美世HR如何成为一个战略业务伙伴

HR’sNewRole

BecomingaStrategicBusinessPartner

November2005ODNNationalConferenceMinneapolis第一页，共三十五页。MercerDeltaConsultingOverviewBriefDescriptionOfMercerDeltaConsulting(MDC)HRTransformationandtheEvolutionoftheHRBusinessPartnerConceptWhatItTakestoBeAnEffectiveHRBusinessPartnerUsingDiagnosistoTransformRelationshipsandOpportunitiesStayingFocusedonIssuesthatMattertotheBusinessDeliveringChangesThatMakeaRealDifferenceSomeExamplesofDoingItWellNextSteps第二页，共三十五页。MercerDeltaConsultingMercerDeltaClientsExecutiveleadershipatthepublic-company/enterpriselevelIncludesCEOs,COOs,ExecutiveTeams,andBoardsRelationshipsextendoutintotheorganization$1billion+enterprisesandsmallerhigh-growthcompaniesRecognizingtheneedforchangeAwareofownlimitationsLookingforassistance第三页，共三十五页。IllustrativeClientCompaniess第四页，共三十五页。MercerDeltaConsultingCreatingKnowledge第五页，共三十五页。HRTransformationandtheEvolutionoftheHRBusinessPartnerConcept第六页，共三十五页。MercerDeltaConsultingThePromiseofHRTransformationSubstantialcostsavingsthroughtheautomationandoutsourcingofroutinetransactionalworkandthecreationofsharedservicesMorecomplete,accurate,andusefulinformationmanagementthroughthecreationofcomprehensive,all-encompassingdatabasesandHRISsystemsEnhancedaccessibilityandself-servicethrough24/7onlineandcallcentersupportforroutineoperationsUniformpolicyapplicationacrosslocationsduetocentralizationofdecision-makinginsharedsystemsEnhancedcapabilitiesthroughcentersofexcellencefornon-routineworkFreedfromtheroutinework,anewroleforHRgeneralistsasstrategicbusinesspartners第七页，共三十五页。MercerDeltaConsultingFromPersonneltoBusinessPartnerApproximateDatesKeyBusiness

IssuesHRRoleTitleforRole1920s-1930sOrganicGrowthNewTechnologiesHiring,Training,andCaringforEmployeesPersonnel1940s-1970sDiversificationCompetitionProductivityNegotiationsEmployeeRelations/LaborRelations1970s-1990sInternationalCompetitionSurvivalShifttoServiceDownsizingLeadershipChangeProgramsPerformanceManagement/RewardsHumanResources2000GlobalizationInnovationReinventionTalentDevelopmentStrategicCapabilitiesHRBusinessPartner/CCO第八页，共三十五页。MercerDeltaConsultingEvolutionofOrganizationDevelopmentApproximateDatesKeyBusiness

IssuesODRoleTitleforRole1940s-1960sCoordinationProductivityMotivationSurveysSTS/WorkDesignTeam-BuildingOD1970sInternationalCompetitionQualityQuality1980s-1990sCost-CuttingSurvivalEfficiencyWork-OutReengineeringEnterpriseITSystemsBalancedScorecardChangeManagementReengineering2000GlobalizationInnovationReinventionCreateNewCapabilitiesOrganizationArchitectureOE第九页，共三十五页。MercerDeltaConsultingUlrich’sHumanResourceChampions(1997)FourRolesforHRAdministrativeExpertEmployeeChampionChangeAgentStrategicPartner“WhenHRprofessionalsworkasstrategicpartners,theyworkwithlinemanagerstoinstituteandmanageaprocessthatcreatesanorganizationtomeetbusinessrequirements.”第十页，共三十五页。MercerDeltaConsultingExamplesofCriticalCapabilities

