通过人改进经营结果PPT课件教材讲义

1、 Improve Business Results Through People通过人改进经营结果About this Material关于这份材料In response to “Neusoft” invitation, Hewitt provide in this material our suggested project approach to help Neusoft build up the world-wide standard human resource management system, which will be especially focused on the job

2、 design/evaluation, compensation design and performance management. This documentation demonstrates how we will proceed this project. We also emphasize our understandings upon your needs, our methodologies for the fulfillment and some detailed issues during the co-operation between Neusoft and Hewit

3、t.我们接受了东大软件集团有限公司(东大)的委托，为贵公司提供一份关于翰威特公司将如何帮助制定一个世界标准的人力资源管理系统，尤其是东大特别关注的工作设计/评估，薪酬激励及绩效管理系统的设计方案。本文本中所包括的信息说明了我们将如何进行这个项目。我们特别指出了我们对贵公司需求的理解、完成这个项目的方法过程以及翰威特公司与东大合作的许多细节问题。The suggested project approach adopts some successful ideas and procedures which have been proved in other human resource consu

4、lting projects. We acknowledge that you will have some modifications based on our suggestions to ensure the success of this project. We look forward to getting your input. 这个建议的过程采纳了一些其他人力资源发展项目中运行较好的步骤。我们认识到为了保证项目的成功运作你们可能会对我们所提出的设计方案做出相应的改动。我们随时欢迎贵公司的指导，并希望贵方提出你们的想法以改进我们的建议方案。Contents内容About Hewit

5、t Associates 关于翰威特公司 Our Understanding of Your Situation 对贵公司情况的理解 Linking HR Issues to Business 人力资源问题与公司业务相结合 Considering Factors in Design and Implementation设计和实施所要考虑的因素Our Suggested Approach 我们的设计方案Our Consulting Team 我们的咨询团队 Our Experience in Telecom Industry in Asia Pacific我们在亚太区电信业上的经验Fee and

6、 Timing 费用与时间结构 Hewitt Associates LLC翰威特咨询公司Hewitt Associates翰威特公司Global management consulting firm specializing in people solutions to business issues专长于从人员管理入手解决商业经营问题的全球性管理咨询公司Largest human resources consulting firm in the U.S.A为美国最大的人力资源咨询公司 12,000 Associates world-wide全球 12,000 名员工75% of Fortun

7、e 500 are Hewitt clients财富500强中75%的公司为翰威特公司的客户Over 1.28 billion USD in revenue in FY 2000 2000年度销售收入达12.8亿美金81 offices in 37 countries在37个国家建立了81个办事处19 offices in Asia Pacific 在亚洲建立了19个办事机构Hewitt in China (Cont)翰威特公司(续)Largest and most experienced workforce consulting firm in China中国规模最大并且经验最丰富的人力资源

8、咨询公司3 offices in Shanghai, Beijing, and Hong Kong with nearly 100 Associates在上海、北京、和香港办事处拥有近100名员工6 years of client experience in China六年在华咨询经验800+ clients in China在中国已拥有800多家跨国客户公司的客户基础Multi-cultural, multi-lingual, multi-talented staff跨文化、多种语言能力、多方面经验技能的咨询队伍One-firm firm全球一体化的组织结构Our Consulting Ex

9、perience我们的咨询经验Largest and most experienced restructure, compensation and performance management consulting practice in China中国最大、最有经验的重组，薪酬及绩效管理咨询队伍40 full-time consultants40 名全职咨询顾问Most experience in program design在项目设计方面拥有丰富的经验Organizational change, Salary structure, job evaluation, pay delivery

10、.机构重组，工资结构、职位评估、工资发放.Experience with SOEs, JVs, Rep Offices, WOFEs, Private Chinese companies与国营企业、合资企业、外商代表处、独资企业及中国的私营公司均有合作经验Working relationship with MOF and CSRC 与财政部和证监会的良好合作关系 How to Help Our China Clients(current project)翰威特如何帮助在华的客户企业(近期项目) Our Experience in Telecom Industry in Asia Pacific

11、 翰威特在亚太地区电信业的服务经验Our Clients in Telecom Industry and Information Industry (翰威特在电信及信息行业的客户)Success in workforce planning requires HR to:成功的进行员工队伍战略部署计划需要人力资源部门来：Understand outcomes desired by business了解企业经营的预期成果Understand business strategies for obtaining outcomes了解获得这些成果所要采取的经营策略Define best organiza

