中国移动人力资源改进报告-英文版ppt课件

1、Human Resources System EnhancementatChina Mobile (Hong Kong) LimitedProposal by:April 2001Human Resource System EnhancementProject Methodologies, Time and feeProject OrganizationProject StepsDiscoverDuring this phase, our aim is to collect all necessary information for the Invent stage. The specific

2、 steps, timing and deliverables are as follows:A. Project PlanningB. Clarification of HR Strategy and Company CultureC. Understanding current HR management process D. Job AnalysisE. Understanding the current performance management appraisal systemsDetails see Attachment III-Project PlanProject plan

3、Communication planUnderstanding of:current business, future visionHR philosophy, direction, strategy, guiding principles, etc.performance management systemIdentification and understanding of benchmark jobsActivitiesTimingDeliverablesInventDuring this phase, our aim is to design remuneration and perf

4、ormance management and organizational development related programs. F. Design a job evaluation system G. Evaluate the benchmark jobsH. Benchmark against marketI. Develop a reward strategy frameworkJ. Design a salary structureK. Revise benefit programsL. Devise a Performance Management SystemM. Prepa

5、re Communication MaterialDetails see Attachment III-Project PlanJob Evaluation SystemGrade StructureMarket Assessment ResultSalary StructureBenefit SchemePerformance Management SystemCommunication MaterialActivitiesTimingDeliverablesN. Communicate recommendations to the senior management team for ap

6、provalO. Develop an implementation planP. Training and communication on the performance management systemQ. Final documentation and hand-overDetails see Attachment III-Project PlanPresentation to the senior management team and approval of new programs by the senior management teamImplementation Plan

7、Performance Management “ Train the Trainers SessionsA “Manual summarising all project deliverablesActivitiesTimingDeliverablesDeliverDuring this phase, our aim is to roll out all plans and programs.Our Team and ExperienceTo navigate this process, accenture has put together an integrated team consist

8、ing of a project director, project manager, and consulting experts in organizational strategy & process, compensation & benefit and performance management & incentive. The team assigned to this project brings a wealth of expertise in the development of human resources systems for Chinese companies.

9、Our experience includes a similar assignment for a Chinese state-owned energy company, whose legacy grading and pay structure is based on seniority not skills, bonuses are equally divided, performance measured through relationships. accenture assisted the client in: implementing a grading structure

10、for white-collar and blue-collar employees that considers job skills in place of seniority, designing a pay structure which corresponds to the new grading and is linked to job skills and market,devising an annual incentive and stock option plan that is linked to employees performance achievementdeve

11、loping performance contracts using Key Performance Indicators (KPIs) to measure individual performanceIn addition to the accenture team, we recommend developing a joint project team, consisting of members from China Mobile and accenture. accenture will work with the project team to determine what ot

12、her resources will be needed in the design of the system and how, for example, an Advisory or Steering Committee, etc. might augment and facilitate the work of the project team.Time & FeeThe time frame for the development and implementation for this project is tight. From our experience, a project o

13、f this size and scope typically takes 8 to 10 months. However, we can be flexible and partner with you to develop a project plan and scope that is achievable in 4 to 5 months. In order to do so, we will need a greater understanding of the objectives of this project, internal work done to date and wo

14、rk in progress.We estimate the fees for the three phases to be as follows: US$Discover Phase:44,000Invent Phase:218,000Deliver Phase: 48,000Out of Pocket Expense: 52,350Total:362,350Time & Feeaccenture will invoice China Mobile for fees and expenses in accordance to the following payment schedule:Pr

15、oject Proposal acceptance30% of Total fees(USD 108,705)After Conducting Job Evaluation at the end of May, 200140% of Total fees(USD 144,940) After all the deliverables submitted at the end of July, 200130% of Total fees(USD 108,705)Invoices are payable upon receipt and payment will be due thirty (30

16、) days following the date of the invoice. accenture will assess a late charge at the rate of one percent (1%) per month on any balance outstanding more than 30 days following the date of the invoice.Human Resource System EnhancementProject OrganizationProject StepsProject Methodologies, Time and fee

17、DiscoverDuring this phase, our aim is to collect all necessary information for the Invent stage. The specific steps, timing and deliverables are as follows:A. Project PlanningDuring this stage, we will work with you to clarify objectives, expectations, deliverables and timing. We will also discuss t

18、he resources needed from different parties and their availability. Accordingly, we will devise a detailed project plan that is realistic and suitable for all parties involved. The roles and responsibilities of each party, approval requirements, communication protocols, regular meeting schedules, pro

19、ject update and review procedures, success measures will all be discussed and finalised during this planning phase.In addition, a plan will be devised to outline what information will have to be communicated, when, to who and how.Details see Attachment III-Project PlanDetailed project plan with clea

20、rly defined roles and responsibilitiesCommunication planActivitiesTimingDeliverablesDiscoverB. Clarification of Human Resources Strategy and Company Cultureaccenture contributes the success of remuneration programs to their alignment with business strategy, human resources strategy and company cultu

