韬睿惠悦-正大集团人力资源组织架构

©2015TowersWatson.Allrightsreserved.ProprietaryandConfidential.ForTowersWatsonandTowersWatson

clientuseonly.towerswatson.com至人力资源团体ForHRCommunity全球人力资源转型项目GlobalHRTransformation

Project正大集团人力资源组织结构

-

CPG

HR

Structure仪表板

-

Dashboard管控/治理

-

Governance©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.今天我们将谈论什么…Whatwewillcover

today…全球人力资源转型项目进展情况GlobalHRTransformationProject

Status正大集团人力资源组织结构，仪表板，以及管控/治理模块CPGHRStructure,Dashboard,and

GovernanceModules2©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.全球人力资源转型项目进展情况GlobalHRTransformationProject

Status©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.我们在哪：全球人力资源转型项目的项目更新Where

are

we: ProjectUpdateonGlobalHRTransformation

Project4模块3

–

人力资源组织结构Module3–HR

Structure模块4

–

人力资源管控/治理Module4–HR

Governance模块2Module

2人力资源策略

HRStrategy模块1Module

1项目计划与管理ProjectPlanningandManagement已完成Completed沟通与变革被包含于各个模块当中Communication

and

Change

Management

is

embedded

in

all

modules正在进行In

Progress模块5

–人力资源信息系统Module5–HR

Technology模块6

–

人力资源流程Module6–HR

Processes模块7-

人力资源政策*Module7–HR

Policies*模块8

–人力资源能力素质开发Module8–HRCapability

Development模块9

–执行计划与变革Module9–ImplementationPlanand

Change©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.5模块7Module

7人力资源政策

HRPolicies岗位评价Job

Evaluation-

薪酬&福利结构-Compensation&Benefits

Structure我们在哪：全球人力资源转型项目的项目更新Whereare

we: ProjectUpdateonGlobalHRTransformation

Project人才获取，人才选聘以及保留策略与政策TalentAcquisition,TalentEngagement

&RetentionStrategy&

Policy业绩管理Performance

Management-

继任者计划-Succession

Planning人力资源分析/仪表板HR

Analytics/Dashboard职业道路Career

Path7月15日开始Startin

July’158月15日开始Startin

August’15已完成Completed正在进行In

Progress©2015

TowersWatson.Allrightsreserved.Proprietaryand

Confidential.

For

TowersWatson

and

Towers

Watson

client

use

only.HR

Technology

–

Demo,

Business

case

andImplementation

planHR

Structure,JD

TrainingHRGovernance&

RACIJobEvaluation–workshopand

titlingC&B-Marketbenchmarking

analysisSalarystructureatGroupleveland

BUsHR

Dashboardformance

managementwork

processes,

policies

and

D&AAppraisal

formCareer

managementframework D&AImplementationImplementationmplementationTalent

acquisition

-

hiring Imstrategy

and

policy D&AplementationTalentengagement

andretention

strategy D&A Im–Focus

GroupplementationTechnology

implementation

(36

to

60

months)ImplementationImplementationImplement

new

grade/

titleHR

FunctionalCompetencyHR

AssessmentTransition

PlanImplementationJob

EvaluationBenefitaudit

&recommendationImplementationCPG:

Succession

Planning

CEO-1ImplementationHR

Technology

–

Demo,

Business

case

andImplementation

planD&AHRD&AJobEvaluation–workshopand

titlingD&ASalarystructureatGroupleveland

BUsD&ATalentengagement

andretentionstrategyD&APer Performance

managementAppraisal

formframe framework

processes,

policies

and

D&ACareer

managementframeworkD&AImplementationImplementationImplementationImplementationImplementationTechnology

implementation

(36

to

60

months)ImplementationImplement

new

grade/

titleD&ArecommendationImplementationD&AImplementationImplementation:执行Conducting

training:

进行培训D&A:决定&批准D&AD:

&DAe:cDiseicoisnio&n

&AApppprroovvaallConductedtrainingCondIuctedtrainingConductedtrainingSr.

