美世咨询公司人力资源管理培训教材(中英文对照)

1、来自 中国最大资料库下载今日议题第一部分：人力资源如何成为业务伙伴 观念篇了解当今HR在企业中的状况和业务经营对HR的期望明确作为所在组织的HR，应当扮演的角色、承担的职责和未来应当具备的技能和能力理解如何才能成为真正的业务伙伴第二部分：人力资源如何成为业务伙伴 操作篇（人力资源规划）Mercer2来自 中国最大资料库下载第一部分：人力资源如何成为业务伙伴之观念篇（人力资源管理现状）来自 中国最大资料库下载人力资源现状人力资源正在被关注，这是好事情正如我们所了解的，人力资源正在经历变革而且一定会继续变革处在变革中的人力资源需要新的技能和能力如果人力资源不能应对变革带来的挑战，它将不能成为战略层

2、面的业务伙伴Mercer4来自 中国最大资料库下载HR 的角色岌岌可危HR经营战略的达成Mercer5来自 中国最大资料库下载树立新观念完成转型的 HRMercer经营战略的实现6来自 中国最大资料库下载树立新观念转型的 HR经营战略的实现市场竞争Mercer7来自 中国最大资料库下载人力资源正在借助从战略到基层的影响变得更加关注于业务问题对战略的关注Mercer处理人力资源工作对事务性工作的关注处理业务问题8来自 中国最大资料库下载Traditional HR versus Strategic HR传统的人力资源VS战略的人力资源Source : Strategic Human Capita

3、l Management MERCER-SBF-SMU Exe utive Programme2004, The Evolving Role of HR by Practice Associate Professor Thomas MenkhoffMercer9Traditional HR传统人力资源Strategic HR战略人力资源Responsibility for HR人力资源责任人Staff specialists 人事专员Line managers 直线经理Focus关注点Employee relations 员工关系Partnerships with internal and e

4、xternalcustomers 与内外部客户的伙伴关系Role of HR人力资源角色Transactional, change follower, andrespondent 事务处理的，变革跟从者和响应者Transformational, change leader, andinitiator转型的，变革领导者和发起者Initiatives主动性Skew, reactive, fragmented偏离的、被动响应、片断的Fast, proactive, integrated快速、主动性、完整Time horizon时间范围Short-term 短期Short, medium, long

5、(as necessary)短、中、长期（如需要）Control控制Bureaucratic-roles, policies, procedures官僚角色、政策、流程Organic, flexible, whatever is necessary tosucceed有组织、灵活、成功所必需的一切Job design岗位设计Tight division of labor, independence,specialization严格分工、独立、专业化Broad, flexible, cross-training, terms宽泛、灵活、多元培训、有一定期限Key investments 关键投入

6、Capital, products 资金、产品People, knowledge 人、知识Accountability责任Cost center 成本中心Investment center 投资中心cutiv来自 中国最大资料库下载变革的业务战略影响了人员管理的本质STRATEGY战略CORECAPABILITY核心能力OperationsFocus运营导向Efficient Processing高效运营orCustomerServiceFocus客户服务导向Relationship Building客户关系构建orProductFocus产品导向Innovation创新Impacting i

7、n areas such as:影响领域例如：capabilities & skills required必需的能力和技能the work environment工作环境the culture required必需的文化the leadership approach required必需的领导能力the way people are rewarded为员工付薪的方法Mercerpeoples expectations of the employmentarrangement员工对工作安排的期望the knowledge employees have员工的知识the behaviours

8、 required必需的行为the way problems are solved问题解决的方法10来自 中国最大资料库下载您需要能够适应变革的人力资源能力人力资源问题业务环境人才管理雇主品牌业务问题领导力发展总薪酬业务成果业Mercer向绩效文化11来自 中国最大资料库下载Business Issues Arise in all Components of the Human CapitalFramework业务问题对人力资本框架中所有部分都有影响People人员Capabilities能力Experience经验Training & education培训和教育Rewards报酬M

9、onetary/non-monetary货币/非货币形式The work itself工作本身Long/short term长/短期激励Career progression职业晋升Decision-making决策Vision/strategy远景和战略Decision-making accountability决策责任Speed and quality of decision-making决策速度和质量Demographics人员结构Work Processes工作流程Work flows工作流程Sequencing of activities活动次序Division of labour劳动

