HAYGROUP咨询总监的《人力资源战略》课件

1、People Before StrategyMichael ChanDirector, China/HKTel : (852) 2527 9797Tel : 8621 6279 8832第1页，共35页。Operationalize Business Strategies throughPeople Managementto Achieve ResultsPeople Before Strategy第2页，共35页。Mission / VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccessio

2、n PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndivid

3、ual CompetenciesC-Sort Hay MethodologyFields of ManagementI.R.M. A.Process MappingHay JA methodologyJE Guide ChartHay MethodologyCompetencies Modeling PSE / PVQLSI / MSIOCS / ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External Competitiveness Coaching and MMPI programsBEI第3页，共35页。Mi

4、ssion / VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole ClarificationJob Ana

5、lysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M. A.Process MappingHay JA/JEGuide ChartHay MethodologyCompetencies Modeling PSE / PVQLSI / MSIOCS / ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLS

6、Paynet External CompetitivenessExecutive / Masterful CoachingMMPIBEI第4页，共35页。Concept of Work Culture第5页，共35页。High Performing Organizations . How Value is CreatedFUNCTIONNETWORKPROCESSTIME-BASEDTechnical and specialist leadershipReliabilityResource ManagementCustomer satisfactionHigh service levelsBa

7、lanced returnsVenture drivenEntrepreneurshiprisk- takingEffective partnershipsSpeed to marketTechnical edgeExploring opportunitiesThese are the factors that need measuring and reinforcingTECHNOLOGYCUSTOMERRELIABILITYFLEXIBILITY第6页，共35页。C-SortHay Functional Work Culture Model“Our Functional Work Cult

8、ure Rewards, Encourages and Supports the Following Behaviors and Activities.”Very Frequently/To a Great Extent/ In Most Parts of the OrganizationVery Infrequently/To a Small Extent/In Few Parts of the OrganizationSometimes/To Some Extent/ In Some Parts of the OrganizationMaximizing customer satisfac

9、tion (4)Limiting the downside of risks (32)Establishing clear, well- documented work processes (19)Minimizing unpredictability of business results (45)Being highly organized (7)Maintaining existing customer accounts (11)Being precise (48)Providing secure employment (3)Being loyal and committed to th

10、e company (55)Maintaining clear lines of authority and accountability(18)Treating employees fairly and consistently (22)Using proven methods to serve existing markets (8)Anticipating changes in the business environment (35)Minimizing human error (52)Establishing clear job descriptions and requiremen

11、ts (26)Using limited resources effectively (15)Quality checking subordinates work (44)Attracting top talent (21)Supporting top management decisions (50)Delivering reliably on commitments to customers(13)Developing new products or services (54)Selling successfully (16)Continuously improving operation

12、s (20)Gaining the confidence of customers (46)Using resources outside the company to get things done (33)Respecting the chain of command (37)Responding to customer feedback (30)Participating in training and continuing education (31)Achieving budgeted objectives (56)Providing employees with resources

13、 to satisfy customers (10)Demonstrating understanding of thecustomers point of view (6)Increasing decision making speed (39)Rewarding superior performance (23)Pushing decision-making to the lowest levels (51)Supporting the decisionsof ones boss (2)Tolerating well-meaning mistakes (29)Encouraging inn

14、ovation (40)Taking initiative (36)Pioneering new ways of doing things (24)Being flexible and adaptive in thinking and approach (14)Taking action despite uncertainty (43)Applying innovative technology to new situations (28)Capitalizing on windows of opportunity (27)Establishing new ventures or new li

15、nes of business (12)Building strategic allianceswith other organizations(41)Maintaining a high senseof urgency (25)Finding novel ways to capitalize on skills that people have (53)Acquiring cross-functional knowledge and skills (49)Encouraging expression ofdiverse viewpoints (47)Encouraging teamwork

16、(1)Capitalizing on creativity and innovation (34)Organizing jobs around capabilities of individuals (38)Significantly decreasing cycle times (9)Experimenting with new management techniques (5)Promoting ones point of view strongly (17)Adapting quickly to changes in the business environment (42)第7页，共3

17、5页。Mission / VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole ClarificationJo

18、b AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M. A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE / PVQLSI / MSIOCS / ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet

19、 External CompetitivenessExecutive / Masterful CoachingMMPIBEI第8页，共35页。Organisation Structure / ProcessesField of ManagementExternal RelationsFinance and ControlMarketingHuman Resource ManagementProductionPhysical Distribution (Logistics)Research and DevelopmentSecretarial and LegalIRMA and Process

20、Mapping第9页，共35页。Mission / VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole Cl

21、arificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M. A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE / PVQLSI / MSIOCS / ECI 4 Circle ModelIceberg ModelEngaged Perform

22、anceHLSPaynet External CompetitivenessExecutive / Masterful CoachingMMPIBEI第10页，共35页。Job/Role AnalysisNature and Scope of ActivitiesA Description of :How the job is performed (Environment/Structure)what is involved in achieving the Principal AccountabilitiesPrincipal AccountabilitiesList of End Resu

