美世-HR如何成为一个战略业务伙伴

文件名尽信书，则不如无书美世-HR如何成为一个战略业务伙伴IllustrativeClientCompaniessMercerDeltaConsultingCreatingKnowledgeHRTransformationandtheEvolutionoftheHRBusinessPartnerConceptMercerDeltaConsultingThePromiseofHRTransformationSubstantialcostsavingsthroughtheautomationandoutsourcingofroutinetransactionalworkandthecreationofsharedservicesMorecomplete,accurate,andusefulinformationmanagementthroughthecreationofcomprehensive,all-encompassingdatabasesandHRISsystemsEnhancedaccessibilityandself-servicethrough24/7onlineandcallcentersupportforroutineoperationsUniformpolicyapplicationacrosslocationsduetocentralizationofdecision-makinginsharedsystemsEnhancedcapabilitiesthroughcentersofexcellencefornon-routineworkFreedfromtheroutinework,anewroleforHRgeneralistsasstrategicbusinesspartnersMercerDeltaConsultingFromPersonneltoBusinessPartnerMercerDeltaConsultingEvolutionofOrganizationDevelopmentMercerDeltaConsultingUlrich’sHumanResourceChampions(1997)FourRolesforHRAdministrativeExpertEmployeeChampionChangeAgentStrategicPartner“WhenHRprofessionalsworkasstrategicpartners,theyworkwithlinemanagerstoinstituteandmanageaprocessthatcreatesanorganizationtomeetbusinessrequirements.”MercerDeltaConsultingExamplesofCriticalCapabilities

FromUlrich’sHumanResourceChampionsAlignperformancemeasurestostrategicprioritiesAttractandretainhigh-caliberpeopleBethetechnologyleaderinthefieldCreateasharedmindsetCreatecapacityforchangeDemonstrateculturalflexibilityEnsuretrustbetweenleadersandworkersFormallianceswithavarietyoforganizationsHaveaculturallydiverseworkforceThinkandactgloballyHavedominantdistributionchannelsHavecommittedemployeesIdentifyanddevelopthenextgenerationofleadersImprovespeed,cashflow,profitability,andproductivityeveryyearInnovateandlearnmorequicklythancompetitorsMaintaingoodinvestorrelationsManagefinancialmanagementsystemsTakerisksWorkinaboundary-lesswayWhatItTakestoBeanEffectiveHRBusinessPartner2-3岁开始培养孩子对因果关系的认识，让孩子看看吹风能使小风车旋转，还能使小盆里的水出现波纹，将肥皂水吹出五颜六色的肥皂泡。这可激发孩子的好奇心，激发其学习探究的热情，促进认知发育。还可以进行归类练习，比如教孩子按某种性质练习分类。可按照物种分类，将动物和植物归类，还可按照颜色、形状、大小、用途分类等等，以提高孩子归纳、概括的能力。在孩子2岁半到3岁之前，大人要增加一些有趣的思维游戏，比如序列的学习、最简单的加与减。序列学习，大人准备红蓝两种颜色的珠子，在桌子上先摆放一个蓝色的，在蓝色的旁边放一个红色的，红色的旁边放一个蓝色的，接着一个红色的，让宝宝仔细看好，并且大人一边操作，一边说出珠子的颜色。重复两次以后，让孩子按照这样的排序选择下一个珠子，并放好。随着训练的次数增多，要适当加大难度，增加颜色，增加数量。OverviewBriefDescriptionOfMercerDeltaConsulting(MDC)HRTransformationandtheEvolutionoftheHRBusinessPartnerConceptWhatItTakestoBeAnEffectiveHRBusinessPartnerUsingDiagnosistoTransformRelationshipsandOpportunitiesStayingFocusedonIssuesthatMattertotheBusinessDeliveringChangesThatMakeaRealDifferenceSomeExamplesofDoingItWellNextStepsMercerDeltaConsultingMercerDeltaClientsExecutiveleadershipatthepublic-company/enterpriselevelIncludesCEOs,COOs,ExecutiveTeams,andBoardsRelationshipsextendoutintotheorganization$1billion+enterprisesandsmallerhigh-growthcompaniesRecognizingtheneedforchangeAwareofownlimitationsLookingforassistanceMercerDeltaConsultingIllustrativeClientCompaniessCreatingKnowledgeMercerDeltaConsultingHRTransformationandtheEvolutionoftheHRBusinessPartnerConceptThePromiseofHRTransformationSubstantialcostsavingsthroughtheautomationandoutsourcingofroutinetransactionalworkandthecreationofsharedservicesMorecomplete,accurate,andusefulinformationmanagementthroughthecreationofcomprehensive,all-encompassingdatabasesandHRISsystemsEnhancedaccessibilityandself-servicethrough24/7onlineandcallcentersupportforroutineoperationsUniformpolicyapplicationacrosslocationsduetocentralizationofdecision-makinginsharedsystemsEnhancedcapabilitiesthroughcentersofexcellencefornon-routineworkFreedfromtheroutinework,anewroleforHRgeneralistsasstrategicbusinesspartnersMercerDeltaConsultingFromPersonneltoBusinessPartnerApproximateDatesKeyBusiness

