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HR QUALITY HR ManagementHR ManagementA New Mandate for Human ResourcesHR should be defined not by what it does but by what it delivers.Repositioning1 HR 品质品质 HR 管理管理人力资源新的诠释人力资源新的诠释HR 不应为做了什么而是传递了什么不应为做了什么而是传递了什么重新定位重新定位2Todays Image and Role of Human Resources Policy Police Regulatory Watchdog Hiring and Firing Managing Bureaucratic Aspects of Benefits Administration of Compensation Decisions Made by Others and,when HR is more empowered by senior management:Overseeing Recruiting Managing Training and Development Programs Designing Initiatives to Increase Workplace Diversity3 HR 今日的形象和角色今日的形象和角色 政策管理政策管理 法规监控法规监控 雇佣和退工雇佣和退工 安排劳动局规定的福利安排劳动局规定的福利 薪资决定的行政工作薪资决定的行政工作 并且,当并且,当HR被给予更多的权利时被给予更多的权利时:更多关注招聘更多关注招聘 安排培训和发展项目安排培训和发展项目 主动增加工作空间多样化主动增加工作空间多样化4 Why HR Matters Now More Than Ever Globalization:Increase the ability to learn and collaborate and to manage diversity,complexity,and ambiguity.Profitability Through Growth:Being innovative,encourage free flow of information,and shared learning among employees.being more market focused and integrate different organizations work processes and cultures.Intellectual Capital:Find,assimilate,develop,compensate,and retain highly skilled individuals who can drive a global customer focused organization Continuous Change:Create a healthy discomfort with the status quo,an ability to detect emerging trends quicker than the competition,an ability to seek new ways of dong business.5 为什么为什么HR的事务比以往更多的事务比以往更多 全球化全球化:增加学习和合作能力,增加学习和合作能力,安排使之多样化、复杂安排使之多样化、复杂化和边界模糊化和边界模糊 培养受益培养受益:培养创新精神,使信息自由流通培养创新精神,使信息自由流通,加加强雇员间的学习交流,以市场为核强雇员间的学习交流,以市场为核心,整和不同组织的工作程序和文心,整和不同组织的工作程序和文化化.智力资本智力资本:发现、吸收、发展、补充发现、吸收、发展、补充和保留那些能驾御全球关和保留那些能驾御全球关注组织客户的高技术人才。注组织客户的高技术人才。持续变化持续变化:创造一种健康的状态创造一种健康的状态,和一种比和一种比竞争对手更加快发现新趋势的能竞争对手更加快发现新趋势的能力力 ,和,和一种寻找新方法做事请一种寻找新方法做事请的能力。的能力。6The New Role of Human Resourcesin strategy execution for work organizationto balance employees&corporate interestsof continuous organizational transformationPARTNERCHAMPIONEXPERTAGENTAchieving Organizational Excellence means:Enrich the organizational s Value to Customers,Investors,and Employees7人力资源的新角色人力资源的新角色在执行战略中在执行战略中 对于工作组织对于工作组织平衡员工和公平衡员工和公司的利益司的利益持续组织的更新持续组织的更新伙伴伙伴 拥护者拥护者 专家专家 代理代理组织的优化意味着:对于消费者、组织的优化意味着:对于消费者、投资者以及员工而言,组织的价投资者以及员工而言,组织的价值被提高了值被提高了8organizationalHR as a Partner in Strategy ExecutionPARTNERin strategy executionStrategy is the responsibility of the execution team-of which HR is a memberHR should impel and guide serious discussion of how the company should be organized to carry out its strategyHRs responsibilities are:Define the organizational architectureStrategy,structure,systems,staff,style,skills,shared valuesDefine measurementcalculate dimensionsnote windows,doors,staircasesexamine the plumbing and heating infrastructuresConduct an organizational auditculturecompetenciesrewardsgovernmentwork