12、tion structure to support business strategy设计最佳组织结构来支持经营战略Define people requirements needed to achieve business strategy确定完成企业经营策略所需的员工素质能力要求Develop strategies for delivering people requirements制定将员工能力付诸于实践的策略Develop techniques for monitoring progress toward goals发展对于达到目标的进程进行监控的技能Linking People Str

13、ategy to Business Strategy将人力资源战略与企业经营战略相联系Rewarding薪酬管理Align Organization to Business Strategy组织与经营策略相统一Desired Business Results经营目标Business Strategies经营策略People Requirements对员工的要求HR Strategies人力资源策略Employee Needs员工的需求HR人力资源Performing绩效管理Learning培训发展Staffing人员配置Employee Satisfaction员工满意Customer Sat

14、isfaction客户满意Organizing组织管理Our Understanding of Your Situation我们对贵公司的理解Our Understanding of Your Situation我们对贵公司情况的理解Number of employees: Over2700员工人数: 2700余人Registed Capital:0.56billion RMB注册资本：5.6亿元Main line of business:经营范围:Products or services: Application software and solutions产品或服务: 应用软件的供应商和解

15、决方案的提供者Operation location: Shenyang & Dalian主要营业地: 沈阳和大连Business and HR Issues企业经营及人力资源状况Company is experiencing increasing competition for talent and market share 面临日趋激烈的人才及市场份额的竞争Current human resources systems do not support the firms need to be more competitive in the market and the war of talen

16、ts现有人力资源体制不能有效支持企业提高人才及市场竞争力的要求Need to address the efficiency, competitiveness, and longevity of current organization structure需要提高现有组织结构的效率、市场竞争力以及有效寿命WTO will have an impact on your competitive situation中国入世对你们的竞争地位将产生影响Need to develop an effective compensation and performance management program t

17、hat:着手制定有效的薪酬激励和绩效管理计划，此计划将：Is in alignment with business needs and results与企业经营绩效相互协调Helps attract, retain and motivate employees, especially for management staffs帮助吸引，留用和激励员工,尤其针对管理层Rewards competency and/or contribution奖励员工能力和/或贡献Our Response to Your Needs 我们对贵公司需要的反应The remainder of this documen

18、t presents Hewitts initial suggestions regarding how we might partner with Neusoft to resolve the issues at hand.Our suggested approach is in three main phases: 这份文件的以后部分呈现了翰威特公司的初步建议，有关为了解决相关问题我们将如何与东大进行合作。我们的建议方案包括以下三个主要阶段：Phase 1 - Executive Interviews阶段1-高级经理面谈Phase 2 - Assesment of Current HR P

19、ractices, Presentation to Management阶段2-现有人力资源方案评估，并向管理层人员演讲介绍Phase 3 - Re-design Compensation Structure, Long term Incentive Plan and Performance Management System阶段3-重新设计薪酬结构、长期奖励计划以及绩效管理体系Our Response to Your Needs 我们对贵公司需要的反应Because we understand from our meeting that development of a competency

20、 frame-work might also be valuable to Neusoft, we have included some suggestions on competencies and training in the appendix. Indeed, Hewitt advocates a holistic approach to all workforce programs rather than a piecemeal approach. This approach is particularly relevant when considering both your sh

21、ort and long-term business strategy. We believe that competencies can form the basis for all the key elements of your workforce programs.通过会议，我们了解到核心能力结构的设计以及管理培训也将对东大有一定的价值。因此我们在附录中也包括了有关这两方面的建议。实际上，翰威特更主张提供一整套全面的人力资源方案，对公司的长远发展更为相关。核心能力是形成人力资源方案所有关健要素的基础。Overview of the Project Phases 项目阶段概览Phase

22、1 阶段一Executive Interview of Neusofts top management to set directionfor long-term incentive plan, compensation philosophy, and performance management 与东大高级管理人员进行面谈，以便确定长期性奖励计划、薪资理念和绩效管理的方向 Phase 2阶段二A. Assessment of Neusofts current human resource system focusing on performance managementand the com

23、pensation systemA. 对东大当前的人力资源管理系统，尤其是绩效管理和薪资系统进行评估B. Presentation to management B. 向管理层汇报演讲Phase 3A阶段三ARe-design of Neusofts compensation structure/ Re-design of Neusofts longterm incentive plan重新设计东大的薪酬结构和长期奖励计划 Phase 3B阶段三BRe-design performancemanagement system 重新设计绩效管理体系Phase 1 - Executive Interv

