositionwillmigrate Unicomalreadygrowingfast3rdoperatorlikelytobeallowedintomarketbygovt Transitionfrom2Gto2 5Gordirectlyto3GRapidgrowthinwirelessdataservices WirelessdataallowsgreatershareofwalletTelcoandmediavaluechainsaremigrating ChangingsuccessfactorsovertimeBasisofcompetitionshiftstocustomerservice InternationalHRpracticeswillhavegreaterimpactasforeigninvestmentincreases Increasedpressureonemployeeretentionfromentryofnewplayers Increasedcompetitionfortechnicallyqualifiedstaff Newcapabilityrequirementsaroundserviceandproductdevelopment Introductionofcustomerserviceasacoreskillforworkforce WTO Competition Technology BusinessMigration CustomerService 1 2 3 4 5 Externalfactorsindetail CHINA SWTOAGREEMENTINCLUDESSPECIFICPROVISIONSFORFOREIGNINVESTMENTINTOTHECELLULARMARKET UponWTOaccessionWithin1yearofaccession originallywithin3yearsunderUSdeal AcceleratedbyEUagreement Within3yearsofaccession originallywithin5yearsunderUSdeal acceleratedbyEUagreement Beijing Shanghai Guangzhou Chengdu Nanjing Xiamen Chongqing Ningbo Xi an Dalian Qingdao Taiyuan Fuzhou Shenyang Wuhan Hangzhou Shenzhen Allregions Upto25 Upto35 Upto49 MarketwithCMCCpresenceSource USTraderepresentative EU GoldmanSacksreport BCGanalysis Timeline Affectedregionalmarkets Foreigninvestmentallowed ForeignplayeswantingtoinvestintheChinesemobileindustryhavetoinvestinexistingoperators WTO ATHIRDLOCALPLAYERISLIKELYTOENTERTHEMARKETINADDITIONTOFOREIGNCOMPETITORS CMCC Unicom 3rdplayer Intensifyinternalcompetitiontostrengthenlocalplayer OpeninguptoMNCs CompetitionwillbeintensifiedforCMCCandUnicomevenbeforeforeignplayersenter ApprovedCMCCandUnicomtogoIPOinoverseasmarketstoraisecapitalAwardedGreatWall sassets formerPLAownedcellularoperator toUnicomThirdcellularoperatorlicenseisexpectedtobeissuedanditiswidelyanticipatedthatChinaTelecomwillbethecandidate PLA PeopleLiberationArmy Governmentactionssofar Governmentplansgoingforward WTO TELECOMOPERATORSELSEWHEREHAVEBEENHITHARDASCOMPETITIONINTENSIFIES Source MerrillLynch BCGanalysis SmarToneinHongKong CellnetintheUK SmarToneshareofnewsubscribers Cellnetshareofnewsubscribers 9 96 6monthslater 3 96 OneYearLater Impactedbylaunchofcompetitor sCDMAservice Impactedbycompetitor simprovementofnetworkcoverageandquality WTO CURRENTLYCMCCDOMINATESTHEMARKETBUTCHINAUNICOMGROWSFAST CMCCcurrentlytheclearmarketleader butChinaUnicomcatchingupfast Marketshare CMCCChinaUnicomOther Subscribergrowthrate UnicomCMCC Source GoldmanSachsReport BCGanalysis Competition HOWEVER UNICOMHASNOTBUILTUPANYSIGNIFICANTREGIONALSTRONGHOLDSSOFAR Marketshare Total ofsubscribers ChinaUnicomCMCC Guangdong Zhejiang Jiangsu Liaoning Shandong Fujian Henan Shanghai Hebei Beijing Guangxi Tianjin Hainan 18 1 1 InCMCC HK smarket ChinaUnicomtookanaveragemarketshareof12 40 Competition ALTHOUGHTHEPERSPECTIVEOFSTANDARDMIGRATIONISVAGUE CHINAISFASTAPPROACHING3G 2G 28 8K second GSM supportedbyEricsson Nokia PDC CDMAone supportedbyQualcomm 3G 384K 2M second TD SCDMA supportedbyDaTang Siemens WCDMA SupportedbyEricsson Nokia NITDoCoMo CDMA20003X supportedbyQualcomm 2 5G 64K 144K second GPRS CDMA20001X Now 2000 2001 2001 2002 