FromUlrich’sHumanResourceChampionsAlignperformancemeasurestostrategicprioritiesAttractandretainhigh-caliberpeopleBethetechnologyleaderinthefieldCreateasharedmindsetCreatecapacityforchangeDemonstrateculturalflexibilityEnsuretrustbetweenleadersandworkersFormallianceswithavarietyoforganizationsHaveaculturallydiverseworkforceThinkandactgloballyHavedominantdistributionchannelsHavecommittedemployeesIdentifyanddevelopthenextgenerationofleadersImprovespeed,cashflow,profitability,andproductivityeveryyearInnovateandlearnmorequicklythancompetitorsMaintaingoodinvestorrelationsManagefinancialmanagementsystemsTakerisksWorkinaboundary-lessway第十一页，共三十五页。WhatItTakestoBeanEffectiveHRBusinessPartner第十二页，共三十五页。MercerDeltaConsultingBecomingaStrategicBusinessPartnerKnowledgerequirementsUsingdiagnosistotransformrelationshipsandopportunitiesStayingfocusedonissuesthatmattertothebusinessDeliveringcapabilitiesthatmakearealdifference第十三页，共三十五页。MercerDeltaConsultingBusinessPartnerKnowledgeRequirementsExamplesStrategicOperationalBusinessHRCompensation/benefitsRecruitingHiring/firingDatareportingPerformanceassessmentSuccessionplanningRelocationOrientationandtrainingLaborlawMergerintegrationPolicy/fairtreatmentTalentplanningTalentdevelopmentPerformancemanagementExecutivesuccessionExecutivecompensationHRISSharedservicesOutsourcing/offshoringInternationallawAcquisitionassessmentManagingdiversityQualityProductivity/leanmanufacturingCost-reductionProcessreengineeringSupplychainmanagementWorkredesignCustomermanagementProductdevelopmentChangemanagementMetrics/balancedscorecardTeameffectivenessStrategicalignmentOrganizationarchitectureGlobalizationEnterpriseintegrationAcquisitionplanningOrganizationallearningExecutivedevelopmentCulturalintegrationChangeleadershipCapabilitycreationBoardrelations第十四页，共三十五页。UsingDiagnosistoTransformRelationshipsandOpportunities第十五页，共三十五页。MercerDeltaConsultingDiagnosisProvidesapowerfulwayofworkingwithbusinessleadersInvolvesaprocessandasetofprinciplesRepeatswhenevernewopportunitiesemergeHelpstransformrelationships第十六页，共三十五页。MercerDeltaConsultingTheDiagnosticProcessScoutingandAgendaSettingImplementedStreams-ExamplesOrganizationArchitectureCultureChangeExecutiveTeamPerformanceLeadershipDevelopmentRelationshipBuildingContractingDataCollectionOrganizationalDiagnosisDataFeedbackStreamsofWork第十七页，共三十五页。MercerDeltaConsultingDataCollectionandAnalysisDialogues-centerpieceofdata-collectionstrategyInputfrombusinessleadersonorganizationalissuesandconcernsConfidential,one-on-onediscussionsStructuredprocessforinterviewing,recording,analyzing,andreportinginterviewswithbusinessleadersResultsmustfeaturepowerfulfindingscapturedinthe

organization’sownwords第十八页，共三十五页。MercerDeltaConsultingCollaborativeOrganizationalDiagnosisActionKnowledgeInformationDataWhatdowesee?Whatdoesitsay?Whatdoesitmean?Whatdowedo?HRBusinessPartnerBusinessLeader第十九页，共三十五页。MercerDeltaConsultingCorePrinciplesProcessStepsCorePrinciples

BLOwnershipCollaborationIterativeLearningInterpretiveDiagnosis

ChangeLeadershipSkillsGettingStartedDataCollectionDataFeedbackStreamsofWorkOrganizationalDiagnosis第二十页，共三十五页。MercerDeltaConsultingSixDimensionsofRelationshipsThat

EnableChangeSource:CarucciandPasmore.RelationshipsthatEnableEnterpriseChange,JosseyBass,2002InterpersonalAgilityCouragePersonalInvestmentBuildingTrustCollaborationAdvocacy第二十一页，共三十五页。StayingFocusedonIssuesThatMattertotheBusiness第二十二页，共三十五页。MercerDeltaConsultingStayingFocusedonBusinessIssuesWhataretheissuesthatmatter?What’skeepingbusinessleadersupatnight?What’sthe“mooseonthetable”regardingthefuture?Whatdrivesthebottomline?ChanginghowyouspendyourtimeandattentionNotgettingpulledorpushedbackintotheoldHRbox第二十三页，共三十五页。DeliveringChangesThatMake

aRealDifference第二十四页，共三十五页。MercerDeltaConsultingCongruenceModelOutputInputEnvironmentResourcesHistoryStrategySystemUnitIndividualWorkPeopleFormalOrganizationInformalOrganization第二十五页，共三十五页。MercerDeltaConsultingTwoKeyChallengesCreatinganewstrategythatseizesmarketopportunitiesandmakesfulluseoftheorganization’scompetitiveadvantagesDesigninganorganizationthatsupportsthefullandeffectiveexecutionofthenewstrategy第二十六页，共三十五页。SomeExamplesofDoingitWell第二十七页，共三十五页。MercerDeltaConsultingStrategicBusinessPartnersParExcellenceNoelTichy/SteveKerrRichardAntoine第二十八页，共三十五页。MercerDeltaConsultingBusinessPartnerCareerPaths

ExamplesStrategicOperationalBusinessHRCompensation/benefitsRecruitingHiring/firingDatareportingPerformanceassessmentSuccessionplanningRelocationOrientationandtrainingLaborlawMergerintegrationPolicy/fairtreatmentTalentplanningTalentdevelopmentPerformancemanagementExecutivesuccessionExecutivecompensationHRISSharedservicesOutsourcing/offshoringInternationallawAcquisitionassessmentManagingdiversityQualityProductivity/leanmanufacturingCostreductionProcessreengineeringSupplychainmanagementWorkredesignCustomermanagementProductdevelopmentChangemanagementMetrics/balancedscorecardTeameffectivenessStrategicalignmentOrganizationarchitectureGlobalizationEnterpriseintegrationAcquisitionplanningOrganizationallearningExecutivedevelopmentCulturalintegrationChangeleadershipCapabilitycreationBoardrelationsBusinessPartnerStrategicBusinessPartnerHRGeneralistHRExecutiveHRSpecialistOEProfessionalOEExecutive第二十九页，共三十五页。NextSteps第三十页，共三十五页。MercerDeltaConsultingNextSteps