21、re. We will collect any pertinent document, including but not limited to employee focus group and survey reports, employee policies and programs, assessments of the structure and staffing competencies, etc. We will assemble pertinent best practice data from accentures various proprietary data source

22、s, and collate what we have learned about the current China Mobile culture situation. Details see Attachment III-Project PlanUnderstanding of China Mobiles current business, future vision and clarification of the Human Resources StrategyActivitiesTimingDeliverablesDiscoverC. Understanding current HR

23、 management processTo get an overview of the HR management process, We will collect all the documents related to the HR management working processes, including the current process map, the description manual, relevant tables and documents. We would conduct individual interview with the HR department

24、 regarding the core HR management process, including recruitment, training, compensation and benefit, etc. We would also conduct several focus group discussions among the member staff regarding the HR management process. Through the interviews and the group discussions, we aim to get a clear current

25、 HR management process map at different subsidiaries.Details see Attachment III-Project PlanUnderstanding of the key processes of HR management.ActivitiesTimingDeliverablesDiscoverD. Job AnalysisThis step involves the collection and validation of information about the jobs. Instead of analyzing all

26、jobs, we will aim to select around a total of 150 benchmark jobs in 3 selected locations of China Mobile. The primary source of job related information will be job descriptions that will be provided to us by the Human Resources Department. We assume that China Mobile has updated job descriptions tha

27、t accurately reflect the duties, responsibilities and key result areas of the various jobs. If needed, accenture can also provide China Mobile with job analysis questionnaires to facilitate the collection of relevant information. In case there are doubts about the jobs, the process will be complemen

28、ted through interviews with line managers or supervisors. We assume those to be limited to 50 interviews.Please note that writing detailed job descriptions is beyond the scope of this project. Details see Attachment III-Project PlanUnderstanding of 150 benchmark jobs in China MobileActivitiesTimingD

29、eliverablesDiscoverE. Understanding the current performance management/ appraisal systems As part of this stage, we will collect documentary evidence of different schemes that are in place within China Mobile. We will also aim to obtain a qualitative evaluation of how those are actually implemented,

30、 how effective they are perceived, the things that work and those that do not work. In order to facilitate data collection, we will carry this out in tandem with steps B, C, D and F. When we meet representatives of different subsidiaries, we will also ask them to comment on their experience with the

31、 performance management system.Details see Attachment III-Project PlanUnderstanding of different performance management systems that are in place and their effectiveness ActivitiesTimingDeliverablesInventDuring this phase, our aim is to design remuneration and performance management and organization

32、al development related programs. F. Design a job evaluation system WW typically starts this phase by deciding which type of evaluation system would apply to the particular client situation. The types of evaluation approaches are as follows: accenture FactorComp accenture Global Grading SystemIntrodu

33、ction of the methods are given in Appendix A.Details see Attachment III-Project PlanA new job evaluation system to be used to assess the relative worth of jobs within China MobileActivitiesTimingDeliverablesInventG. Evaluate the benchmark jobs based on the new job evaluation systemFollowing the desi

34、gn of the job evaluation system, we will proceed to evaluating the analysed benchmark jobs. This process will be conducted together with China Mobiles Personnel Team through workshops. The intention is for the future users of the system to fully understand it, experience the use of it and ensure tha

35、t they feel comfortable administering it in the future. We would expect China Mobile staff to evaluate non-benchmark jobs.Details see Attachment III-Project PlanWorkshop with personnel representatives of China MobileEvaluation of all 150 benchmark jobs ActivitiesTimingDeliverablesInventH. Benchmark

36、against marketThis will involve collecting compensation and benefits information from all the units to assess the competitiveness of jobs, understand the extent of internal inequities and also devise a transition plan once the new system is designed. The remuneration information will then be collect

37、ed through survey instruments provided by us.The figures 1 to 3 overleaf demonstrate the kind of analysis that will be conductedDetails see Attachment III-Project PlanOne to one job matching meetings with each of the entitiesCollection of compensation and benefit practices Benchmark result:Assessmen

38、t of internal equityAssessment of external competitiveness with respect to remuneration mix and compensation and benefits levelsActivitiesTimingDeliverablesP90P75P50P25P10Figure 1: Competitive Analysis - TrendlineFigure 2: Market Comparison of cash compensationFigure 3: Benefits, Terms and Condition

39、s of Service Company Providing%No.18.Car Provisions/ % of companies providing/ Staff eligibility/ Management/ Non-management/ Usage of company car/ Management/ for business use only/ for both business and private use/ Non-management/ for business use only/ for both business and private useInventI. D

40、evelop a reward strategy and frameworkFollowing clarification of the human resources strategy and understanding of your current competitive positioning, we will move on to design a new and realistic remuneration strategy for China Mobile. The strategy will aim to attract and retain the right calibre

