中国移动人力资源战略管理(英文版)(ppt 101页).ppt

CHINAMOBILE(HK)LIMITEDHumanResourceStrategyShanghaiFebruary15,200X,THEBOSTONCONSULTINGGROUP,CONTENT,HypothesesonChinamobilephonemarketBCGsapproachtoHRstrategyProjectapproachandstructureBCGqualificationandexperienceAppendixSelectedCVs,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,HypothesesonChinamobilephonemarketBCGsapproachtoHRstrategyProjectapproachandstructureBCGqualificationandexperienceAppendixSelectedCVs,ThecellulartelephonemarketinAsiainparticularinChinawillcontinuetoshowstronggrowthAsaresultofthisgrowth,thedynamicsofthemarketwillbeincreasinglystrongandwillaffecttheHumanResourcestrategyofChinaMobileBCGhasdevelopedanintegratedHRStrategyFrameworkthatwilllinkexternalmarketfactorstotheinternalrequirementsoftheorganizationWehavesubsequentlyoutlinedbothourHRStrategyFrameworkaswellassomeinitialanalysesonthemostrelevantexternalfactorsspecificallytheseare:WTOCompetitionTechnologyBusinessMigrationCustomerService,CHINAMOBILESHUMANRESOURCESTRATEGYWILLBEAFFECTEDBYAPOWERFULSETOFMARKETFACTORSSummaryofsubsequentProposalSection,Summary,STRONGGROWTHINCELLULARTELEPHONYINASIA.Asia-PacificCellularSubscribers,1990-2000,CellularSubscribers(M),AnnualGrowth75%,AnnualGrowth40%,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%oftheworldscellularsubscribersby2000,.ANDINPARTICULARINTHEGREATERCHINAREGIONChinaCellularSubscribers,1991-2000,CellularSubscribers(Mn),AnnualGrowth170%,AnnualGrowth86%,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,SourcingBCGanalysisandestimate,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,.ANDTELCOeffortledtosuccessfulgrantingoflicensefromtherelevantgovernment,withthelicensebidrankedfirstoutof26applicantsForashanghai-basedinternetcompany,developedoverallbusinessplanForamajortelcoinSoutheastAsia,developedanintegratedElectronicCommercestrategyForamajorconsortiuminGreaterChina,developedafixednetworkentrystrategyForamajorASEANtelecomplayer,ledteamefforttodevelopandimplementacompetitivefixednetworkbusinessmarketentrystrategyForamajorASEANwirelesscompany,developedstrategicplanandcreatedacustomer-orientatedmarketingstrategyPrincipalauthorofaninternalstrategystudyentitled“WinninginCellularinAsia”PrincipalauthorofaHarvard-sponsoredstudyentitled“AsianTelecomCompetitiveness”Foraglobaltelecomequipmentvendor,accessedwirelessequipmentmarketanddevelopedentrystrategyinIndonesia,Philipines,SingaporeandThailandForalargeEuropeanelectronicsandtelecomequipmentcompany,ledmultimediastrategydevelopmentforJapan,China,HongKongandTaiwan;advisedaparalleleffortinIndiaandThailandMr.MichaelspriorworkexperienceincludesservingasbusinessdevelopmentanalystforAmocoChemicalAsia-PacificinHongKong.HeholdsaB.A.inEconomicsMagnaCumLaudefromHarvardUniversityandanMBAfromStanfordUniversity,wherehewasawardedtheErnestW.Arbuckleawardastheoutstandingclassmember.Mr.MichaelwasalsoaRotaryScholarattheChineseUniversityofHongKongduring1989-1990,DAVIDC.MICHAELVicePresidentandDirector,DR.GUNTHERSCHWARZVicePresident,Dsseldorf,Germany,Dr.SchwarzstudiedEconomicsattheUniversityDortmundwithafocusonStrategyandHumanResources,andholdsaPhDinEconomicsfromUniversityofGieBen.HisthesisfordoctoratewasHRstrategiestoenableculturalchangePriortojoiningBCG,Dr.SchwarzwasAssistantProfessorforOrganizationandHumanResourcesManagementattheUniversityofGieBenHehasalsoworkedasanindependentconsultantfororganizationandhumanresourcesDr.SchwarzscaseexperienceincludesreorganizationofworldwideHRactivitiesforaPharmaceuticalcompany;theHRstrategyofaleadinguniversalbank;andseveralHRstudiesforinsuranceandre-insurancecompaniesHeisamemberofBCGsOrganizationandFinancialServicesPracticeGroups;andisaworldwidetopicleaderforHumanResourcesManagementtogetherwithStephenBungay,MARYBARLOWOrganisationalPracticeAreaSpecialist,Maryisanorganisationalspecialistfocusingontheareasofleadership,executiveteamwork,changemanagement,culturechangeandstrategicHR.Maryhashadabroadrangeofexperienceinmajorchangeprojectsandhasworkedforclientsacrossabroadrangeofgeographies.HighlightsofMarysexperienceinclude:LeadingthechangemanagementaspectsofanacceleratedchangeprojectforoneofthemajoroilcompaniesinNewZealand(MaryiscurrentlysupportingasimilarprojectforthesamecompanyinGreece)WorkingwiththetopmanagementgroupofamajorThaifinancialinstitutiontoenhancetheirleadershipcapabilitytoeffectivelyexecutelargescalechangethroughouttheorganisationDesigningandsup