processesleadershipIdentify methods for renovating the organizationProposing,creating,and debating best practices inCultural change programappraisal systemsteam-based organizational structuresetc.Set clear priorities,and align HR work with strategyJoin Forces with operating managers to systematically assess the impact and importance of initiatives,such asPay-for-performanceorganizational teamworkaction-learning developmentetc.9organizationalHR作为伙伴在执行战略中作为伙伴在执行战略中伙伴伙伴在执行战略中在执行战略中战略是战略是HR作为团队一员的执行责任作为团队一员的执行责任HR推动指导公司被组织和执行它的战略的严肃讨论推动指导公司被组织和执行它的战略的严肃讨论HR的责任为的责任为定义组织的结构定义组织的结构战略、结构、系统、员工、战略、结构、系统、员工、风格、技能以及价值分享风格、技能以及价值分享定义尺度定义尺度计算范围计算范围记录窗口、门和扶梯记录窗口、门和扶梯检测管道和加热设备检测管道和加热设备处理组织的审计处理组织的审计文化文化竞争力竞争力报酬报酬政府政府工作程序工作程序领导才能领导才能阐明革新组织的方法阐明革新组织的方法建议、创造、以及讨论最好建议、创造、以及讨论最好的实施方法的实施方法文化变动程序文化变动程序评估系统评估系统基于团队的组织结构基于团队的组织结构其它其它确定优先权,并将确定优先权,并将HR的工的工作与战略结合作与战略结合积极与执行经理共同系统评估员积极与执行经理共同系统评估员工积极性的影响和重要性工积极性的影响和重要性,例如例如:激励机制激励机制组织化团队工作组织化团队工作工作中学习的能力工作中学习的能力其它其它10HR as a Expert in Work OrganizationEXPERT for work organizationImprove the efficiency(I.e.increase credibility)of own function and the entire organizationHRs responsibilities are:Make HR processes better,faster,and valueExamples:create a fully automated and flexible benefits programuse technology to screen resumes and reduce cycle time for hiring new candidatecreate an electronic bulletin board that allows employees to communicate with senior executivesRethink how work is done throughout the organizationExamples:design and implement a system that allows departments to share administrative servicescreate centers of expertise that gather,coordinate,and disseminate vital information about market trends,or organizational processes11HR 作为工作组织的专家作为工作组织的专家专家专家对于工作组织对于工作组织提高自己和整个团队的工作效率提高信任度提高自己和整个团队的工作效率提高信任度HR的责任是:的责任是:使使HRHR的的工作程序更好,更快,更廉价工作程序更好,更快,更廉价例子:例子:创造完全自动灵活的福利程序创造完全自动灵活的福利程序使用技术筛选简历并且减少聘用新员工使用技术筛选简历并且减少聘用新员工的时间的时间建立电子信息传输专栏,可以允许普通建立电子信息传输专栏,可以允许普通员工和高层领导的交流员工和高层领导的交流重新考虑整个组织的工作如何开展重新考虑整个组织的工作如何开展例子例子:创建和执行一个允许部门分享行政服创建和执行一个允许部门分享行政服务系统务系统 创建一个可以集中、共享、传播关于创建一个可以集中、共享、传播关于市场趋势和组织进程重要信息的专门中市场趋势和组织进程重要信息的专门中心心12 HR as a Employee championto balance employees&corporate interestsEnsure that employees are engaged-that they feel committed to the organization and contribute fullyOrientating and training line management in people management issues,especially how to achieve high employee moraleHolding a mirror in front of senior executives,e.g.through employee surveys and multi-source feedback processesAnalyze and eliminate causes of low moraleoffer employees opportunities for personal professional growthProvide resources that help employees meet the demands put on themBeing an advocate for employees and be their voice in management discussionsCHAMPION13 HRHR 作为员工拥护者作为员工拥护者平衡员工和平衡员工和公司的利益公司的利益确认员工完全沉浸与组织中并贡献其中确认员工完全沉浸与组织中并贡献其中指导和培训部门经理关于人员管理指导和培训部门经理关于人员管理,特别是如何获得高特别是如何获得高的员工士气的员工士气高层面前的一面镜子,例如:通过员工的传递和多角度高层面前的一面镜子,例如:通过员工的传递和多角度的反馈程序的反馈程序 