IssuesHRRoleTitleforRole1920s-1930sOrganicGrowthNewTechnologiesHiring,Training,andCaringforEmployeesPersonnel1940s-1970sDiversificationCompetitionProductivityNegotiationsEmployeeRelations/LaborRelations1970s-1990sInternationalCompetitionSurvivalShifttoServiceDownsizingLeadershipChangeProgramsPerformanceManagement/RewardsHumanResources2000GlobalizationInnovationReinventionTalentDevelopmentStrategicCapabilitiesHRBusinessPartner/CCOMercerDeltaConsultingEvolutionofOrganizationDevelopmentApproximateDatesKeyBusiness

IssuesODRoleTitleforRole1940s-1960sCoordinationProductivityMotivationSurveysSTS/WorkDesignTeam-BuildingOD1970sInternationalCompetitionQualityQuality1980s-1990sCost-CuttingSurvivalEfficiencyWork-OutReengineeringEnterpriseITSystemsBalancedScorecardChangeManagementReengineering2000GlobalizationInnovationReinventionCreateNewCapabilitiesOrganizationArchitectureOEMercerDeltaConsultingUlrich’sHumanResourceChampions(1997)FourRolesforHRAdministrativeExpertEmployeeChampionChangeAgentStrategicPartner“WhenHRprofessionalsworkasstrategicpartners,theyworkwithlinemanagerstoinstituteandmanageaprocessthatcreatesanorganizationtomeetbusinessrequirements.”MercerDeltaConsultingExamplesofCriticalCapabilities

