人力资源的价值课件

TheValueofHR,ThispresentationprovidessummaryresultsfromkeyHRresearchdoneoverthepastfifteenyears.CompiledbyDarinPhillips,1,PPT学习交流,ShareholderReturns,Thefivehighestreturntoshareholdersfrom1972-1992(SouthwestAirlinesCo.21,775%,Wal-MartStores,Inc.19,897%,TysonFoods,Inc.18,118%,CircuitCityStores,Inc.16,410%,andPlenumPublishing15,689%)differentiatedthemselvesfromtheircompetitorsandthemarketonlythroughthewaytheymanagedtheirpeople.Pfeffer(1994).CompetitiveAdvantageThroughPeople,1994.,2,PPT学习交流,ThreeHRGenerations,FunctionalHRdepartments(transaction,administration,andcompliancecostcenterswhoviewemployeesasanoverheadcosttobeminimized)addvaluebypreventinglossthroughpolicyenforcementSecond-generationHRprocessesaddvaluebyremovingbarrierstoperformance(elementsofstrategicHRinafunctionthatviewsemployeesasaleverageableasset)Third-generation(strategic)HRsystems(investmentandROIcenterswhoalignandimprovestrategically-focusedemployeeperformance)haveintegratedallbestpracticesaligningthemasastrategicsystem.Highperformanceworksystemsincluderigorousrecruitmentandselectionprocedures,performance-contingentincentivecompensationsystems,andmanagementdevelopmentandtrainingactivitieslinkedtotheneedsofthebusiness(whichinturn,driveprofits,growth,andultimatelymarketvalue).Becker,B.,Huselid,M.,Pickus,P.&Spratt,M.(1997).HRasaSourceofShareholderValue:ResearchandRecommendations.HumanResourceManagement,Spring1997,Vol.36,No.1,pp.39-47.(-Becker,B.,Huselid,M.&Ulrich,D.(2001).MakingHRaStrategicAsset.Workingpaper.StateUniversityofNewYorkatBuffalo.),3,PPT学习交流,Whatis3rdGenerationHRworth?,Initialresearchon740companiesHRpracticesfoundthatthosewiththemostintegratedhighperformanceworksystems(HPWS)hadeconomicallyandstatisticallysignificantlyhigherlevelsofcompanyperformance.OnestandarddeviationofimprovementontheirbellcurveofintegratedHPWSwasassociatedwithchangesinmarketvaluefrom$15,000to$60,000peremployee.Employeeproductivitywascalculatedasthelogarithmofnetsalesperemployeeusinggrossrateofreturnonassets(GRATE),whichislesssensitivetodepreciationandothernon-cashtransactions,andTobinsq,afuture-orientedandrisk-adjustedcapital-marketmeasureofperformancethatreflectsbothcurrentandanticipatedprofitabilityandoftenmirrorsthepricethatthemarketwillpayforintangibleassets(goodwill).Huselid,M.andBecker,B.(1995).HighPerformanceWorkSystemsandOrganizationalPerformance.Paperpresentedatthe1995AcademyofManagementannualconference,Vancouver,B.C.,4,PPT学习交流,3rdGeneration:Follow-upResearch,FurtherresearchthatincludedthreeUSsurveysandtheexperienceofmorethan2,400companiescontinuedtoshowsignificantimpactofsystemsthatselect,maintain,develop,andreinforceemployeeperformanceonbothmarket-basedandaccounting-basedmeasuresofcompanyperformance(whilestatisticallycontrollingforR&Dinvestment,industrymarketchanges,capitalimprovements,salesgrowthtrends,etc.).Movingfromthe60thpercentileofintegratedHPWStothe80thpercentileimprovedmarketvaluationby$20,000peremployee.Thisreflectsbothoperationalexcellenceandalignmentwiththecompanysstrategy.Whentheelementsarepresent,butnotalignedwiththecompanystrategythereisa27%dropoffinmeasuredgains.Huselid,M.andBecker,B.(1998).HighPerformanceWorkSystems,IntellectualCapital,andTheCreationofShareholderWealth.Workingpaper.SchoolofManagementandLaborRelations,RutgersUniversity.,5,PPT学习交流,WhatisincludedinanHRHPWS?,Avalue-addedHRfunctiondevelopssupportingpolicies,practices,and/orstrategiesthatinclude:AbusinessstrategythatreliesonpeopleasasourceofcompetitiveadvantageandamanagementculturethatembracesthatbeliefStrongCEOandlinemanagersupportUnderstandingandintegrationofrequiredleadershipcompetenciesinallHRsystemsEmployeedevelopmentSuccessprofilesAssessmentTrainingDevelopmentalassignmentsCoachingTargetedselectionPerformancemanagementPay-for-performancerelationshipBrandingasanemployerofchoiceBecker,B.,Huselid,M.,Brockbank,W.,Losey,M.,Rucci,T&Ulrich,D.