分析和减少引起员工低士气的原因分析和减少引起员工低士气的原因 提供员工个人职业发展的机会提供员工个人职业发展的机会在员工遇到困难时提供帮助在员工遇到困难时提供帮助在高层讨论中作为员工的代言人在高层讨论中作为员工的代言人拥护者拥护者14 HR as a Change agentof continuous organizational transformationThe primary difference between winners and losers in business will be the ability to respond to the pace of change,to adapt,learn,and act quicklyHRs responsibilities are:AGENTBuild the organization capacity to embrace and capitalize changeCreate high-performing teamReduce cycle time for innovationImplement new technology timelyMake sure that broad vision statements get transformed into specific behaviorsHelp employees figure out what work they can stop,start and continue to make the vision realisticReplace resistance with resolution,planning with results,and fear of change with excitement about its possibilitiesUse a change model to identity the key success factors for change and assess the organization strengths and weaknesses regarding each factor15 HR 作为代理持续组织的更新持续组织的更新成功者和失败者在工作中主要的不同是:快速改变的步成功者和失败者在工作中主要的不同是:快速改变的步伐、适应、学习、行动的能力伐、适应、学习、行动的能力HR的职责是的职责是:代理代理建立组织支持和利用改变建立组织支持和利用改变的能力的能力创建高效的团队创建高效的团队 减少革新的循环时间减少革新的循环时间及时执行新技术及时执行新技术确保信息板中对一些具体行为的陈述确保信息板中对一些具体行为的陈述帮助员工确认一些可以停止的工作帮助员工确认一些可以停止的工作,开始和继续一些正确开始和继续一些正确的眼光的眼光替代对于解答、计划结果和期待其可能结果的改变的恐替代对于解答、计划结果和期待其可能结果的改变的恐惧的抵制惧的抵制用改变的例子去辨明成功改变的关键因素以及关于组织用改变的例子去辨明成功改变的关键因素以及关于组织优缺点关联因素优缺点关联因素16 Key Success Factors for ChangeShaping a visionCreating a shared needMaking it lastMonitoring progressModifying systems and structuresMobilizing commitmentLeading changeFour steps cultural changeDesign and clarify concept of cultural changeArticulate why cultural change is central to business successDefine a process for assessing the current culture and the desired new culture,as well as for measuring the gap between the twoIdentify alternative approaches to creating culture change17改变的关键因素改变的关键因素立场分明立场分明创建共享创建共享需要需要使其持续使其持续监控过程监控过程改变系统改变系统和结构和结构使执行使执行自动化自动化领导改变领导改变文化改变四步走文化改变四步走设计和清晰文化改变的概念设计和清晰文化改变的概念阐明文化改变是事业成功的核心阐明文化改变是事业成功的核心 定义评估当前文化和期望中的新文化,定义评估当前文化和期望中的新文化,以及两者的不同的过程以及两者的不同的过程认识去创造文化改变的不同方法认识去创造文化改变的不同方法18The New HR RoleCommunicate to the organization that the“soft stuff”matterExplicitly define the deliverables from HR,and hold HR accountable for resultsInvest in innovative HR practicesImprove quality of HR professionalsTaking HR to be a Business Partner HR should be defined not by what it does,but by what it delivers19新新 HR 角色角色传递组织中的软材料传递组织中的软材料明确明确HR和和HR可可测量的结果的传递性的定义测量的结果的传递性的定义引进引进HR实施的创新方法实施的创新方法提高提高HR职业化职业化把把HR当作生意伙伴当作生意伙伴 HR 不应为做了什么而是传递了什么不应为做了什么而是传递了什么20HR Roles in the Building of a Competitive OrganizationFuture Focused/StrategicStrategic Human Resources ManagementChange and Transformation ManagementWork Processes Improvement ManagementEmployees Contribution ManagementProcessesPeopleDay-to-Day/Operational21HR 在建立有竞争力的组织中的作用在建立有竞争力的组织中的作用集中性和战略性的未来集中性和战略性的未来战略性的人力资战略性的人力资源管理源管理变化的管理变化的管理工作进程提高工作进程提高管理管理人才贡献管理人才贡献管理进程进程人才人才日常的日常的/可操作的可操作的22HR