HR Strategy 9_28_06Final（课堂PPT）

1、Management Systems & HR StrategyFlex Sr. Leadership SummitPat Hehir & Paul Humphries2Flextronics Management System a G.E. Analogy (General Electric Acquisition Integration Process)Introducing the non-negotiables to the acquired company: Values, Policies and ProceduresDeveloping a vision and

2、strategy for the companys futureInspiring the new management and workforce to deliver on that vision and strategyIndoctrinating cultural changes in the acquired company, including change accelerationPreserving & cross-pollinating the BPs of both entities into a combined platform of synergiesTran

3、sferring technology, systems and management practicesLetting them operate execute within the larger “Management System”.Preparing the acquired party to deliver on the objectives which motivated the purchase.3Where are we now ?We are working on the developmentof our management systemto give us the sc

4、alability we need. We are creating “THE BOOK” of OUR non-negotiables.It will apply to current businessesand those that we will acquire.What are we doing ?4Flextronics Management SystemTeam :Pat HehirMike McNamaraPaul HumphriesPaul ReadSean BurkeNic BrathwaiteJeremy FriedmanGreg RussellAdjuncted with

5、 Best Practice Leaders in each Function inputting 1st Data Collection Complete 1st Master List of possible Focus areas identified Now we need to decide priorities and focus This Leadership is key to influencing the selectionsYPolicyProcessBridge Document for FAS 133 rulesBridge Document for FAS 133

6、policy5YPolicyProcessForeign exchange rulesForeign exchange policy4YPolicyProcessInvestment rulesInvestment policy3YPolicyProcessCash management rulexCash management policy2YPolicyProcessBank account management rulesBank account control policy1Central Y/NTypeCategoryPurpose or ObjectiveName or Descr

7、iption# Steven HarperCompleted by : TreasuryDepartment Name YPolicyProcessBridge Document for FAS 133 rulesBridge Document for FAS 133 policy5YPolicyProcessForeign exchange rulesForeign exchange policy4YPolicyProcessInvestment rulesInvestment policy3YPolicyProcessCash management rulexCash management

8、 policy2YPolicyProcessBank account management rulesBank account control policy1Central Y/NTypeCategoryPurpose or ObjectiveName or Description# Steven HarperCompleted by : TreasuryDepartment Name YPolicyProcessBridge Document for FAS 133 rulesBridge Document for FAS 133 policy5YPolicyProcessForeign e

9、xchange rulesForeign exchange policy4YPolicyProcessInvestment rulesInvestment policy3YPolicyProcessCash management rulexCash management policy2YPolicyProcessBank account management rulesBank account control policy1Central Y/NTypeCategoryPurpose or ObjectiveName or Description# Steven HarperCompleted

10、 by : TreasuryDepartment Name Data Collection Templates5Flex Management SystemCorporateStrategy Business ResultsProcess People MetricsSystems A company of limitless scale built on a system of repeatable executionManagement System6HR Strategy Formulation“A company of limitless scale built on a system

11、 of repeatable execution”Human Resources StrategyHR TransformationTime to EngagementTime to PerformanceTime to AcquisitionCompetitive ArenaWorkforceDemographicsPolitical EnvironmentCultureOrganizational StructurePurpose & GoalBusiness StrategyManagementProcessHR TransformationValues & Leader

12、shipTraits7Develop a compelling HR vision and value proposition for the organization.Align the focus of our efforts on more strategic outcomesDrive Excellence in process, people, systems, metrics and services.Establish a strategic relationship with operational leadership and coach them to appreciate

13、 HR is not only HRs job.Human Resources Transformation8HR Value PropositionPerformance ManagementCompensation & RecruitingEducation & TrainingTalent Management Drive Operating Results Deliver direct impact on financial and operating outcomesAssess future needsMeasure & manage strategies

14、Respond to competitive challenges Prepare for the Future Improved insight for better strategic planning Streamline HR ProcessesCost reductions through automation & self servicePayroll & BenefitsTime Management & Scheduling Compliance & Administration9Organizing to focus on Strategic

15、outcomes The HR Strategist: Business PartnershipFocuses on strategy, organization design, team effectiveness,performance management, reward strategies, succession planning, leadership development The Functional Specialist: Subject Matter ExpertiseProvides BPs in staffing, global mobility, learning &

16、amp; organization development, compensation and benefits, HR excellence, and applies technology to reduce costs & improve effectivenessThe HR Generalist: Operational DeliveryFocuses on HR site level management, execution of HR strategies, products and services, employee relations and HR interven

17、tions to maximize organization effectiveness, productivity and performance.Open positionsDiscover HR Segment Leader HR Segment PartnersDesign Compensation & Benefits StaffingDeliver Complete competency assessment10HR ExcellenceHuman ResourcesStrategy Human Resources ResultsProcess People Metrics