10、分工Unit (inter)dependencies部门单位的联系Managerial Structure管理结构Roles and responsibilities角色和职责Job design岗位设计Reporting relationships and requirements汇报关系和要求Participation参与Decentralisation授权MercerInformation & knowledge信息与知识Communication mechanisms and flows交流机制与流程Information exchange信息交流Intellectual ca

11、pital use/creation智力资本的使用/创造Information systems信息系统Goal specification目标详述Performance management绩效管理12来自 中国最大资料库下载Critical Factors for each Business HR Issueare:业务相关人力资源问题的关键因素是：Alignment Readiness调整准备·Alignment of programwith business strategy经营战略相关人力资源(the focus ofHR Strategists关注人力资源战略)(the f

12、ocus of HRStrategists & Experts关注人力资源战略和专家)· Cultural readiness文化准备· Commitment to change项目的调整MercerSystems体系(the focus of Experts& Service Centres关注专家和服务中心)Policies & processes政策和流程-12·Systems design & implementation-12·体系设计和实施· Training培训承担变革的责任13来自 中国最大资料库

13、下载HR Capabilities in Demand人力资源需要具备的能力Identifying business HR issues识别出业务运营中涉及人力资源问题Partnering with business leaders成为业务领导的伙伴Developing strategies to meet business needs为满足业务需要发展人力资源战略Planning implementation执行计划Driving major change initiatives主动推动主要的变革Managing & working with consultants管理顾问并与顾问合

14、作Mercer14来自 中国最大资料库下载Direction of Change HR变革的方向人力资源Line's View直线经理观点HR's View人力资源观点50%38%28%31%23%28%Developing leaders培养领导者Recruit & retain workforce招募并保留员工Increase workforce productivity提高生产效率23%26%43%36%38%55%34%20%21%18%Aligning compensation调整工资Developing employees员工发展10%24%20%22%12

15、%11%Performance management绩效管理7%12%11%5%Knowledge sharing知识分享11%11%9%8%Culture development企业文化发展5%10%8%8%7%7%Overcome skills gap填补技能差距Effective communications有效沟通5%9%5%9%12%10%4%3%2%1%Lower labor costs减少劳动力成本Competitive benefits有竞争力的福利Competitive work/life有竞争力的工作生活平衡5%9%3%1%0%1%MercerNowFuture15来自 中

16、国最大资料库下载In What Role is HR Successful?人力资源在哪些方面是成功的？Administrative expertise行政事务专家Change agents变革的实施者Employee champions员工支持者Strategic partners战略伙伴Administrative expertise行政事务专家Change agents变革的实施者Employee champions员工支持者Strategic partners战略伙伴Line's View直线经理观点HRs View人力资源观点0102030405060708090100Ver

17、y Successful非常成功Somewhat Successful还算成功Neutral既不成功也不失败Somewhat Unsuccessful有些失败Very Unsuccessful非常失败Mercer16来自 中国最大资料库下载第一部分：人力资源如何成为业务伙伴之观念篇（业务对人力资源的期望）Mercer17来自 中国最大资料库下载Organisational change 组织层面的变革Regardless of the name it goes by, is the reality of todaysbusiness environment不管它原来叫什么，这就是现在真实的业务

18、环境Fixing专注核心业务Outsourcing外包Cost Cutting削减成本MercerReengineering业务流程再造Building forthe Future构建未来Right Sizing控制适当规模Transformation转型ImprovedCost Structure改造成本结构RevenueEnhancement增加收入18来自 中国最大资料库下载Organisational Demands on Employees are Increasing组织对员工的要求正在增加ORGANISATIONAL DEMANDS ON EMPLOYEES组织对员工的要求Mer

19、cerGreater Skills更优秀的技能BetterLeadership更优秀的领导力Cross-functional Involvement跨职能的通才HigherProductivity更高的生产效率ImprovedMorale更高的士气More Self-Sufficiency更容易满足HigherQuality更好的质量More Hours更长的工作时间Improved Work Ethic更良好的职业道德19来自 中国最大资料库下载HR are being Challenged to Answer some Tough Questions人力资源被要求回答一些难以回答的问题Do