23、lts that are required from the jobholderKey Performance IndicatorMeasures of successful performance of the accountabilitiesCompetency/Skill RequirementSkills and behaviors required for successful performance in the job and the organizationOrganisation Relationship第11页，共35页。is a system for ranking jo

24、bs logically and fairly by comparing job against job or against a pre-determined scale to determine the relative value of jobs to an organisation.“The term job evaluation refers to a formal procedure for hierarchically ordering a set of jobs or positions with respect to their value or worth, usually

25、 for the purpose of setting pay rates.”National Academy of Sciences 1979Job Evaluation第12页，共35页。TechnicalKnow-HowManagementBreadthHuman RelationsSkillsFreedomto ActArea of ImpactNature ofImpactThinkingEnvironmentThinkingChallengePROBLEM SOLVINGKNOW-HOWACCOUNTABILITYElements of Job Size第13页，共35页。Miss

26、ion / VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole ClarificationJob Analy

27、sisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M. A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE / PVQLSI / MSIOCS / ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet Extern

28、al CompetitivenessExecutive / Masterful CoachingMMPIBEI第14页，共35页。Hay/McBer Competency DefinitionAny motive, attitude, skill, knowledge, behaviour or other personal characteristic that is essential to perform the job, or differentiates average from superior performers第15页，共35页。Underlying Competencies

29、 Become More Important as Job Complexity IncreasesNatural Tendencies and TraitsTask- Related Knowledgeand SkillsFor Example:Knowledge of Electronics, Companies Products, Labor Relations, Law Skill in active listening, NegotiatingFor Example:TenacityInitiativeInterpersonal SensitivitySelf ConfidenceJ

30、ob ComplexityRelative ImportanceHighLow第16页，共35页。Iceberg Model of CompetenciesKnowledgeSkillSocial RoleSelf-ImageTraitMotiveInformation that a personhas in a particular areaThe image one projectsto others (“outer-self”)A general disposition tobehave in a certain wayBehavioural demonstrationof expert

31、iseA persons sense of identityand worth (“inner-self”)Recurrent thoughtsthat drive behaviour第17页，共35页。The Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance第18页，共35页。SelfAwareness

32、SocialAwarenessSelfManagementSocial SkillsEmotional Self-AwarenessAccurate Self-AssessmentSelf-ConfidenceEmpathyOrganizational AwarenessSelf-ControlTrustworthinessConscientiousnessAdaptabilityAchievement OrientationInitiativeInfluenceDeveloping OthersService Orientation LeadershipCommunicationChange

33、 CatalystConflict ManagementBuilding BondsTeamwork & CollaborationCritical EI Competencies第19页，共35页。The Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance第20页，共35页。Competency Mode

34、l第21页，共35页。The Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance第22页，共35页。Research Has Identified Six Managerial Styles:CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoach

35、ing第23页，共35页。0%10%20%30%40%50%60%70%80%90%100%10%20%30%40%50%60%70%80%90%100%1999 McBer and Company, Inc. All rights reservedManagerial Style InventoryParticipant VersionAsia Norms66=Dominant50-65=BackupCoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachingWhat Styles Do I Think I am Using?第2

36、4页，共35页。0%10%20%30%40%50%60%70%80%90%100%CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching10%20%30%40%50%60%70%80%90%100%Managerial Style InventoryEmployee Version (N=5)Asia Norms66=Dominant50-65=Backup1999 McBer and Company, Inc. All rights reservedWhat Styles Do They Perceive Me Using?

37、第25页，共35页。The Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance第26页，共35页。 Six climate dimensions relate to performance: Flexibility Standards Team Commitment Responsibility Rewar

38、ds ClarityResearch indicates.第27页，共35页。Organizational Climate of Outstanding and Typical ExecutivesResponsibilityRewardsTeam Commitment0102030405060708090100FlexibilityStandardsClarityTotalOrganizational Climate Good ExecutivesOutstanding ExecutivesClimate DimensionsEmployee AssessmentHigh Performin

39、g Leaders and Managers Create Better Climates第28页，共35页。The Results of Investing in CompetenciesHay/McBer Competency Method Produces Superior HiresLOreal Salesforce Candidate Selection, 1988-199015%41%6%0%78%68.7%18.7%10.5%21%0%Quit or FiredCandidates forPromotionPromoted toManagementAchievedSales Qu

40、otaAverage SalesIncreasePer QuarterFocusing on the right competencies has direct business impact33 candidates hired using the Hay/McBer competency method44 candidates hired conventionally第29页，共35页。RewardHow willemployees be compensated?Recruitment and SelectionHow should qualified candidates be iden

41、tified, assessed and selected?Career PlanningHow can we help employees realise their potential and aspirations?CompetencyModel and ProfilesTraining & DevelopmentWhat are the development requirements for our roles? How can we build these capabilities?Succession Planning and Work Force Audit What capa

42、bilities do we have? What do we need?Performance ManagementHow will we drive superior performance?Strategically Applying Competencies第30页，共35页。Mission / VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Perfor