18、Systems 11HR ExcellenceCritical HR Processes HR Process Workforce Planning Selection and Hiring New Employee Orientation Talent Management Goal Setting Performance Appraisal 360 Feedback MRR Focal Review Development Planning Compensation Planning Expatriate AdministrationHR Strategy HR ResultsProces

19、s People MetricsSystems 12HR ExcellenceProcess MetricsSystems People HR PeopleOrganization model designed to deliver the HR Value propositionDiscover, Design, Deliver Major upgrade in HR Competenciesto deliver HR Value propositionBusiness KnowledgeHR DeliveryHR TechnologyPersonal CredibilityStrategi

20、c ContributionHR Strategy HR Results(Competencies for the New HR, Brockbank/Ulrich)13HR ExcellenceBTI/ TravelPfx/ Employee ExpensesOutlook soft / CognosFDSSBAAN /FinanceProjectBillingProject ManagementEmployee Shift / Line SchedulingTime and AttendancePayrollSuccession Planning /360Performance Manag

21、ementEquity Edge / StockFlex U /TrainingHRISHR MetricsBonus ToolEquipmentPhone, ComputersFacility Access / BadgeSpreadsheetEmployee DirectoryOutlook/Active DirectoryNT AccountsRecruitment / Applicant TrackingPaper FilesBTI/ TravelPfx/ Employee ExpensesOutlook soft / CognosFDSSBAAN /FinanceProjectBil

22、lingProject ManagementEmployee Shift / Line SchedulingTime and AttendancePayrollSuccession Planning /360Performance ManagementEquity Edge / StockFlex U /TrainingHRISHR MetricsBonus ToolEquipmentPhone, ComputersFacility Access / BadgeSpreadsheetEmployee DirectoryOutlook/Active DirectoryNT AccountsRec

23、ruitment / Applicant TrackingPaper FilesBTI/ TravelPfx/ Employee ExpensesOutlook soft / CognosFDSSBAAN /FinanceProjectBillingProject ManagementEmployee Shift / Line SchedulingTime and AttendancePayrollSuccession Planning /360Performance ManagementEquity Edge / StockFlex U /TrainingHRISHR MetricsBonu

24、s ToolEquipmentPhone, ComputersFacility Access / BadgeSpreadsheetEmployee DirectoryOutlook/Active DirectoryNT AccountsRecruitment / Applicant TrackingPaper FilesSingle source employee data in real timeIntegrated solutionAutomated workflows and self serviceMinimal interfacesTechnical knowledge focuse

25、d on one system, leveraged across multiple sitesHR SystemProcess MetricsSystems People HR Strategy HR ResultsContinuousImprovement14HR ExcellenceProcess Systems People HR Strategy HR ResultsHR MetricsMetricsPhase I MetricsRecruiting Cycle Time Recruiting Activity Recruiting Satisfaction Attrition Ra

26、te HR Per Headcount HR Cost Per HeadcountPhase II MetricsEmployee Engagement Attrition Cost Cost per Hire Performance Management Effectiveness Rewards Program Effectiveness Phase III MetricsTraining Effectiveness Leadership Development Effectiveness Source of Successful Hires 15LeadershipLeadership

27、is about articulating visions, embodying values and creating an environment within which things can be accomplished(Richards & Engle)Leadership is the ability to achieve extraordinary things throughordinary people without force or coercion(Unknown Source)Leadership is the art of accomplishing mo

28、re than the science of management says is possible(Colin Powell)I start with the premise that the role of leaders is to produce moreLeaders not more followers(Ralph Nader)16Expand staffing reachBuild employer brandDevelop time to acquisition enablersTalent acquisitionTime to EngagementTime to Perfor

29、manceTime to Acquisition17Creating ExposureBuild employer brandExpand Staffing reachDevelop Acquisition EnablersFlex PledgeThe Asia “Apprentice”Media CoverageLeadershipFlextronics CultureCSER Flex PledgeCustomer SatisfactionEmployee SatisfactionFinancial PerformanceExternal Communications Press &

30、; Media University Programs Conferences & Job FairsInternal CommunicationsReward & RecognitionLearning & Development18Significant progress being madeRegional Recruitment CentersChina - Guangzhou18 recruiters India - Chennai4 recruitersMalaysia Penang6 recruitersUS 4 recruitersNext Steps

31、- Europe? Mexico?Build employer brandExpand Staffing reachDevelop Acquisition EnablersNational Job FairsCampus RecruitmentGlobal Staffing Contracts Headhunters Job PortalsInternal Referral ProgramAsia returneesSuper Staffing Centers Changzhou Penang Chennai Mexico ? Eastern Europe ?Retrain & red