ChinaEurope Japan USA Technology WirelessdatagrowthforecastsUS WirelessdatagrowthforecastsEurope THEADVENTOFWIRELESSDATAWILLDRIVEGROWTHServiceOfferingsWillBecomeMoreComplexAsaResult Userpenetration 1 Userpenetration 1 1 OfTotalPopulation Technology EXAMPLE I MODESUCCESSINJAPANHASINCREASEDSERVICEANDTECHNOLOGYDEMANDSONHR Java SSL IMT 2000 18 Numberofusers million 16 14 12 10 8 6 4 2 0 Mar 31 1999 Mar 31 2000 Mar 31 2001 Mar 31 2002 Note i modeusersbaseduponDoCoMoforecast web e mailusersfromNikkeiMarketAccessJan 1999Source NikkeiNetBusinessMar 2000 Mar 199920Kusers Mar 20004 8Musers Actual Mar 200110Musers Estimate Mar 200215Musers Estimate E mailWebi mode Numberofi modeusersexceedthatofwebusersbySpring2001 Technology ALONGWITHTHETECHNOLOGYDEVELOPMENTWIRELESSAIMSATALARGERSHAREOFWALLETMarketExample Sweden 1 ThroughoperatorSource SCB SwedishStatisticalBureau BCGanalysisandestimate Other Communication Recreation Health transportandeducation Housingandfurniture Foodandclothing Other Communication Recreation Health transportandeducation Housingandfurniture Foodandclothing Other Communication Recreation Health transportandeducation Housingandfurniture Foodandclothing 1G 2G 3G Operator OperatorSpecialserviceprovider 1 OperatorServiceprovidersContentprovidersRetailers Mainrecipient Businessmigration TRADITIONALBUSINESSBORDERSCHANGE Businessmigration ANDTELCO MEDIAVALUECHAINSAREMERGINGANDDECONSTRUCTINGASARESULT ServiceprovisionAccessandtransfer Network ServiceproviderA ServiceproviderB NetworkB ContentA ContentB ContentC ContentD Navigation Network Packaging Integratedoperator Serviceproviders 1G 2G 3G Valuechaindevelopment Typicalcharacteristics Packaging Network OnesupplierLimitedservices IN type Closednetwork Fewsuppliers usuallyonecoveringwholerange Limitedservices voiceIN basicvoiceandtextmessaging Mostlyclosednetworkwithsomeinteroperability SeparationbetweentransportandserviceinherentinarchitectureMultiplesuppliersineachregionTransportcommoditizedOpencommunicationstandardsbetweennetworksandservices NetworkA Source BCGexperience Businessmigration MARKETSFOLLOWDISTINCTPATTERNSASCUSTOMERPENETRATIONINCREASES Korea sexceptionalforecastedgrowthattributabletoaggressivepromotionofCDMASource InternationalTelecommunicationsUnion BCGanalysis ForecastedAnnualGrowth 1996 2000 CellularPenetration per100inhabitants PHASEIHyperGrowth PHASEIIHighGrowth PHASEIIIModerateGrowth Indonesia Cambodia Pakistan China Vietnam Philippines Thailand Malaysia Taiwan Korea Singapore HongKong NewZealand Australia India Customerservice ANDKEYSTRATEGYISSUESCHANGEOVERTIME CellularpenetrationSubscribergrowth p a CustomerprofileKeystrategyissues 50 High valueManagerapidexpansionBuildoutnetworkEstablishbasiccompanyinfrastructureandprocessesCapturemaximummarketshare 10 40 Medium valueAcquireandretainthebestcustomersAchieveexcellenceinreliabilityandserviceBegintodifferentiateandsegmentcustomerbaseCultivatethebrand 10 35 MassmarketIdentifyandownkeysegmentsofcustomerbaseForgestrategicpartnershipsforofferingsthatgobeyondtelephonyUtilizetechnologicalchangestrategicallytoowncustomers PhaseI HyperGrowth Getinthegame