StakeholderCommunicationImplementaStri.oSntakeholderCommunicationSr.StakeholderCommunication信息系统Structure

人力资源组织结构管控/治理HRGovernance&

RACI&RACIHR

Community

Communication

人力资源团队沟通高层利益相关者沟通信息系统实施（36~60个月）岗位评价

Job

Evaluation薪酬福利

–

市场标杆分析C&B

-

Market

benchmarking

analysis福利审计及建议

Benefit

audit

&人才获取-雇佣策略及制度Talent

acquisition

-

hiring

strategy

and

policy D&A人才敬业及保留策略

–

Focus

Group仪表板

HR

Dashboard业绩管理流程框架，制度和评估表单职业发展管理框架HR职能HR

Functional能力

Competency正大集团：继任者计划CEO-1

CPG:

Succession

Planning

CEO-1Transition

Plan

移交计划Implementation执行HR

Community

Communication

人力资源团队沟通高层利益相关者沟通HR评估HR

Assessment集团/事业单元薪酬结构HR

Community

Communication

人力资源团队沟通高层利益相关者沟通©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.正大集团人力资源组织结构

-CPG

HR

Structure仪表板-Dashboard管控/治理–

Governance人力资源组织结构，仪表板以及管控/治理结构模块都是关于什么的？What

are

HR

Structure,

Dashboard,

and

GovernanceModules

about?人力资源组织结构

HR

Structure人力资源仪表板HR

Dashboard人力资源管控/治理

HR

Governance人力资源管控/治理是关于在人力资源范畴里为事业做所必要的决策。它有助于定义职责与所有权，是做决策的指导方针，是一种平衡冲突和在一个矩阵型组织的汇报结构中平衡的方法，它定义了必要的沟通渠道。Governance

is

about

making

the

required

decisions

for

the

business

in

HR

context.

It

helps

todefineaccountabilitiesandownership,beguidelinesfordecisionmaking,bethewaysofbalancingconflictandbalancingwithinamatrixorganizationalreportingstructure,anddefinenecessarycommunication

flows是关于人力资源组织中权力结构，沟通以及权利与义务在各层级之间的安排（即在各个级别的权责分配）。明确了HR职能如何保持高效率和高业绩地运转。Thehierarchicalarrangementoflinesofauthority,communications,rightsanddutiesofHRorganization.ItdefineshowCPG’sHRfunctionwillbeoperatedinordertomaximizeefficiencyandperformathigh

level.©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.8HRDashboardisatooltoindicatehowwelltheentityperformsregardingtoHRcontext.Itisimportanttofeedtheaccuratedataperiodicallysothatweknowwhereweareandhavethebackgroundtoanalyzethegapinordertoimprovetowardstoour

target.HR仪表板是能够显示HR总体运行情况的工具。定期提供正确的数据对仪表板来说非常重要。它能帮助我们知道我们在哪以及提供一个环境背景来分析差距以实现我们的目标。1.

人力资源组织结构HR

Structure©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.9©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.人力资源组织结构

HR

Structure人力资源组织结构是什么？What

is

HRStructure?是关于人力资源组织中权力结构，沟通以及权利与义务在各层级之间的安排（即在各个级别的权责分配）。明确了HR职能如何保持高效率和高业绩地运转。Thehierarchicalarrangementoflinesofauthority,communications,rightsanddutiesofHRorganization.Itdefineshow

CPG’sHR

function

will

be

operated

in

order

to

maximize

efficiency

and

perform

athigh

level.为什么要做？

Why

we

dothis?结合“经批准的人力资源运营模式”来建立有效的人力资源组织结构Toset-uptheefficientHRStructurethatalignwiththeapprovedHRoperating

model.集团HR与各事业HR之间更好地协作TogainbettercoordinationbetweenCPGHRandBU

HR.集团人力资源的角色

Roles

of

CPG

HR为集团领导团队和事业HR提供人力资本策略建议ProvidestrategichumancapitaladvicetoCPGleadershipteamandBU