32、eployStandardizing Recruitment Collateral19Piloting new tools prior to Global Roll outPiloting WP tool in Consumer DigitalBuild employer brandExpand Staffing reachDevelop Acquisition EnablersWorkforce PlanningE Recruitment Tools Competency DevelopmentBehavioral InterviewsPsychometric TestingPanel In

33、terviewsAssessment CentersPiloting EHire recruitment tool20Performance Mgmt SystemTalent Development ProgramsManufacturing Acceleration ProgramLeadership Acceleration ProgramDevelop a Management Planning ProcessStandardize job descriptions and competenciesTime to EngagementTime to PerformanceTime to

34、 AcquisitionLeadership and org effectiveness 21Standardize JDs worldwide based on Job Purpose and Principal AccountabilitiesScope of 611 jobs on matrix.518 available on global HR website. 93 being completed.Develop competencies for all criticaljob descriptions that tie to hiring and performance mana

35、gement systems22Talent Management Flextronics IntranetTalent management can be our greatest competitive advantage. Who we hire and how we maximize their experience at Flextronics determines how well we will provide value to our customers and out-execute our competition. We believe that our employees

36、 are the key to a sustainable long-term advantage for our company. FlexTalent is designed to help align employee performance and the bottom line. Specifically, this integrated talent management tool will help you:Create performance goals that align with those of the organization, Assess your leaders

37、hip skills and those of your employees, Receive feedback on your performance and appraise the performance of your employees,Identify your top talent, potential successors and future leadership needs,Create a customized development planHome | Performance Appraisal | 360 Assessment | MRR | Development

38、 Plan | Performance TracksReview CycleMay - AugMarSept/OctJan/Feb/MarSet up Goals/Job Accountability/AppraisalPerformance Management Process23Senior Level (TBD)Entry Level (MAP Program)Middle Level(Advanced MAP Program)1st Line Leader(POM)Middle level Leader(LAP)Sr. Leader (TBD) Global Leadership De

39、velopment Strategy 24Manufacturing Acceleration ProgramManufacturing Acceleration Program Tech CampusTo facilitate the upstream supply of employable graduates relevant to the EMS industryTechno TalentTo accelerate technical talent pool and build a robust talent pipeline 25MAP ( Techno Talent, Phase

40、one status) Identify SMEDesign Program & Content Identify training deliveryTechno Talent Headcount Enrollment SMTMurad/ Dongkai Supply Chain Mgmt.Greg /MagaliProject MgtMalcolm EvansPlasticsBonnie Program MgtTBDSMTSCMProject MgtPlasticsProgram MgtSMTSCMProject MgtPlasticsProgram MgtSMTSCMProject

41、 MgtPlasticsProgram Mgt 105 Headcount 60 Headcount 100 Headcount 100 Headcount 50 Headcount Estimated Head Count 400 Interns March - 07 CompletedIn process To be determined26SMT Execution Time Lines MaluOct 16- Nov 10Orientation Nov 13 Feb 9Theory & OJT12 Feb 16 FebProject & Case Study 19 Fe

42、b 23 Feb Test & CertificationDoumenNov 15- Dec 1Orientation Dec 4 Feb 24Theory & OJT26 Feb 2 MarProject & Case Study 12 Mar 17 Mar Test & CertificationFSAOrientation Theory & OJTProject & Case Study Test & CertificationNov 15- Dec 1Dec 4 Feb 2426 Feb 2 Mar12 Mar 17 Mar HC

43、 40HC 4025HC 27Leadership DevelopmentOn-boarding/Transition Process360 Degree Assessment1st Line Leader Development ProgramIndividual Development PlansInternal CoachingOn-boarding/Transition ProcessAssessment CentersAdvanced Leader Development ProgramIndividual Development PlansInternal/External Coa

44、ching/Mentoring1st Line Leaders(sup./managers)On-boarding/Transition ProcessIndividual AssessmentsTailored DevelopmentIndividual Development PlansExternal Coaching/Internal MentoringMiddle Leaders(Sr. Mgrs/Directors/VPs)Senior Leaders(C-level, EVPs/SVPs)HIPO Acceleration ProgramSenior HIPO Accelerat

45、ion ProgramInternal/External FacilitatorsBusiness SimulationsSr. Leadership SummitBusiness SimulationsAction LearningRotational AssignmentsMAP AlumniExisting LeadersExternal HiresLeadership Potential Assessment28E LearningReview and change out curriculum in FlexU Map programs to the leadership trait

46、s and values Integrate Books 24x7 Reference ware into formal development programs and IDPs Develop and launch portals (e.g. discussion forum postings, reference documents, access to SMEs, discussion chat capability) Pilot HR Portal Design and develop additional Portals for critical job functions (e.g. Program Management, Project Management, Engineering, Materials, etc.)29Total Rewards Build Global Comp Philosophy, strategy & PoliciesRoad Shows and communications Design contentIdentify & certify trainersBasic leadership coaching ImplementI