PhaseII HighGrowth Masterthegame PhaseIII ModerateGrowth Changethegame Customerservice EXAMPLE MIGRATIONOFHONGKONGCELLULARMARKETSmarTonewithSignificantCustomerServiceDevelopment 1996 2001 1996 GreaterChinaroaming RealEstatemessage Mobilefax Prepaidservice International 88countiesroaming 1997 1998 1999 CNNnews Prepaidcardroaming Stockexchange WAPbid GPRstest 2000 2001 Prepaidvoicemail AutomaticgreaterChinaroaming NorthAmericaroaming Japanroaming Bankaccountmessage Stockmessageservice WAPservice Futureoptionexchangeservice Medicalonline WAPbookstore Interna tioanlroamingtollfreeNo WAProaming TechnicalValueaddedCustomerservice Customerservice CONTENT HypothesesonChinamobilephonemarketBCG sapproachtoHRstrategyProjectapproachandstructureBCGqualificationandexperienceAppendixSelectedCVs BCGHASANINTEGRATEDFRAMEWORKTOHRSTRATEGYTHATWILLBEAPPLIEDTOCHINAMOBILE SPROJECTSummaryofsubsequentProposalSection BCG sconsultingapproachactivatestheindividualHRvalueleversTranslatesstrategytoqualificationrequirementsanddeliberatelyfocuseson re alignmentofemployeeportfoliosContinuallyadjuststheHRprogramstothestrategicandbusinessrequirementsUsesorganization cultureandcommunicationasplatformstostepuptheeffectoftheHRtoolsEstablishestheHRdepartmentasabusinesspartnerofthelineActivatingtheindividualHRvalueleversleadstoimportantresultsPlacestherightemployeesattherightplaceandintherightnumberGuaranteesattractivenesstotopperformersAvoidsunprofitableinvestmentinHRCloselylinksHRmanagementandthelineMaximumeffectbypursuingacomprehensiveapproach HUMANRESOURCEMANAGEMENTMUSTBEDRIVENBYBUSINESSNEEDS Businessstrategy Improvedcompetitiveness marketvalue CoreHumanResourceProcess PerformancemanagementPerformancemeasurementAppraisalprogramCompensationIncentives RequirementdefinitionSizingJobdescriptionOutsourcing SourcingandplacementRecruitmentPlacementTransfers EmployeedevelopmentJobgradingCareermanagementSuccessionplanningTraining Leadership culture ANDFOLLOWTHROUGHASYSTEMATICPROCEDUREHRPlanningProcess Impactonjobcontent Headcountplanning Whatimpactdothebusinessgoalshaveontheorganizationalstructure Whatarethebusinessgoals Definedgoals agreedtargetsdowntojoblevel Jobdescription evaluation HRplanningintermsofquantity HRReviewat other divisions AdditionalanddisappearingpositionsRetirementsTransfersTerminationsResourcemanagement HRplanningintermsofquality Whatrequirementsarethereforthetargetgroup professionalpersonalHowwilltheserequirementsdevelop Actualvs plannedcomparison Towhatextenthavethepresentandfuturerequirementsbeenmet EmployeeportfoliosTrackingofnewemployees Evaluationofpotential Successorplanning Criteriacatalogforrecruitmentevaluation assessment Resultsoftheevaluationandassessment Whohaspotential Forwhichposition withindivision cross divisional When Whichrequirementshavenotbeenmetyet Whatmeasuresarerequired Careerintentionofthepotentialcandidates careerinterviews Consequences Targetgroup specificdevelopmentprogramsrecruitmentprograms Controllingtheexecutionofagreedconsequences Recruitment Developmentmeasures Compensation STEPI REQUIREMENTDEFINITION Leadership culture