HR在关键HR领域建立管控/治理机制EstablishgovernancemechanismsforkeyHR

areas成为集团范围内利用和共享最佳实践分享平台As

aplatform

to

leverage

and

share

existing

best

practices

across

CPG作为提供先进的人力资本最佳实践/解决方案、研究及劳动力分析的参考As

a

point

of

reference

in

providing

leading

human

capital

best

practices/

solutions,

research

and

workforce

analytics追踪集团HR记分卡进展MonitorandtrackachievementofCPGHR

scorecard确定集团内的协同范畴并带头行动以改善总体效果和效率Identify

areas

for

synergies

across

CPG

and

spearhead

initiatives

to

improve

overall

effectiveness

and

efficiency10正大集团人力资源组织结构CPGHR

StructureChief

PeopleOfficerTalent

ManagementCommunicationandChange

ManagementOrganizationDevelopment&Workforce

PlanningRewardsandExecutiveCompensationCPF

HRHeadCPALL

HRHeadChina

HRHeadTRUE

HRHeadHRBP-

GroupCorporateServices&Chairman’sOfficeCPLIHRISandWeb

PortalHR

OperationsDirect

reportof

ChairmanDirectreportsofBU

HeadsHRBP–

OtherBusinessesTalentManagementandOrganizationDevelopmentRecruitmentCompliance正大集团HR组织结构已经获得批准实施。各事业的HR可以按照此结构以便与集团保持一致和与其它事业HR相符。TheoverallHRStructureforCPGwasapprovedtoimplement.TherelatedBUHRcanroll-outthisstructuretostrengthenthealignmentandcorrespondencebetweenCPGHRandBU

HR.©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.11首席人力资源官人才管理沟通与变革管理组织发展&人力计划薪酬与高管薪酬CPF人力资源主管CPALL人力资源主管中国区人力资源主管TRUE人力资源主管事业伙伴–集团服务&董事长办公室正大领导力学院人力资源信息系统与门户网站HR营运直接向董事长汇报直接向各事业经营主管报告事业伙伴-其他事业人才管理与组织发展招聘稽核正大集团HR组织结构已经获得批准实施。各事业的HR可以按照此结构以便与集团保持一致和与其它事业HR相符。TheoverallHRStructureforCPGwasapprovedtoimplement.TherelatedBUHRcanroll-outthisstructuretostrengthenthealignmentandcorrespondencebetweenCPGHRandBU

HR.©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.12正大集团人力资源组织结构CPGHR

Structure©2015TowersWatson.Allrights

reserved.Proprietary

and

Confidential.

ForTowers

Watson

and

Towers

Watson

client

use

only.新的人力资源组织结构下为何需要更新岗位描述？清晰角色

Roles

Clarification在这个角色下我应该做什么？WhatamIsupposedtodointhis

role?为什么会有这个工作存在？Whydoesthisjob

exist?责任与职责Responsibilitiesand

accountabilities基本要求Essentialrequirements工作重叠最小化Overlap

minimization13改善业绩

Better

Performance明确这个角色的工作范围以及工作预期效果Clearjobscopeandexpectationsofthis

role区分角色与角色拥有者

Distinguish

between

Role

andRole

Holder一个有效的岗位描述是聚焦在岗位上，而不是“岗位拥有者”Aneffectivejobdescriptionisfocusedona

position,not

“aposition

holder”组织结构

Organization

Structure确定不同的角色，并且给出每个角色如何适应整个组织框架。Recognizesdifferencesinrolesandprovidesindicationsonhoweachrolefitsintotheoverallorganizationframework明确责任

Accountability明确责任，通过明确规定每个角色应该交付什么以及员工需要拥有什么样的行为与技能去有效的执行工作。Ensureaccountabilitybyclearlystatingwhateachroleissupposedtodeliverandwhatbehaviors/skillsemployeesneedtodisplaytoperformtheroleeffectively提高效率

Efficiency

Improvement识别出业绩之间的差距以及了解岗位拥有者的需求；组织中的角色重叠最小化，从而促进效率的提升。Identifyperformancegapsandlearningneedsoftheroleholder;minimizeoverlapsbetweenroles,therebypromoting

efficiencyHR员工角度AsanHR

employee公司角度Asa

CompanyWhyneedtodevelopJobDescriptionwhenhavingnewHRorganization

structure?岗位描述在两方面满足新设计的人力资源架构：1）从作为一名人力资源员工角度与

2）从公司角度（细则如下）。清晰的岗位描述能使人力资源组织结构的转型更加顺利与有效。Jobdescriptions(JDs)fulfillthenewdesignedHRstructureintwoaspects1)AsanHRemployeeand2)Asacompany(detailsin

table

below). ClearJDssupportHRstructuretransformationsmoothlyand

effectively.©2015TowersWatson.Allrights

reserved.Proprietary

and

Confidential.