24、iews 第一阶段：高层经理面谈We will meet with key executives to understand company goals and strategy and the overall business needs 我们将与关键的高层经理进行面谈，以了解公司目标、策略及总体经营需求Interviews will be based on a pre-agreed questionnaire and will be designed to last approximately 2 hours each. 我们将根据双方预先确定的问卷来进行面谈，每个面谈将持续两小时左右We

25、 had agreed that we would meet with the following individuals 根据双方所达成的共识，我们将与下述人员进行面谈：Chairman, CEO, CFO, Senior Vice President, Secretary to the Board, GM, and the Director of Human Resources董事长、首席执行官、首席财政官、高级副总裁、董事会秘书、总经理及人力资源总监Phase 1 - Executive Interviews 第一阶段：高层经理面谈 During the interviews, we w

26、ill clarify several important questions that provide a context for the long term incentive plan and the compensation system, including: 在面谈过程中，我们将明确与长期奖励计划及薪酬系统相关的诸多重要问题，其中包括：How should the long term incentive plan fit with the rest of the total compensation package? Should fit vary by position in t

27、he company?长期奖励计划应如何与其它全面薪酬计划相匹配？匹配方式是否应根据职位而有所不同？What messages need to be delivered through the long term incentive plan? Which performance measure(s) should be incorporated in the program design? Should payout be structured based on performance range(s)? 需要通过长期奖励计划传达什么信息？计划设计过程中应融入哪些绩效标准？是否应根据绩效幅度

28、来确定费用结构？How will the company fund the program? 公司如何筹措计划基金？What should be the proper mix of base pay, short-term incentive, long-term incentive, and benefits in the compensation plan?在薪酬计划中，基本工资、短期奖励、长期奖励和福利应各占多少比例？Phase 1 - Executive Interviews 第一阶段：高层经理面谈Your answers to these questions will generat

29、e a context within which Hewitt Associates can guide Neusoft in the identification of long term incentive plan provisions, including: 翰威特咨询公司将根据您所提供的答案来引导东大确定基本的长期奖励计划条款，其中包括：Eligibilityhow will plan coverage be determined and administered?享受资格：如何确定和管理计划的适用范围？Award sizes and target opportunitieshow

30、will award levels be defined? 授予数额与目标机遇：如何确定授予级别？Award frequencyhow often will awards be issued? 授予周期：授予周期为多长时间？Vesting or exercise restrictionswhat will be the nature of time- or performance-related vesting restrictions? 兑现或承兑限制：与时间或绩效相关的兑现限制措施的实质是什么？Termination provisionswhat will happen at death,

31、 disability, retirement, etc.? 终结条款：计划享受者死亡、残疾、退休时应如何加以处理？The right total compensation mix between base pay, short and long-term incentive, and benefits 全面薪酬计划中，基本工资、短期奖励、长期奖励与福利的合理比例。Phase 1 - Executive Interviews 第一阶段：高层经理面谈Key Outcomes:关键结果：At the end of this phase, we will have gathered inputs f

32、rom various key executives on the business strategy, and the goals and expectations for the long term incentive plan and compensation program 该阶段结束时，我们将收集到各位关键高层经理有关经营策略方面的意见与建议，以及对长期奖励与薪酬计划的目标与期望We also will have clarified the objectives and potential key design features of the program我们还将明确该计划的总体目

33、标及潜在的关键设计要素Phase 1 - Executive InterviewsFocus Group (Optional) 第一阶段：核心小组(备选)You may also choose to have us conduct focus group meetings with key groups of employees 您还可以选择由翰威特咨询公司与关键的员工小组来进行核心小组面谈During these focus group discussions we would assess the employees views on:在核心小组面谈中，我们将评估下述内容：How sati

34、sfied employees are with Neusofts compensation system 员工对东大薪酬系统的满意度Their understanding of the various components of pay (I.e. base bay, incentives, bonus, benefits, etc.) 员工对各种薪酬要素的理解情况(即：基本工资、奖励、奖金、福利等)Their views on how competitive Neusoft is in terms of total compensation员工对东大全面薪酬系统竞争力的看法Their ov

35、erall satisfaction about the employment relationship a Neusoft 员工对东大聘用关系的总体满意度Their overall view of the various HR systems and management in general 员工对各种人力资源系统与一般管理的总体看法Their understanding of the companys business goals and their contributions to those goals员工对公司经营目标以及他们在实现这些目标的过程中所发挥的作用的理解情况Phase