AlignworkforceplanningtostrategicrequirementJobcategorySizebycategorySkills behavior capabilityrequirementbycategoryOngoingreviewingandaligningqualificationiscrucial SourcingandplacementRecruitmentPlacementTransfers PerformancemanagementPerformancemeasurementAppraisalprogramCompensationIncentives RequirementdefinitionSizingJobdescriptionOutsourcing EmployeedevelopmentJobgradingCareermanagementSuccessionplanningTraining ALIGNINGQUALIFICATIONSWITHTHESTRATEGICREQUIRE MENTSISTHEFUNDAMENTALTASKINHRMANAGEMENT 1 Whatqualificationsdoestheimplementationrequireofyourstrategytodayandinthedaystocome 2 Whatcapabilitiesdoyouremployeescurrentlyhaveparticularlycomparedtoyourmaincompetitors 3 Doyouknowwhichgapsinyouremployeesqualificationsarecritical 4 Areyouusingsuitablemeasurestobridgeanystrategicgapsintermsofstaffqualifications Challenge Matchingstrategicrequirements Currentrequire ments Currentqualifi cations Constantqualifi cations Futurerequire ments Strategicrealignment Jobcategories Keyquestions SEGMENTATIONANDPRIORITIZATIONOFJOBCATEGORIESKEYPARTOFWORKFORCEPLANNING CompanyboundaryEachpatternedboxindicatesajobfamily Jobcategory Internalorganization Externallaboursources Management Engineers Technicians Operators Accountreps Servicereps Clerical R D Engineering Operations Sales Customerservice Contractors Temps SKILLREQUIREMENTDEFINITIONISBASISFORFURTHERHRACTION Personality Leadershipskills Abilitytolearn Commitment Integrity Stressmanagement Targetsetting Problemsolving Resourcemanagement Rolemodel Recruiting Selection Evaluation Development Outplacement Socialskills Interpersonalskills Optimisticrealism Professionalskills Productknowledge Salesknowledge Marketknowledge Entrepreneurship Skillrequirements STEP2 SOURCINGANDPLACEMENT RequirementdefinitionSizingJobdescriptionOutsourcing WorkforceplanningandstaffingprocessresultinrecruitingneedsRecruitingshouldconsiderallpossiblechannels approachesInternalpoolcanbeanimportant sourceoftalentRecruitingprocesscanberefinedtomatchupwithbestpractice SourcingandplacementRecruitmentPlacementTransfers Leadership culture PerformancemanagementPerformancemeasurementAppraisalprogramCompensationIncentives EmployeedevelopmentJobgradingCareermanagementSuccessionplanningTraining ASTANDARDIZEDSTAFFINGPROCESSISCRUCIAL Characteristics Standardizedprocesswithinyear Strategy basedstaffingprocessBottom upandtop downprocessStaffingofhighpotentialsimportantissueEncouragementofindividualtalentsHighlyinteractiveprocessDecisiontakesinaccountBudgetsTalentsTechnology Session1 Strategy Session3 OperatingPlan Session4 Compliance Session2 Organization Staffing HRVision Attraction DevelopmentandRetentionofBestDiverseandGlobalTalent Staffingprocessmightresultinrecruitingneed Source InterviewsatGE RECRUITMENTSHOULDCONSIDERALLPOSSIBLECHANNELS PotentialcandidatescoveredbyHRReview Recruitmentchannels Recruitmentchannels Internalrecruitment Externalrecruitment ResultsoftheHRReview successorplanningundrecruitmentdecisions Internalvacancylist Yes No HRReviewresultsforowndivision Owninformalevaluationofpotential HRReviewresultsforotherdivisions Discussionofpotentialwithotherdivisions Jobad