ForTowers

Watson

and

Towers

Watson

client

use

only.岗位描述

Job

Description一旦组织结构被批准，将制作岗位描述来描述角色，本质以及工作执行的水平，和满足执行工作必要的技能与知识。下图是一个岗位描述设计版本的示例。Whentheorganizationstructurehadbeenapproved,jobdescriptionsweredevelopedtodescriberoles,thenature,andlevelofworkperformed,aswellastheessentialskillsandknowledgenecessarytosatisfactorilyperformthejob.Thefollowing

istheillustrationoftheJD

format.14©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.2.

仪表板Dashboard15什么是人力资源测量？它们为什么是重要的？WhatareHRmetricsandwhyarethey

important?人力资源测量是什么WhatareHR

metrics一系列能够表明组织运行状态的数字Numbers

thatindicate

how

well

an

entity

is

performing与测量相联系

Relating

tomeasures通过测量来参与或开展工作Involving

orproceedingby

measures追踪人力资源效能的方法

Methods

of

trackingtheeffectivenessof

HR你对人力资源体系的估价以及等价的货币价值WhatyouvalueaboutHRprogramsandtheequivalentmonetary

value管理的表达Language

of

management量化人力资源的价值 Quantifythevalueof

HR指导劳动力策略

Guide

workforce

strategies人力资源投资回报最大化 Maximize

HR’sreturnon

investmentsProvidemeasurement

standards提供测量标准展示人力资源对商业成果的贡献

Show

whatHRcontributestobusiness

results为人力资源的目标制作商业案例

Make

thebusinesscaseforHR’s

objectives测量的特点

Qualities

of

Metrics人力资源仪表板是一种能够显示出HR总体运行情况的工具。定期的提供正确的数据是非常重要的，它能帮助我们知道我们在哪以及提供一个环境背景让我们来分析差距，然后进行改善，以达到我们的既定目标。HRDashboardisatooltoindicatehowwelltheentityperformsregardingto

HR

context. Itisimportanttofeedtheaccuratedata

periodically

so

that

we

know

where

we

are

and

have

the

background

to

analyze

the

gap

in

order

to

improve

towards

to

ourtarget.ratiosorincremental

differences©2015aTogwgerrs

eWgatasotne.

Adllrightsreserved.PropriteotarysahndoCwonfitdernetianl.dFosrTowersWatsonandToweros

rW

aqtsuonacnlietntitusaetoinvlye.16能够用百分比、比率或者差异表示Canbeexpressedas

percentages,可以是个体或汇总Canbeindividual

or可以被持续追踪以显示趋势Canbetracked

overtime可以被定量或定性Canbe

qualitative可以被预测Canbepredictive人力资源测量的重要性ImportanceofHRmetrics业务语言的一部分Partofthelanguageof

business©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.为什么我们要关注人力资源测量？WhyshouldwecareaboutHR

metrics?人力成本占了公司半数甚至更多的费用开销Peoplecostscanconstitutehalformoreofacompany’s

expenses测量可以使关于人的方面的问题能够所作出基于事实的决策(例如：投资)Metricsallowfact-baseddecisionmakingon

people

questions (e.g.

investments)测量可以改变在整个公司内部沟通时的行为Metricscanchangebehaviorwhencommunicatedthroughouta

company测量能够明确什么是重要的Metricsclarifywhatis

important识别内部的最佳实践Identifybestpractices

internally评估人力资源职能的效能（内部比较和外部对标）AssesstheefficiencyoftheHRfunction(againstinternal&external

benchmarks)那些与业务目标和工作能力相关的测量，对人力资源来说是业务情报工具Metricsthatarealignedwithbusinessobjectivesandoperationalcapabilityarebusinessintelligencetools

forHR人力资源应关注测量，因为CEO和高管关注人力资源对业绩的影响，同时他们也关心数字和有形资产HRshouldcareaboutmetricsbecauseCEO’sandSeniorExecutivescareabouttheimpactofHRonperformance…andtheycareaboutnumbersand

tangibles17©2015TowersWatson.