36、1 - Executive InterviewsFocus Group (Optional) 第一阶段：核心小组(备选)Key Outcomes: 关键结果：At the end of this phase, we will have gathered inputs from employees on the business goals and their views on all HR systems including total compensation该阶段结束时，我们将收集到员工们对于经营目标的建议，以及他们对包括全面薪酬在内的所有人力资源系统的看法We will use this

37、 information to help us design programs that both meet the needs of top management and employees.我们将根据该信息来设计相关计划，使之既满足高层管理人员的需求，也满足员工们的需求Phase 2A - Assessment of Current HR Practices 第二阶段A：现有人力资源方案评估In this Phase, Hewitt Associates will review all of Neusofts materials and procedures regarding Human

38、 Resources with a specific focus on Compensation and Performance Management 在该阶段中，翰威特咨询公司将审核所有的东大人力资源材料与规程，尤其是薪酬与绩效管理方面的内容Hewitt will give Neusoft a list of materials it would like to study 翰威特将为东大提供一系列分析材料Once we have collected all materials we will review them and assess your systems against Hewit

39、ts database of best practices. We will: 收集到所有材料之后，我们将对其加以审核并对照翰威特最佳方案数据库来评估贵公司的系统。我们将：Review all technical aspects of your systems and determine where there are gaps and areas for improvement 审核东大系统中所有的技术要素，并确定其中的差距与不足之处Assess the link between your human resource practices and your stated business r

40、esults 评估东大人力资源方案与您所陈述的经营结果之间的关联性Determine if the link is strong or not 确定这一关联性是否紧密Begin outlining how to improve the system 开始规划如何改进该系统Phase 2A - Assessment of Current HR Practices 第二阶段A：现有人力资源方案评估Key Outcomes: 关键结果：At the end of this Phase, Hewitt will have a thorough understanding of Neusofts HR

41、practices specifically related to Performance Management and Compensation该阶段结束时，翰威特咨询公司将充分理解东大的人力资源方案，尤其是那些与绩效管理和薪酬密切相关的方案This information will be used to draft a report to Neusoft outlining key areas for improvement and proposals for next steps我们将根据该信息草拟一份报告，以便向东大概述关键的改进之处及后续步骤提案Phase 2B - Assessme

42、nt of Current HR PracticesPresentation to Management第二阶段B：现有人力资源方案评估向管理层进行演讲介绍Once Hewitt has gathered all the information from the executive interviews, focus group (if applicable), and assessment of human resource practices we will make a half-day presentation to management翰威特咨询公司在从高层经理面谈、核心小组(备选)

43、面谈及人力资源方案评估中收集到所有信息之后，我们将向东大管理层进行一次为期半天的演讲介绍。The presentation will outline:演讲中将概述下列内容：Our understanding of the business strategy as outlined by the key executives 我们对于东大高层经理所概述的经营策略的理解How the business strategy fits in with the total compensation plan该经营策略与全面薪酬计划的匹配情况Key areas of agreement amongst th

44、e top management for the direction of the long term incentive plan 高层管理人员对长期奖励计划所达成的关键共识The message Executives want to send through the implementation of the long term incentive plan 高层经理希望通过实施长期奖励计划所传达的信息内容Any related information on the direction of the company and the alignment of the its Human re

45、source systems 任何与公司方向及人力资源系统调整相关的信息Phase 2B - Assessment of Current HR PracticesPresentation to Management 第二阶段B：现有人力资源方案评估向管理层进行演讲介绍The presentation will also outline: 演讲中还将概述下列内容：Our findings from the audit of the human resource practices 人力资源方案的主要审核结果How the Neusoft practices compare with best p

46、ractices in China东大方案与在华最佳方案的对比情况Our suggestions for modifications and improvement including:我们的修改与改进建议包括：Various options along with advantages and disadvantages of each option 各种方案及其优、缺点Our recommendations on solutions best adapted to Neusofts situation 我们所建议的最适用于东大现状的解决方案A comprehensive proposal o

47、n how to design and implement our recommendations有关如何设计和实施翰威特提案的一个综合性计划Phase 2B - Assessment of Current HR PracticesPresentation to Management 第二阶段B：现有人力资源方案评估向管理层进行演讲介绍Key Outcomes: 关键结果：At the end of this presentation, Neusoft will have a comprehensive understanding of the direction and desire res

48、ults for designing and implementing long term incentive plan演讲结束时，东大将对设计和实施长期奖励计划的方向和预期结果获得一个全面的理解Neusoft will also have a comprehensive review of its total remuneration and performance management system along with recommendations for improvement东大在获得改进建议的同时，还将获得对其全面薪酬与绩效管理系统的全面审视Neusoft will have a