(1999).HumanResourceManagement,Winter1999,Vol.38,No.4.,6,PPT学习交流,WhatisincludedinanHRHPWS?,Operationalexcellence,afocusonclientservicesforindividualemployeesandmanagers,anddeliveryoftheseservicesatthelowestpossiblecostSelf-serviceadministrationBenefitsStaffrequisitionsandjobpostingOnboardingnewemployeesSelf-pacedtrainingDevelopmentaltipsandtoolsHRmanagersthatunderstandthehumancapitalimplicationsofbusinessproblemsandcanaccessormodifytheHRsystemtosolvethoseproblemsIdentify,secureandleverageresourcesAssessanddevelopforpotentialBuild,buy,borrow,bindorreleaseSuccessionplanningChangemanagementTeamdevelopmentImprovedcommunicationanddecision-makingsystemsBecker,B.,Huselid,M.,Brockbank,W.,Losey,M.,Rucci,T&Ulrich,D.(1999).HumanResourceManagement,Winter1999,Vol.38,No.4.,7,PPT学习交流,EmployeeDevelopment=Retention,Astudyof474universitygraduatesineightorganizationsfoundthat,ofsevenwork-relatedexperiencesmeasured,thequalityofthegraduatescareerdevelopmentwasstronglyrelatedtolaterorganizationalcommitmentandintentiontoleave.-Arnold,J.andDavey,K.(1999).Graduatesworkexperiencesaspredictorsoforganizationalcommitment,intentiontoleave,andturnover:Whichexperiencesreallymatter?AppliedPsychology:Aninternationalreview,48,pp211-238.Astudyof257MBAgraduatesfoundthatencouragingcontinueddevelopmentofknowledgeandskillswasrelatedtojobsatisfaction,organizationalcommitment,andintentiontoleave.-Irving,P.andMeyer,J.(1994).Re-examinationoftheMet-ExpectationsHypothesis:Alongitudinalanalysis.JournalofAppliedPsychology,79,pp937-949.,8,PPT学习交流,ThePowerofProfiles,ASTDandSHRMstudiedcompaniesthatarerenownedfortheirabilitytoattractandretaintoptalent(DowChemical,EdwardJones,GreatPlains,Sears,andSouthwestAirlines).Onekeyfindingwasthatallofthesecompaniesimplementedcompetency-basedpositionprofilessothatemployeesunderstoodtheskillsandabilitiesrequiredtomoveintootherroles,includingleadershippositions.-AmericanSocietyforTrainingandDevelopmentandSocietyforHumanResourceManagement(1999).RecruitingandRetainingEmployees:Usingtrainingandeducationinthewarfortalent.Alexandria,VA:ASTD.,9,PPT学习交流,EmployeesNeedDirection,DoIknowwhatisexpectedofme?DoIhavethematerialsandequipmentIneedtodomyworkright?DoIhavetheopportunitytodowhatIdobesteveryday?Inthelastsevendays,haveIreceivedrecognitionorpraisefordoinggoodwork?Doesmysupervisor,orsomeoneatwork,seemtocareaboutmeasaperson?Istheresomeoneatworkwhoencouragesmydevelopment?Atwork,domyopinionsseemtocount?Doesthemissionofmycompanymakemefeelmyjobisimportant?Aremyco-workerscommittedtodoingqualitywork?DoIhaveabestfriendatwork?Inthelastsixmonths,hassomeonetalkedtomeaboutmyprogress?Thislastyear,haveIhadopportunitiesatworktolearnandgrow?Copyright1999TheGallupOrganization.Allrightsreserved.,GallupManagementJournalreportedthefollowingin2001basedonthesurveybelow:19%ofallemployeesareactivelydisengagedfromtheirjobs55%ofallemployeesarenotengagedintheirjobs26%ofallemployeesareengagedintheirjobsAtacostof$292-355BillionperyeartotheUSeconomy.,10,PPT学习交流,HRAddsShareholderValueinEurope,Greatpeoplemanagementequalsgreatshareholdervalue:Europeancompanieswiththebesthumancapitalmanagementdeliveraroundtwiceasmuchshareholdervalueastheiraveragecompetitors.Greatpeoplemanagementpracticespersist:Thekeypracticesassociatedwithhighervaluecontinuetoshowupinbull,bearandflatmarkets,withtheemphasisevolvingovertime.AndsodotheHRpracticeswhicharelinkedwithalossofvalue.Greatpeoplemanagementtravelswell:ExcellentHRpracticeissimilaracrosstheworld,withsomeinterestinglocalvariations.GreatHRbuildsgreatpeoplemanagement:TheeffectivenessoftheHRfunctionitselfisakeyfactortodrivevaluefromyourhumancapitalyouneedgreatpracticesandahighlyefficientHRfunctionwhichiscloselyalignedwiththebusinesssneeds.,11,PPT学习交流,HRAddsShareholderValueinEurope,WatsonWyatts2002EuropeanHumanCapitalIndexstudyshowsthat36keyhumancapitalvariables(practicesandpolicies)areassociatedwithanalmost90%increaseinvalue.Thesearegroupedintosixgloballyconsistentdimensions,eachcontributingtothetotalasshowninthechartbelow.,12,PPT学习交流,Benefitsofe-HRSystems,Intheearlystagesofe-HRjustafewyearsago,thevisionwassimple:implementasmanye-HRapplicationsandmakethemavailabletoasmanyemployeesaspossible,usingmultiplechannelssuchase-mail,voicemail,IVR,VRS,thecompanyintranet,thepublicInternetandHRservicecenters.TheassumptionwasthatthefasteranorganizationmoveditstraditionalHRservicesintoane-HRenvironment,themoreefficientHRwouldbecomeandthemoresatisfiedemployeeswouldbewithHRservices.WatsonWyatts2002researchshowsthatgettingresultshasmoretodowithaproperlyfocusede-HRstrategyimplementedwithexcellencethanwiththespeedorextentofanorganizationse-HRprogression.Thosewithaformale-HRstrategyspent.5%ofrevenueonHRandhad94.8employeesperHRpersonvs.69%and87.9employees.,Theseorganizationsarealreadymaximizingtheimpactandreturnsofthelimitede-HRinvestmentstheyhavemadetodate.Itispossiblethatastheymakenewinvestmentsine-HR,theirHRperformancemaydeclineuntilthereturnonthoseinvestmentsisrealized.Theseorganizationshavemadelimitedinvestmentsine-HR,andarenotoperatingefficientlyrelativetotheirpeers.,Thesearetheorganizationsthathaveproperlyfocusede-HRinvestmentsastheymovedquicklyalongthee-HRprogressionscaleoverthepastfewyears.Theyhaveimplementedtheire-HRinitiativeswithexcellence,andhavetheopportunitytocontinuetobeearlyadoptersandmaintaincompetitiveadvantageovertheirpeers.Theseprimarilylargeorganizationshavemadesignificantinvestmentsine-HRinitiatives,andhaveyettorealizethefullperformancepayoffs.,13,PPT学习交流,Benefitsofe-HRinEurope,AccordingtoWatsonWyatts2002researchmostEuropeancompaniesareplanningtosubstantiallyenhancetheirB2E/e-HRcapabilitiesinthenexttwoyears.(B2E=BusinesstoEmployee)Theshiftisawayfromsimplypublishinginformationonanintranettomorepersonalizedandinteractivecapabilities.Wheretechnologyhasbeenadopted,thewebistheprimaryvehiclefordeliveryofHRserviceswithtelephonetechnologynotbeingprevalent.ThisisincontrasttotheUS,wheretelephonetechnologyiswidelyused.However,simplyofferingtechnologytoemployeesmaynotbeenoughtoengagetheminusingit.Thishasbeendemonstratedwithanumberofcompaniesreportinglowusage.ThekeydriversforinvestmentinB2E/e-HRareorganizationsrecognizingthebusinessbenefitsandrespondingtoemployeeexpectations.ContinentalEuropeancompaniestendtofocusonsofterreasonsforinvesting,despiteUScompaniesreportingthatsoftdriverssimplydonotdeliver.UKcompaniesinvesttoachievehardmeasures.DevelopingaconvincingbusinesscaseseemstobethebiggestbarrierforB2E/e-HRprogramswithcompaniesindicatingthattheyareunsurehowtovaluethebenefitsofB2E/e-HR.Moste-HRapplicationsarelimitedtoHRISsystems:,14,PPT学习交流,Benefitsofe-HRinEurope,WatsonWyattaskedwhyareyouusinge-HR?,Andhowdoesitbenefityourcompany?,Andwhatbarriersdoyoufaceinimplementing?,Andareyouachievingyoure-HRgoals?,15,PPT学习交流,PeopleManagement=HigherReturns,InadditiontosupportingBeckerandHuselids1998results,the2001WatsonWyattHumanCapitalIndexstudyshowedpreciselywhichHRpracticeshaveanimpactonthebottomline.49specificHRpracticesacross6dimensionsplayedthegreatestroleincreatingshareholdervalue.Theresearchquantifiedexactlyhowmuchanimprovementineachpracticecouldbeexpectedtoincreaseacompanysmarketvalue.Forexample,acompanythatmakesasignificantimprovement(onestandarddeviation)inallofthepracticescategorizedunder“TotalRewardsandAccountability”shouldseeitsvalueimproveby16.5percent(seebelow),andasignificantimprovementin43keyHRpracticesisassociatedwithanincreaseof47percentinmarketvalue.Additionally,onedimension,PrudentUseofResourcesidentifiessixpracticesthatdiminishshareholdervalue(e.g.trainingthatisnotconnectedtothebusinessobjectivesandnotevaluatedforROI).16.5%impactoncompanymarketvaluefromtotalrewardsandaccountability9%impactfromacollegial,flexibleworkplace7.9%impactfromrecruitingandretentionexcellence7.1%impactfromtheintegrityofcommunications6.5%impactfromtheimplementationoffocusedHRservicetechnologies33.9%lossfromnon-prudentuseofresourcesCarefulinspectionofallthedatashowsthatforeveryavailablecorrelationcalculatedovertime,therelationshipbetweenpastHRpracticesandfuturefinancialperformanceisstrongerthantherelationshipbetweenpastfinancialoutcomesandfutureHRpractices.ThisisthefirststudytoshowthatHRpracticesactuallyincreasefinancialperformance(.41correlation)insteadofinferringthatcompaniesthatmakemoremoneycanaffordbetterHRpractices(.19correlation).,16,PPT学习交流,CriticalCompetenciesProduceResults,The1998WatsonWyattstudy,CompetenciesandtheCompetitiveEdge,consistsofsurveyresponsesfrom1,020organizationsinNorthAmericaandin-depthcasestudiesof17companies.Themostcriticalemployeecompetenciesbyindustry:,Developmentofthecriticalcompetencieswaspositivelycorrelatedtothequalityofdevelopmentalsolutionsandtheemployeesmotivation.Successionplanning,promotionalopportunities,mentoringprograms,on-the-joblearningandcareerworkshopsallseemtobesignificantfactorsintheindividualsperformanceandcontributionlevel.,17,PPT学习交流,CriticalCompetenciesProduceResults,The1998WatsonWyattstudy,CompetenciesandtheCompetitiveEdge,showedthatwhenanorganizationidentifiesandcommunicatesthecorecompetenciesthatitneedstobesuccessfulinthepresentandthefuture,ithasdevelopedapowerfultooltohelpmeetitsgoals.Competenciesdefineandcommunicateanorganizationsstrategyandhelpemployeestounderstandthatstrategyandachieveitsgoals.Themanyrolesthatcompetenciescanplayinanorganizationinclude:ArticulatingwhattheorganizationvaluesProvidingacommonlanguageforemployeesandmanagerstodescribevaluecreationEstablishinganewparadigmforhumanresourceprograms(organizationallevers)FocusingonthedevelopmentoftheindividualinsteadofanorganizationalstructureLinkingpay,promotionsandgrowthdirectlytowhattheorganizationvaluestobesuccessfulGuidingemployeesandmanagerstowhatisexpectedandhowvalueisdefinedevenintimesofdramaticchangeandrestructuringCompetenciesserveasapowerfulcommunicationvehicletofocusallmembersoftheorganizationontheskillsandactivitiesthatwillcreatebothvalueandwealth.Competency-basedprogramscanmakeadifferencetothebottomline.Analysisofthefinancialdataclearlyshowsthatcompanieswithcompetency-basedprogramsperformbetterinthemarketplace.Suchprogramshelpfocustheorganizationandalltheindividualsinitonwhattheycandotoaddvaluetotheorganization.Contributionsarerole-relatedratherthanposition-related.Adoptingthisviewofcontributiontovaluewillhelporganizationsthinkdifferentlyabouttheirhumanresourceanddevelopmentprograms.Organizationscanfocusoncompetenciesneededforthefutureandidentifytherolesthatemployeesdoandmustplay.Programsthatbuildemployeecommitmentcanbringgreatreturns.DatafromthisandotherWatsonWyattstudiesclearlydemonstratethatbothindividualandorganizationalperformanceincreasewhenemployeesarecommittedtotheircompanies.Ensuringthatorganizationalleversthatbuildemployeecommitmentareinplaceandworkingwillaffectthebottomline.Trainingisimportant,butitisnosubstituteforgoodmanagement.Alargemajorityoftheorganizationsparticipatinginthisstudyidentifiedtraininganddevelopmentasthedriveroffuturecorporatesuccess.Thehigh-performingcompaniesidentifieditslightlymoreoftenthantheothers.,18,PPT学习交流,MarketCapitalizationofTalent,Whereasatthestartofthe1990sacompanysstockmarketvaluationwasinvariablygaugedbystudyingitsearningsandfixedassetsandaddingatokenamountforgoodwill,bytheendofthedecadeaseismicshifthadtakenplace.WhenaccountantsErnstbutevenoldeconomystalwartslikeBP,despiteitshugeinvestmentsinoilplatformsandexplorationequipment,notchedupasignificant74percent.Theupshotwasthatevencompaniesoperatinginthesamesectorwithsimilarearningscouldexperiencewidelydifferingstockvaluations.Thoseignoringthenewemphasisonintangiblesinvariablyfoundthemselvespenalizedbythemarkets.,19,PPT学习交流,ShiftingValues,ShiftingRewards,TheshocksofSeptember11anddramaticchangesinemployeesvaluesystemsaresendingcompaniesscramblingtofindnewwaysofattractingandmotivatingworkers.Amassivesurveymeasuringthevaluesandbeliefsoverthelastthreedecadesin60nationsshowsanunmistakableshifttoapost-materialistvaluesystem.Peopleinthedevelopedcountriesarelessconcernedwithmaterialgainsandmoreinterestedinselfexpression,theirpersonalwell-beingandimprovingthequalityoftheirlives.AnewbookshowshowMicrosoft,Intel,Nokia,Starbucks,SingaporeAirlinesand20otherworld-classorganizationsareluringandholdinghigh-qualityemployees.Thecompaniesstudiedstresstheimportanceoftrusting,unleashingandlisteningtotheiremployees.Virtuallyallofthemalsoinvestheavilyinnewtechnology,trainingandemployeebenefitsandrecognizetheimportanceofincreasingtheiremployeesbusinessknowledge.Microsofthasamarketcapitalizationof$450billion,thelargestintheworld.Ifyouaddupeverydeskandchair,everycomputer,everybuilding,everypieceofland,everythingweown,includingthe$17billionorsowehaveinthebank,itcomestoabout$30billion.Ifyouthenaddinthingslikegoodwillandotherfinancialassets,maybeyoullcomeupwithanother$70billion,ifyoureallystruggle.Butthatmeansthatthereis$350billionmorethatpeoplehavegivenuscreditforthatisnotthere.Whatisit?Well,itsthestuffinsmartpeoplesheads.,20,PPT学习交流,HRFactorsAffectProfit,15%ofprofitperformanceisdrivenby:ManagementparticipationOpenmanagementstyleTakingsomerisks,butnottoomanyTopmanagersspending20%oftimewithcustomersAround20%oftopmanagementshouldbeoutsidersManagementtrainingisdeemedimportantTopmanagersareeffectivelyincentivizedSuccessionplanningisdoneAgoodappraisalsystemisinplaceEmployeesgetfeedback,21,PPT学习交流,HRFactorsAffectMarketValue,26%increaseinmarketvaluein2000wasdrivenby:UseofknowledgeandcontractworkersRecruitingexcellenceConsistentpan-EuropeanHRpracticesGoodunion-managementrelationsLackofhierarchy,clearleadershipTeamworkand360feedbackCustomer-focusedenvironmentRemunerationSharinginformationwithemployees,22,PPT学习交流,EmployeeEngagement,26%ofemployeesareengagedintheirjobs55%ofemployeesarenotengagedintheirjobs19%ofemployeesareactivelydisengagedintheirjobs-GallupManagementJournal,2001,23,PPT学习交流,Attract&RetainorLosetoResignation,Whatattractsandretainshighperformers?79%staybecauseofopportunitiesforadvancement69%staybecausetheirjobisredesigned65%staybecausetheyarelearningnewskillsintheircurrentjob,Whydohighperformersresign?56%leavebecausetheyaredissatisfiedwithcompanymanagement56%leaveduetoinadequateopportunityforpromotion50%leaveduetodissatisfactionwithpay,-“StrategicRewards”byWatsonWyatt,1999,24,PPT学习交流,Non-Fin