Allrightsreserved.ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuse

only.为什么要测量？

Why

measure?如果你不能测量它，你就不能理解它。如果你不能理解它，你就不能掌控它。如果你不能掌控它，你就不能改善它。If

youcan’t

measure

it,

youcan’t

understand

it.Ifyoucan’tunderstand

it,youcan’tcontrol

it.If

youcan’t

control

it,you

can’t

improve

it我们测量是为了We

measure

to:沟通业绩预期Communicateperformance

expectations发现策略中的差距Discovergapsin

strategies做出更好的决策Makebetterdecision从事报告中的趋势Addressthetrendtowards

reporting测量Measure理解Understand掌控Control改善Improve执行人力资源仪表板的关键成功因素CriticalsuccessfactorstoexecuteHR

dashboard18使用技术平台

Leverage

technology

infrastructure启动简单，确保有效，获得认同Startsimple,ensureusefulness,acquire

buy-in一个良好的测量基础Asoundmeasurementfoundation识别适合的/正确的测量标准Identifyingtheproper/right

metrics解释这些测量标准Interpretingthe

metrics对数据和结果的所有权

Ownership

forboth

data

and

results分析结果

Analyzing

results将业绩指标转化成一个清晰的改进机会Translateperformancemetricsintoclearimprovement

opportunities一个强大的改进流程

A

strong

improvement

process及时纠正行动的权限Ownershipfortimelycorrective

action流程的持续改进Continuousprocess

improvement定期重新评估指标和测量程序

Periodic

re-evaluation

of

themetricsandmeasurement

program我们测量是为了知道我们在哪里，并且增强持续改善的机会。因此，我们需要建立测量基础以及定期的重新评估。Wemeasuretoknowwhereweareandenhancetheopportunityforcontinuousimprovement.Todoso,weneedtoestablishthemeasurementfoundationandre-evaluatethemetrics

periodically.©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.19为什么是仪表板？

Why

a

dashboard?仪表板是向高管提供监控关键业绩指标的一种简单的视觉呈现。它可以提供以下效益：Dashboardisasimplevisualpresentationforexecutivestomonitorkeyperformancemetrics.Itprovidesbenefitsasfollow:一个充分证明行之有效的业绩管理实践–

为组织在经营业绩方面从多个维度提供了一个广泛的视角Awell-provenperformancemanagementpractice–providesanorganizationwideperspectiveofbusinessperformanceacrossmultiple

dimensions经营目标以及管理层期望被清晰的说明Businessobjectives/goalsandmanagementexpectationsareclearly

articulated标准化数据共享与业绩测量实践

–

将来自不同渠道和地点的所有的业绩数据展现在决策者面前Standardizedatasharingandperformancemeasurementpractices–bringsallperformancedatafromvarioussourcesandlocationsbeforedecision

makers作为业绩诊断工具

–

使决策是基于事实的，而不是通过判断推理得出Servesasaperformancediagnostictool–facilitatesdecisiononfactratherthanjudgmental

inference为业务和卓越的运营搭建一个平台

–

用业绩测量带动生产力Establishesaplatformforbusinessandoperationalexcellence–usesperformancemetricstodrive

productivity指导改善流程

–

将业务数据转化成行动导向信息；帮助协调不同利益相关者之间的行动，以及使执行与策略目标保持一致Directsprocessimprovementefforts-convertsbusinessdataintoactionorientedinformation;helpscoordinateactionsamongstdiversestakeholdersandalignexecutionwithstrategic

goals为对组织的流程进行对标奠定基础-

通过组织中目标的一致性Establishesthefoundationforbenchmarkingorganizationalprocesses–throughgoalalignmentacrosstheorganization©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.

ForTowersWatson

and

Towers

Watson

client

use

only.基于Excel表格（临时的）的仪表板的示例SampleofExcel-based(temporary)HR

Dashboard:基于Excel表格的仪表板是一个临时的工具，当人力资源系统上线时将被替换。Theexcel-baseddashboardistemporarytoolwhichwillbereplacedonceCPimplementnewHR

infrastructure.右边是两个基于Excel表格的人力资源仪表板文档：“集团人力资源仪表板”与“事业单元人力资源仪表板”Therearetwoexcel-basedHRdashboardfiles:CPGHRDashboardandBUHR

Dashboard“集团人力资源仪表板”可以实现4个主要事业之间进行对比（CPF、CPAll、TRUE

和农牧中国）CPGHRDashboardallowscomparisonof4majorBUs(CPF,CPALL,TRUEandChina

Agro)“事业单元人力资源仪表板”是给各个事业线（主要的事业线或稍小一点的事业）用来追踪他们自己的记分卡。BUHRDashboardismeantforeachBU(majorBUorsmallerBUs)totracktheirown

scorecard这两个仪表板的测量指标，公式与数据输入是完全一样的。Metrics,formula,anddataentryofCPGHRDashboardandBUHRdashboardareexactlythe

same为确保测量指标与公式的一致性与相容性，所有的工作表格都设有密码保护。只有“数据输入表”可以填入相关数据。Toensureconsistencyofmetricsandformula,allworksheetsareprotectedwithpasswordandonly

datafieldsinthe“DataInputSheet”areenabledfor

dataentry

purpose集团人力资源仪表板 CPGHR

Dashboard20事业单元人力资源仪表板BUHR

DashboardC&CM

Deck

for

Module

Level3.

