国外着名HR咨询公司HRM培训.ppt

阿里巧巧,HumanResourceManagementPART1,阿里巧巧,PersonnelManagementtoHumanResourceManagement,RecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980sintheUSAUKfollowedquicklyConceptisastrategicapproachtoacquiring,developing,managingandgainingthecommitmentoftheorganisationskeyresourcethepeoplewhoworkforitArmstrong1991,阿里巧巧,FeaturesofHRM,ManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfitintegrationwithbusinessstrategyCommitmentorientedTwoperspectiveshardandsoftInvolvesstrongculturesandvalues,阿里巧巧,PerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformance,FeaturesofHRM,阿里巧巧,Fombrum,TichyandDevannaModel1984,Selection,Performance,Appraisal,HRD,Reward,阿里巧巧,WarwickModelofHRM,BusinessStrategyContext,InnerContext,HRMContent,HRMContext,OUTERCONTEXT,阿里巧巧,WarwickModelcontentoftheboxes,Outercontextsocio-economic,technical,politico-legal,competitiveInnercontextculture,structure,politico-leadership,task-technology,businessoutputsBusinessstrategycontextobjectives,productmarket,strategyandtacticsHRMcontext-role,definition,organisation,HRoutputsHRMcontentHRflows,worksystems,rewardsystems,employeerelations,阿里巧巧,TheHarvardModel,StakeholderIssues:WorkforcecharacteristicsBusinessstrategyabovestandard;excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneeds,阿里巧巧,Canprovideforumfortheidentificationofnew/changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperformanceevaluationanddiscussion,Appraisal,阿里巧巧,Development,ProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivities,阿里巧巧,EnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocess,Development,阿里巧巧,Reward,PromotesflexibilityPromotesadevelopmentfocusedcultureProvidesopportunitiesforadvancementviaskillsProvidesopportunitiesforearningsenhancementonthebasisofskillsandflexibilityratherthanseniority,阿里巧巧,Canassistinaddressingthetechnical/managerialdivideOffersaroutefortherewardofknowledgeworkersCarrieshighfacevalidityandfeltfairperceptionViacoreorganisationalcompetenciescanlinkrewarddirectlytoorganisationalstrategy,Reward,阿里巧巧,Integration,Vertical-integrationwithcorporatestrategyHorizontal-theinternalintegrationofthecomponentsofanHRstrategyIntra-grationtheintegrationofthepartsofacomponentofHRstrategye.grewardstrategybasepay,variablepayandbenefitsallsupporteachother,阿里巧巧,CurrentHRMIssueslooksnaveintodaysturbulentandglobalenvironment;stillpursuedinsomesectorswithlongtimehorizons.,阿里巧巧,Evolutionary:NaturalSelection,EmphasisonenvironmentalfitProfitmaximisationachievedbymarketcompetitionFitdeterminedbychanceratherthanstrategySurvivalbyshorttermstrategiesaimedatcurrentfitStrategyandillusioninunpredictableenvironment,阿里巧巧,Evolutionarylawofthejungle,HRkeyroleinenvironmentalscanningPoliciesandstrategiesaimedatflexibilityandadaptabilityMatchingmodelCritiquemarketsmoreregulatedthanjungle;bygovernment,law,internationalagreementsConceptofflexibilityimportant,阿里巧巧,Processuallifeismessy,ConceptofboundedrationalitySubjectiveinterpretationofdatathereforestrategyflawedandincompleteWetakethefirstbestoptionsufficingOrganisationsascoalitionsconsensusbynegotiationMinimumadaptationforsurvivalratherthanproactivechangesparecapacityasbufferStrategyacomfortingritual,阿里巧巧,ProcessualandHRM,HRpoliciesevolvingandreactiveSoftHRMOD,bestpracticeanddevelopmentofinternalcompetenciesimportantCritiquelacksvision;maynotbeabletorespondquicklyenoughtothreats,阿里巧巧,Systemic:sociallygrounded,Manmakesdecisionsbasedonsocialfactorsnoteconomic;SocialnetworksdefinenormsInternalcontextoffirminfluencedbysocialgroups,interests,resourcesandmicro-politicsDifferentformsoforganisationsuccessfulindifferentculturesSystemicperspectiveincludesnationalculture,family