41、 of employees going forward and motivate existing staff towards high performance levels. It will clearly set out what China Mobiles philosophy is in paying people, who it considers as competitors, what the pay strategy is for different components and groups of staff, etc.We will work with your senio

42、r human resources team to create the strategy. The figures 4 overleaf demonstrate the total rewards model to support key business imperatives.Details see Attachment III-Project PlanReward strategy for China MobileActivitiesTimingDeliverablesIllustrative Reward Strategy MatrixFlexHealth PlanHousingPe

43、nsionNon-Remunerative RewardCareer DevelopmentRecognition ProgramPerformance ManagementChild Care FacilitiesRecreation FacilitiesProf. Development LeavePrimeImportanceSecondaryImportanceNot RelevantFigure 4: Total Rewards ModelKey Business ImperativesReward ComponentAttractEmployeesRetain KeyPerform

44、ersEnhanceProductivityRecognizeIndividualContributionMaximizeCompanyPerformanceImproveOverallSkill LevelsRemuneration CashBasic SalaryIndividual Performance PayGroup Productivity PayLong term IncentiveRemuneration - Non-CashInventJ. Design a salary structureThis involves putting the new strategy int

45、o practice. We will look at readjusting the remuneration mix used at China Mobile to better align with the market and its business. We would expect the mix to be slightly different for different organisational levels and front line and back office functions. (Before we move on with the development o

46、f an incentive plan or salary structure, we will seek to communicate and get approval of the proposed mix from your senior management team.)Based on the new base pay strategy and current pay levels, we will devise a new and realistic salary structure. The structure would be based on the new grading

47、structure devised as a result of the job evaluation exercise. Whilst we present the new salary structure, we will also highlight the positions that are paid below or above the structure and advise you on how to deal with these cases. Weeks 1215Remuneration mix by function, if appropriateApproval of

48、the mix by senior management teamA new salary structureRecommendations on how to deal with jobs fall below / beyond the salary boundariesActivitiesTimingDeliverablesInventK. Revise benefit programsIn light of the analysis conducted in phase I and the new benefits philosophy, we will identify the ben

49、efits China Mobile can improve or alter, which may include, but not limited to: supplementary pension supplementary housing benefit stock options We will look at the number of staff affected by the proposed change as well as the cost implications of changing benefits provisions.Recommendations will

50、be made with respect to transition from existing to proposed benefits. Details see Attachment III-Project PlanRecommendations on changes to existing benefit plansActivitiesTimingDeliverablesInventL. Devise a Performance Management SystemIn order to successfully implement a reward strategy, an approp

51、riate performance management system needs to be developed. While the process of performance management can be defined in a number of ways, we believe that it is an on-going continuous improvement process. Please refer to Figure 5 on next page to see a graphical illustration of the performance manage

52、ment process.In order for the process to be triggered off, we normally help clients in the following areas: preliminary design of the performance management system determination of measurements development of performance management documents integration with pay programs training and communication (

53、covered under the deliver phase of this proposal)Details see Attachment III-Project PlanFramework and design of a new performance management systemDetailed documentation about the system, including performance evaluation forms, guidance notes, plan documents, etc.Interface with pay programs designed

54、 at an earlier stageActivitiesTimingDeliverablesFigure 5: The Performance Management ProcessDIVISIONAL GOALS &ACTION PLANSDEPARTMENT GOALS &ACTION PLANS STRATEGY Core purpose Business strategy Cultural values Core competencies Business Plans & Budgets Manpower PlansLEADING Mentoring Counseling / Dis

55、cipline Coaching Informal one-on-one feedback Self monitoring Updating, Revising ObjectivesREVIEWING Formal assessment Performance measurement Self Review Other feedback sources Assessment of PotentialREWARDING Base pay Bonuses Promotion / Job enrichment Job rotation / transfer Opportunities to lead

56、 Catering to employee needsInputs for next round ofplanning activitiesSuccession PlanningRecruitmentPLANNING Key result areas Core competency improvements Personal development planning High potential development plan Setting performance standards Individual/team performance targetsInventL-1. Prelimi

57、nary design of the performance management systemThis is the preliminary stage where we make decisions about the performance management system in terms of process to be followed, criteria to be evaluated, people to be included, feedback mechanisms, communication and implementation process, etc. The d

58、esign of the system is largely determined by the underlying human resources philosophy and degree of differentiation among employee groups that would have been discussed at the outset. To achieve this, we are likely to have an initial orientation session with the human resources representatives to d

59、iscuss the various models available and try to arrive at a decision on which would be the best alternative to use for various employee groups in China MobileDetails see Attachment III-Project PlanFramework and design of a new performance management systemActivitiesTimingDeliverablesInventL-2. Determ

60、ination of measurementsThe heart of this process will be to establish measurements that are aligned with and support organizational objectives/desired behaviors. WW will work with the China Mobile Personnel team to address two types of measurement processes: Results-driven measures (what was accompl