49、 comprehensive proposal on how Hewitt would address its desire to modify or re-do the compensation and performance management systems东大将获得一份综合性的提案，其内容是关于翰威特公司将如何在修改或重新制定薪酬与绩效管理系统方面满足贵公司的需求Phase 3A：Re - Design of Compensation Structure/Long-Term Incentive Plans 阶段三A：重新设计薪酬结构和长期奖励计划Job Documentation 职

50、位文档Definition and Purposes 定义和目的Is a process of defining and describing: 是一个定义和描述的过程:Job duties/responsibilities 工作责任/职责Job characteristics 工作性质Other requirements of jobs 其他的工作要求Typical purposes of job documentation include: 职位文档的典型目的包括:Process Overview 程序概览Step 1:Define Purposesand Guidelines 步骤1:确

51、定目的和准则Step 2:Design Template and Tool步骤2:设计模式和工具Step 3: Job DocumentationTraining步骤3: 职位文档培训Step 4: Review Job Documentation步骤4: 审核职位文档NeusoftsManagers and SupervisorsDocument Jobs东大软件集团有限公司的经理和主管将职位文本化tProcess Steps 程序步骤Step 1: Defining the purposes of job documentation 步骤1: 确定职位文档的目的The project te

52、am will meet to: 项目小组将会面:Discuss how Neusoft will use job documentation讨论东大软件集团有限公司将如何使用职位文档Present how various purposes can impact on the design of the template 演示不同的目的将会如何影响模式的设计Agree on high level principles of the development of a job description template 在设计职位描述模式时所涉及的高层次的原理上达成一致Process Steps 程

53、序步骤Identify the most appropriate approach (e.g., job interview, questionnaire) to gathering job related information 确定最恰当的方法(例如职位访谈和问卷形式)，从而收集所有与职位相关的信息 Outcome: The purposes of job documentation is identified, which will guide the design of the job description template; the project team agrees how

54、to gather updated and accurate job related information 结果：职位文档的目的最终确认，并将指导职位描述模式的设计；项目小组在如何收集与职位相關的最新的并准确的信息上达成一致。Process Steps (Cont) 程序步骤(续)Step 2: Design job description template and information gathering tool 步骤2: 设计职位描述模式以及信息收集工具Hewitt will will design the template off-site 翰威特将为公司设计模式The templ

55、ate should support Neusoft s purposes of establishing job documentation这一模式应支持东大软件集团有限公司建立职位文档的目的The template may consists of: 这一模式可能由以下几部分组成Job purpose, primary duties and responsibilities. reporting relationship, internal & external customers, job requirement (e.g., education, experience), approva

56、l process 工作目的、主要的责任和职责、与上级的汇报关系、内部和外部的客户、工作要求(例如教育背景和相关经验)以及批准认同的程序。Process Steps (Cont) 程序步骤(续)Hewitt will design appropriate tools (e.g., interview guide, questionnaire) to prepare for information gathering 翰威特将设计恰当的工具(例如面谈指导和问卷)，从而为信息收集做准备The project team will meet to finalize the template and i

57、nformation gathering tools 项目小组将会面并且最终确定模式和信息收集的工具Outcome: Neusoft will have a useful job description template that serves its purposes; and an effective tool is available to gather updated and accurate job related information 结果: 东大软件集团有限公司将拥有能为目的服务的有效的职位描述模式，并且具备有效的工具去收集最新的且准确的与职相关的信息Process Steps

58、 (Cont) 程序步骤(续)Step 3: Job Documentation Training 步骤3: 职位文档培训Hewitt will prepare training materials off-site; the material will focus on: 翰威特将准备培训材料，这些材料将注重于：Introduction of the template and the information gathering tool有关模式及信息收集工具的介绍How to gathering information and documenting jobs once the inform

59、ation is received一旦接收到信息，将如何进行信息收集及职位文本化工作Process Steps (Cont) 程序步骤(续)The project team will meet to finalize the training material 项目小组将会面并最终确定培训材料Neusof will make all necessary logistics arrangement for the training东大软件集团有限公司将为培训做好所有必要的安排Usually, managers/supervisors are responsible for documenting

60、 their subordinates jobs; therefore, they are required to attend the training 通常情况下，经理或主管负责将他们下属的职位文本化。因此，他们被要求参加培训Hewitt will conduct job documentation training; examples of completed job documentation will be provided for Neusoft as a reference 翰威特将进行职位文档培训，已完成的职位文档实例将提供给东大软件集团有限公司作为参考Outcome: Neu