20、 wehave the RightHR Strategy?我们的人力资源战略是否正确？Do we have the .Doing theRight People.? Right Things?我们是否拥有 在做合适的工作？合适的员工？· Right Number of People? · Working in the Right Jobs?员工数量是否合适？是否在合适的职位上？· With the Right Skills.? · On the Right Career Path?员工是否具有适当技能？是否在适当的职业通道上？· Develop

21、ing the Skills They Need? · Motivated Correctly?是否正在培养他们需要的技能？是否得到适当地激励？· Within Legal Guidelines? · Working Together and Happy?是否合法？ 是否与同事开心地在一起工作？With the Underlying Infrastructure for Sustainability and Growth?能否支撑组织的基层结构并使之不断发展？Mercer20来自 中国最大资料库下载第一部分：人力资源如何成为业务伙伴之观念篇（当今人力资源的角色和职

22、责）Mercer21来自 中国最大资料库下载New Roles for HR 人力资源的新角色Future/Strategic Focus关注未来/战略ProcessesStrategic Partner战略伙伴Management of StrategicHuman Resources战略人力资源管理Change Agent变革实施者Management ofTransformation & Change转型和变革管理People流程AdministrativeExpert行政事务专家Management of FirmInfrastructure组织基层管理EmployeeCham

23、pion员工支持者Management ofEmployee Contribution管理员工贡献人员© 2003, David Ulrich, Human Resource ChampionsDay-to-day Operational Focus关注日常运营Mercer22来自 中国最大资料库下载New Roles for HR 人力资源的新角色StrategicAdministrativeChangePartner战略伙伴HR should become apartner with seniorand line managers instrategy execution,hel

24、ping to improveplanning from theconference room tothe marketplace.人力资源应当成为高级经理和直线经理实施战略的伙伴，参与从会议室到市场整个过程的筹划。Expert行政事务专家It should become anexpert in the waywork is organized andexecuted, deliveringadministrativeefficiency to ensurethat costs arereduced while qualityis maintained.他必须成为工作组织和实施的专家，高效地进

25、行行政事务处理，在保证质量的前提Champion员工支持者It should become achampion foremployees, vigorouslyrepresenting theirconcerns to seniormanagement and atthe same timeworking to increaseemployeecontributions.他必须成为员工的支持者，在表现出对高管层的关心的同时，Agent变革实施者It should become anagent of continuoustransformation,shaping processesand a

26、culture thattogether improve anorganisationscapacity for change.他必须成为持续转型的实施者，调整流程和文化，以提高组织适应变革的能力。Mercer下降低成本。提高员工的贡献。23来自 中国最大资料库下载Self-Assessment for HR Roles in Asia人力资源角色自我评价(亚洲)Successful Performance of HR Roles成功履行人力资源角色Employee champions员工支持者9%46%31%10%3%Strategic partners战略伙伴9%44%27%11%8%Ad

27、ministrative experts行政事务专家15%55%21%7%2%Change agents变革实施者9%46%27%10%7%0%10%20%30%40%50%60%70%80%90%100%Very successful非常成功Neither successful nor unsuccessful既不成功也不失败Very unsuccessful非常失败Somewhat successful 还算成功Somewhat unsuccessful 有些失败MercerSource : Extract from Mercers Study of HR Transformation i

28、n Asian Organisations资料来源：美世人力资源转型调研亚洲部分24来自 中国最大资料库下载Great Desire to Transform in Asia迫切希望转型(亚洲)Time Spent on HR Activities人力资源活动时间分配Percentage of HR Staff's Time on HR Activities人力资源员工在人力资源活动上的时间分配Best Practice isconsidered 23.2%最佳实践为23.2%Strategic partnering战略伙伴Designing HR programs or system

29、s设计人力资源体系和计划Delivering HR services提供人力资源服务11%13%19%22%23%29%Compliance/auditing遵循/审核Transacting/recordkeeping事务处理/记录保存9%10%10%Best Practice isconsidered 14.9%最佳实践为14.9%30%0%5%10%15%20%25%30%35%Current 现状Desired 期望Source : Extract from Mercers Study of HR Transformation in Asian Organisation资料来源：美世人力