FromUlrich’sHumanResourceChampionsAlignperformancemeasurestostrategicprioritiesAttractandretainhigh-caliberpeopleBethetechnologyleaderinthefieldCreateasharedmindsetCreatecapacityforchangeDemonstrateculturalflexibilityEnsuretrustbetweenleadersandworkersFormallianceswithavarietyoforganizationsHaveaculturallydiverseworkforceThinkandactgloballyHavedominantdistributionchannelsHavecommittedemployeesIdentifyanddevelopthenextgenerationofleadersImprovespeed,cashflow,profitability,andproductivityeveryyearInnovateandlearnmorequicklythancompetitorsMaintaingoodinvestorrelationsManagefinancialmanagementsystemsTakerisksWorkinaboundary-lesswayMercerDeltaConsultingWhatItTakestoBeanEffectiveHRBusinessPartnerBecomingaStrategicBusinessPartnerKnowledgerequirementsUsingdiagnosistotransformrelationshipsandopportunitiesStayingfocusedonissuesthatmattertothebusinessDeliveringcapabilitiesthatmakearealdifferenceMercerDeltaConsultingBusinessPartnerKnowledgeRequirementsExamplesStrategicOperationalBusinessHRCompensation/benefitsRecruitingHiring/firingDatareportingPerformanceassessmentSuccessionplanningRelocationOrientationandtrainingLaborlawMergerintegrationPolicy/fairtreatmentTalentplanningTalentdevelopmentPerformancemanagementExecutivesuccessionExecutivecompensationHRISSharedservicesOutsourcing/offshoringInternationallawAcquisitionassessmentManagingdiversityQualityProductivity/leanmanufacturingCost-reductionProcessreengineeringSupplychainmanagementWorkredesignCustomermanagementProductdevelopmentChangemanagementMetrics/balancedscorecardTeameffectivenessStrategicalignmentOrganizationarchitectureGlobalizationEnterpriseintegrationAcquisitionplanningOrganizationallearningExecutivedevelopmentCulturalintegrationChangeleadershipCapabilitycreationBoardrelationsMercerDeltaConsultingUsingDiagnosistoTransformRelationshipsandOpportunitiesDiagnosisProvidesapowerfulwayofworkingwithbusinessleadersInvolvesaprocessandasetofprinciplesRepeatswhenevernewopportunitiesemergeHelpstransformrelationshipsMercerDeltaConsultingTheDiagnosticProcessScoutingandAgendaSettingImplementedStreams-ExamplesOrganizationArchitectureCultureChangeExecutiveTeamPerformanceLeadershipDevelopmentRelationshipBuildingContractingDataCollectionOrganizationalDiagnosisDataFeedbackStreamsofWorkMercerDeltaConsultingDataCollectionandAnalysisDialogues-centerpieceofdata-collectionstrategyInputfrombusinessleadersonorganizationalissuesandconcernsConfidential,one-on-onediscussionsStructuredprocessforinterviewing,recording,analyzing,andreportinginterviewswithbusinessleadersResultsmustfeaturepowerfulfindingscapturedinthe

organization’sownwordsMercerDeltaConsultingCollaborativeOrganizationalDiagnosisActionKnowledgeInformationDataWhatdowesee?Whatdoesitsay?Whatdoesitmean?Whatdowedo?HRBusinessPartnerBusinessLeaderMercerDeltaConsultingCorePrinciplesProcessStepsCorePrinciples

BLOwnershipCollaborationIterativeLearningInterpretiveDiagnosis

ChangeLeadershipSkillsGettingStartedDataCollectionDataFeedbackStreamsofWorkOrganizationalDiagnosisMercerDeltaConsultingSixDimensionsofRelationshipsThat

EnableChangeSource:CarucciandPasmore.RelationshipsthatEnableEnterpriseChange,JosseyBass,2002InterpersonalAgilityCouragePersonalInvestmentBuildingTrustCollaborationAdvocacyMercerDeltaConsultingStayingFocusedonIssuesThatMattertotheBusinessStayingFocusedonBusinessIssuesWhataretheissuesthatmatter?What’skeepingbusinessleadersupatnight?What’sthe“mooseonthetable”regardingthefuture?Whatdrivesthebottomline?ChanginghowyouspendyourtimeandattentionNotgettingpulledorpushedbackintotheoldHRboxMercerDeltaConsultingDeliveringChangesThatMake

aRealDifferenceCongruenceModelOutputInputEnvironmentResourcesHistoryStrategySystemUnitIndividualWorkPeopleFormalOrganizationInformalOrganizationMercerDeltaConsultingTwoKeyChallengesCreatinganewstrategythatseizesmarketopportunitiesandmakesfulluseoftheorganization’scompetitiveadvantagesDesigninganorganizationthatsupportsthefullandeffectiveexecutionofthenewstrategyMercerDeltaConsultingSomeExamplesofDoingitWellStrategicBusinessPartnersParExcellenceNoelTichy/SteveKerrRichardAntoineMercerDeltaConsultingBusinessPartnerCareerPaths

ExamplesStrategicOperationalBusinessHRCompensation/benefitsRecruitingHiring/firingDatareportingPerformanceassessmentSuccessionplanningRelocationOrientationandtrainingLaborlawMergerintegrationPolicy/fairtreatmentTalentplanningTalentdevelopmentPerformancemanagementExecutivesuccessionExecutivecompensationHRISSharedservicesOutsourcing/offshoringInternationallawAcquisitionassessmentManagingdiversityQualityProductivity/leanmanufacturingCostreductionProcessreengineeringSupplychainmanagement