管控/治理模块Governance

Modules©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.21管控/治理是什么？组织为什么需要管控/治理？Whydoorganisationsneedgovernance?明确职责与所有权Definedaccountabilitiesand

ownership指导做决策Guidelinesfordecision

making调和冲突的方式Waysofbalancing

conflict平衡一个矩阵型组织的汇报结构的方法Waysofbalancingwithinamatrixorganizationalreporting

structure必要的沟通渠道Necessarycommunication

flows支撑以上的载体Bodiestosupportthe

aboveWhatis

Governance?管控/治理是关于为业务作出的必要的决策。Governanceisaboutmakingtherequireddecisionsforthe

business.©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.22将管控/治理应用于人力资源Applyinggovernanceto

HR管控/治理可以推动一系列的人力资源行为GovernancecandriveaconsistentsetofHRbehaviors

to:使人力资源掌握将职能策略与事业全球化策略保持一致的能力DevelopHR’smasterstrategytopromotealignmentwiththeglobalbusinessstrategyand

supportfunctional

strategies酌情使用一个全球范围内一致的方法督导全球人力资源策略的传达OverseedeliveryoftheglobalHRstrategyusingagloballyconsistentapproachas

appropriate将人力资源放置于一个支持传达全球商业策略的位置上HelppositionHRtosupportdeliveryoftheglobalbusiness

strategy传达将驱动关键业务目标达成的人力资本目标Deliverthehumancapitaltargetsthatwilldriveachievementofcriticalbusiness

targets解决关于人方面的问题Resolveissuesrelatingtothepeople

agenda©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.23将RACI应用到管控/治理中必须执行某项活动或任务的个人或团体

–

他们负责采取行动与做决定 Individualorgroupwhomustperformanactivityor

task–theyareresponsiblefortakingtheactionormakingthe

decision职责通常只属于一个人或一个部门GenerallyanRgoestooneperson

or

departmentR

=

负责R=

Responsible必须签署/批准某个计划、行动或者决定的个人或团体Theindividualorgroupwhomustsign-off/approveaplan,

actionor

decision“批准”只能是一个人或一个团队Onlyoneperson

orgroupisassignedan“A”to

approveA

=

批准A=

Approves在做出决定或者采取行动前，需要去咨询其意见的个人或团体Individualsorgroupswhoareconsultedpriortofinalizinganactionor

decision被咨询的人应有自己的观点，但并不承担责任A

person

who

is

consulted

must

have

their

opinion

considered,

buttheyarenot

responsibleC

=

咨询C=

Consulted就有关行动或者决定被告知的个人或团体Individualsorgroupswhoareinformedaboutanaction

ordecisionI

=

告知I=

Informed©2015TowersWatson.Allrightsreserved.

ProprietaryandConfidential.ForTowersWatsonandTowersWatsonclientuseonly.24ApplyingRACIin

Governance在人力资源管控/治理中，我们提供RACI框架来帮助清晰的定义在各种环境下的角色和职责。InHRgovernance,weapplyRACIwhichisaframeworkusingtoclearlydefinerolesandresponsibilitiesinavarietyof

situations.基于组织内典型的员工职业周期流程，我们将活动和关键决策以列表形式分类Wehavedividedthelistofactivities/keydecisionsbasedonatypicalemployeelife-cycleprocessin

anorganization员工职业周期

Employee

Life-Cycle雇佣/配置Hire/

Deploy发展Develop评估Assess薪酬Reward管理Manage退出Exit人力规划Manpowerplanning人员要求Requisition人员招聘Recruitment试用期与转正Probationandconfirmation学习与发展Learning&development职业生涯管理（如：晋升、调动）Careermanagement(e.g.promotion,transfer)绩效管理Performancemanagement绩效改善PerformanceImprovement领导力评估和继任者计划Leadershipreviewandsuccessionplanning薪酬原则Pay

philosophy岗位评价Job

evaluati