30、资源转型调研亚洲部分Mercer25来自 中国最大资料库下载Future Challenges and Opportunities in HR in Asia人力资源未来的挑战和机遇(亚洲)Barriers to Enhancing Future Role of HR Function未来提高人力资源角色的障碍Opportunities for Enhancing Future Role of HR Function未来提高人力资源角色的机遇Skills/competencies of HR staff人力资源员工的技能/能力31%92% Skills/competencies of HR s

31、taff人力资源员工的技能/能力51%45%Senior management support高管层的支持Business perception of HR value业务对人力资源价值的认识29%23%86%85%Senior management support高管层的支持Business perception of HR value业务对人力资源价值的认识29%50%42%59%Technology技术Regulatory constraints管理的约束Unions工会National/cultural differences国家/文化差异Diverse workforce人力资源多样

32、化Reporting structure汇报关系12%10%9%6%5%5%79%70%62%70%68%72%Technology技术Reporting structure汇报关系Diverse workforce人力资源多样化National/cultural differences国家/文化差异Regulatory constraints管理的约束Unions工会12%8%7%7%5%24%63%57%58%53%53%50%Other其他3%29%Other其他2%28%0%20%40%60%80%100%0%10% 20% 30% 40% 50% 60% 70%No 1 Barrie

33、r最大的障碍Top 5 Barrier前5位的障碍No 1 Opportunity最大的机遇Among Top 5 Opportunities前5位的机遇Source : Extract from Mercers Study of HR Transformation in Asian Organisation资料来源：美世人力资源转型调研亚洲部分Mercer26来自 中国最大资料库下载Top Priority: Aligning With Business Needs最应优先考虑的事：与业务需求保持一致HR functions spend twice as much time on admin

34、istration and half asmuch on strategic partnering人力资源花费在行政事务中的时间是期望的两倍，投入到业务伙伴角色中的时间是期望的一半 need to liberate HR from administrative tasks in order to focus onsupporting the top priority business needs需要将人力资源从行政事务中解脱出来，以支持置于首位的业务的需求In order to support the business, you must have the businessunderstand

35、ing” 为了更好的支持业务，您需要更好地理解业务 becoming a better business partner requires a different set of skills成为一个优秀的业务伙伴需要不同的技能Mercer27来自 中国最大资料库下载第一部分：人力资源如何成为业务伙伴之观念篇（未来人力资源需要具备什么样的技能和能力）Mercer28来自 中国最大资料库下载Strategic Role of a HR Director人力资源主管的战略角色Acts as champion of change &effective change agent变革的支持者和有效

36、变革的实施者Fully aware of the needs to develop HRvision, function and mission, and to provideleadership for members to implement充分认识到拓展人力资源视野、发展人力资源职能和任务的需要，并能够给成员实施提供指Professionally competent inHR techniques专业的人力资源技术能力Involved in business planning &the integration of HR plans with导A pragmatist who k

37、nows aboutbest-practice and makes itrelevant to the organisation一个了解“最佳实践”的实用主义者能够将其应用于组织business plans介入业务规划并整合人力资源计划和业务计划Capable of making a businesscase for anything he/she proposesto be done能够按照他人的要求处理业务事务Source : Strategic Human Capital Management MERCER-SBF-SMU Executive Programme2004, The Evo

38、lving Role of HR by Practice Associate Professor Thomas MenkhoffMercer29来自 中国最大资料库下载HR Leaders Rated the Skills of Their Team人力资源领导者给他们团队的技能进行了打分Top priority HR skills, also some of the weakest: 最应优先考虑的人力资源技能同样是那些最薄弱的技能： Business understanding业务理解 Cross function experience跨职能经验Australia澳大利亚Asia亚洲83%

39、66%63%81%68%81%35%54%40% 32%60%36% 18 %56%54% 27%Asia, Europe give lowestoverall HR skill ratingsEurope欧洲Latin America拉丁美洲71%83%70%84%58%31%80%51%58%46%59%68%25%57%亚洲和欧洲给人力资源技能打分最低63% 43%Canada加拿大91%90%76%52%75%61%49%33%USA美国93%90%80%68%65%64%59%35%Interpersonal skills 人际关系技巧Coaching/facilitation指导/帮助成长Business understanding业务理解Functional HR expertise人力资源职能专业知识Consultation skills 咨询技巧Cross-functional experience跨职能经验Team sk