,gender,socialgroupsStrategymustbesensitivetothese,阿里巧巧,SystemicandHR,HRpoliciesandprocesseswillhavetoreflectlocalcultureManagementstyleandstrategiesformotivationandcommitmentreflectlocalandnationalcultureCritiquefocusesondifferenceattheexpenseofsimilarityandcross-culturalinfluences,阿里巧巧,Resource-BasedTheoryoftheFirm,PlacesHRatheartofstrategyCompetitiveadvantagestemsfromstrategiccorecompetenciesbuiltupovertimeRecognisesimportanceofleadershipinbuildingtopteam;fosteringcreativityandinnovation;facilitatethelearningprocess,阿里巧巧,EmphasisesrenewalaspectanddynamiccapabilitiesoftheorganisationCapacityofafirmtorenew,adaptandaugmentitscorecompetenciesovertimeSuccessfulorganisationscombinemultiplemodesofstrategymakingwithhighlevelsofcompetenceandastuteleadershipwithemployeeinvolvementinstrategymaking,Resource-BasedTheoryoftheFirm,阿里巧巧,Resource-BasedTheorynorm-based,TakenforgrantedInvisiblePre-conscious,阿里巧巧,CommonOrganisationStories,Canemployeesbreaktherules?Isthebigbosshuman?Canthelittlepersonrisetothetop?WillIgetfired?Howwillthebossreacttomistakes?WilltheorganisationhelpmewhenIhavetomove?Howwilltheorganisationdealwithobstacles?,阿里巧巧,CULTURE:Socialisation:learning,pre-arrival:“preconception”,metamorphosis:“absorb”,security,commitment,productivity,encounter:“provisional”,(Hmayconflictwithespousedvaluesandeachother,阿里巧巧,CultureChange,Whychange?Environmentchanges:Businessmergers,technology,marketGovernmentlaws,Hinternallythroughintranet;internetsiteprovidersInternetaccessedglobally,butonlybythosewithaccesstoandwhousethetechnologySpecialisedsitesavailablegraduates,engineers,computersWatchforcost,regularupdating,onlinesiftingAdvertisingissuesapply,阿里巧巧,HandlingApplications,Informationusedto:EnableselfselectionSiftcandidatesCV?OrApplicationform,Developimage:ProfessionalprocessPsychologicalcontractMaintaininterestCandidateascustomer,阿里巧巧,Selection,Theimportance:Itisfairlyeasytouseselectiontoimproveproductivityby6%.Underveryfavourablecircumstancesselectioncanbringaboutgainsof20%ormore.Smith&Robertson1993Ethicalissues:-principleofpositiveselfregard-principleofinformedconsent-principleofcompetence-principleofconfidentiality,阿里巧巧,CommonSelectionMethods,ApplicationformandCVReferences,recommendationsandtestimonialsGroupexercisesWorksampletestsSelectioninterviewsPsychometrictests,阿里巧巧,UsageofSelectionMethodsWithintheUK,Interview100%Applicationform98%References97%CV84%Personalitytests58%Ability/aptitudetests47%Assessmentcentres30%,阿里巧巧,ChoosingaSelectionMethod,PracticalitySensitivityReliabilityValidity-face-content-criterion(predictiveorcurrent)-construct,阿里巧巧,ValidityofSelectionMethods,Assessmentcentres0.2-0.4Biodata0.2-0.4Abilitytests0.1-0.3Worksampletests0.1-0.3Personalitytests0.1-0.2Interviews0.0-0.2References0.0-0.15,阿里巧巧,PsychometricTests,MaximalversusTypicalperformanceMaximalperformance-aptitude/attainmentTypicalperformance-personality-interestsandvaluesManycountrieshavelegalconstraintsonuse,阿里巧巧,AptitudeTests,Specificabilities-e.g.mechanical/spatialSpecificoccupations-e.g.clerical/computerGeneralintelligence-numerical-verbal-abstractreasoning,阿里巧巧,TheSelectionInterview,Aconversationwithapurposeto:MakeanassessmentofacandidateinrelationtoanorganisationalroleInformationexchangeSelltheorganisationSocialfunction,阿里巧巧,TypesofSelectionInterview,IndividualPanelSequential,InformationgatheringStructuredSituationalBehaviouralStressHypothetical,阿里巧巧,FailuresofHumanJudgement,MemoryQuickdecisionshalo/hornseffectEmphasisonnegativeinformationInconsistentevaluationofinformationPerceptualselectivityLikepeoplelikeyouStereotypingInformationoverloadPrimacyExpectancy,阿里巧巧,StructuredInterviewing,BasequestionsonjobanalysisorcompetencestatementsEachcandidateisaskedthesamequestionsSystematicscoringprocedureIndependentassessmentofcandidates,阿里巧巧,InterviewingasaSocialProcess,CreateappropriatephysicalenvironmentCreateappropriatesocialenvironmentCreateandmeetcandidateexpectationsUseactivelisteningEndthesocialencounter,阿里巧巧,QuestioningTechniques,OpenrequirefulleranswerClosedstraightforwardinformationProbingfollowupforfurtherinformationorareasofuncertaintyLeadingsupplythecandidatewithcluestothebestresponseMultiplecandidatewillanswertheeasiest,阿里巧巧,AssessmentCentres,Anassessmentcentreisaprogrammeoftests,exercisesandinterviewsdesignedtomeasureandassessawiderangeofdifferentabilities,skillsandbehaviouralcharacteristicsandpotentialrequiredforeffectiveperformanceinthejobBeardwellandHolden,1994,阿里巧巧,AdvantagesofAssessmentCentres,AllowsmoretimetomakeanassessmentInvolvesmoremeasuresbetterpredictivevalidityProjectsaprofessionalimageSpinoffse.g.developmentalexperienceforassessors,阿里巧巧,DisadvantagesofAssessmentCentres,CostTimeDifficulttodoStressfulforcandidatesNeedtotrainassessors,阿里巧巧,DesigninganAssessmentCentre,DefinecompetenciesChoosetests,exercisesandmeasureseachcompetencyatleasttwiceTrainingofassessorsPilotthecentreRunthecentreFeedbackEvaluation,阿里巧巧,ChoosingtheSelectionTestsandExercises,TypesoftechniquesavailableCoveringthecompetenciesHowmanyshouldtherebe?Buyinordeviseyourself?Issuesindesign,阿里巧巧,EnsuringCompetentAssessment,Familiarisation/ownershipoftheassessmentcriteriaAssessmentofperformancecriterianotperformanceinexercisesAssessmentdocumentationIndependentassessmentTrainingandpractiseforassessors,阿里巧巧,Performancemanagement,阿里巧巧,.Thevariousmanagementprocessesbywhichstandardsofperformanceareaddressedatboththeindividualandorganisationallevel.theuseofobjectivesettingandperformancereviewsviaemployeeappraisal.Taylor(1998),Definitionsofperformancemanagement,阿里巧巧,Theessenceofperformancemanagementisestablishingaframeworkinwhichperformancebyindividualscanbedirected,monitored,motivatedandrefined:andwherebythelinksinthecyclecanbeaudited.(Mabey&Salaman,1995),Performancemanagement,阿里巧巧,PerformanceManagementasanIntegratingForce,PerformanceManagement,RewardManagement,ImprovingIndividualandOrganisationalPerformance,ImprovingManagerialEffectiveness,DevelopingSkillsandCompetences,(Armstrong,1996),阿里巧巧,PerformanceManagementCycle,OrganisationalObjectives,IndividualObjectives,PerformanceReview,DevelopmentandReward,MonitorandReview,阿里巧巧,ElementsOfPerformanceManagement,Organisationhasasharedvisionofitsobjectiveswhichitcommunicatestoallemployees.Organisationsetsindividualperformancetargetswhicharerelatedtobothoperatingunitandwiderorganisationalgoals.Organisationconductsaformalreviewofprogresstowardsthetargets.Organisationusesthereviewprocesstoidentifytraining,developmentandrewardoutcomes.Organisationevaluatestheeffectivenessofthewholeprocess.,阿里巧巧,CommonFeatures,ProvidingDataonContributionofHumanResourcestoStrategicObjectivesFormingaFrameworkofTechniquestoSecureMaximumAchievementofObjectivesforGivenInputsProvidingaMeansofCheckingtheFunctioningoftheProcessLinkswhichDeliverPerformanceAgainstObjectives(Mabey&Salaman,1995),阿里巧巧,ClarifyingBusinessObjectives,Training&Development,Performance&Potential,CareerManagement,RewardSystems,CultureChange,IndividualorTeam?,APPRAISAL,PRP,Bonuses,Increments,AssessmentSuccessionSelf-developmentGuidance&Counselling,RoleofPerformanceManagement,阿里巧巧,CriteriaforSuccess,Performance-orientedcultureTopmanagementsupportandcommitmentAppropriatetraininganddevelopmentoftwowayresponsibility-linemanagers-individualemployeesUtiliseappropriatetheoriesofsocialpsychologyAdministrativelysimpleRecognisetheimporta