Roles in the Building of a Competitive OrganizationFuture Focused/StrategicLotus culture/Way of doing thingsAlignment with mission,values,core beliefsHR strategic Planning aligned with the businessKeep&Get&GrowProcessesPeopleDay-to-Day/OperationalOrganizational StrengtheningInternal CommunicationLeadership DevelopmentCoaching for ImprovementKey Performance Indicators(KPI)Management Information ToolsPolicies and ProceduresAccompanying and Evaluation Systems/People Software othersLife Value ProgramPerformance evaluationKey Training&Development ProgramsStudent and Trainee ProgramsMBATalent Search Program others23HR 在建立有竞争的组织的作用在建立有竞争的组织的作用集中性和战略性的未来集中性和战略性的未来易初莲花文化易初莲花文化/做事方式做事方式使命、价值观和核心信仰使命、价值观和核心信仰HR 联系业务发展的战略计划联系业务发展的战略计划保持成长保持成长进程进程人才人才日常的日常的/可操作的可操作的组织的强大组织的强大内部的沟通内部的沟通领导艺术的发展领导艺术的发展培训培训核心绩效指标核心绩效指标(KPI)KPI)安排信息工具安排信息工具政策和法规政策和法规评估系统评估系统/人才软件人才软件 其它其它整个薪资系统整个薪资系统绩效评估绩效评估核心培训和发展计划核心培训和发展计划学生和实习生计划学生和实习生计划MBAMBA猎头计划猎头计划 其它其它24Old MythsPeople go to HR because they like peopleHR is full of nice peopleHR deals with the easy part of a business and therefore it is not evaluatedHR work to be health-and-happiness and rules police and patrolNew RealitiesHR departments ate not designed to offer corporate therapy or social treatments or heath and happiness.HR professionals must create practices make employees more competitive,not more comfortable.HR practices impact in the business results can and must be evaluated.HR professionals must learn how to translate their work in a measurable performanceHR practices dont exist only to make employees happy,but to make them become committed and productive.HR professionals must help managers to commit the employees and manage the policiesSometimes,HR practices must force vigorous debates.HR professionals must be as challenging and confrontative as supportable 25老的观念老的观念人们去人们去HR工作是因为对工作是因为对人的喜欢人的喜欢HR 里都是好人里都是好人HR 做的是工作中的容易做的是工作中的容易部分部分 ,所以所以HR不会被不会被评估评估HR的工作是成为健康的的工作是成为健康的和快乐的,控制警察和和快乐的,控制警察和巡逻巡逻新的观念新的观念HR 是一个不易于提供对于健康和快乐的集体疗法是一个不易于提供对于健康和快乐的集体疗法和全体治疗的部门和全体治疗的部门.HR专家们必须创建使员工更专家们必须创建使员工更加有竞争力和满意度的实践加有竞争力和满意度的实践HR 实践影响的业务结果必须被评估实践影响的业务结果必须被评估.HR 的专家的专家必须学习怎样使他们的工作成为可以测量的必须学习怎样使他们的工作成为可以测量的HR 实践不仅仅使员工满意实践不仅仅使员工满意,而且使员工成为认真而且使员工成为认真和有成效工作的和有成效工作的.HR专家必须帮助经理如何对待专家必须帮助经理如何对待员工和安排政策员工和安排政策有时有时,HR 实践工作必须加强活泼的讨论实践工作必须加强活泼的讨论.HR专专家必须成为有竞争力的、勇敢的和可支持性的家必须成为有竞争力的、勇敢的和可支持性的26New RealitiesThe globalization will demand,each time more,that people think in global terms,but be capable to act according to the local needs.It will be each time more necessary,in the work environment,that people have the capacity to understand,accept and live with the cultural diversity of people from different races.,countries,ages,specializations,etc.The new technologies will demand new relationship ways at work and,mainly,new leadership ways,because they will affect,deeply,the way and the place where the work is done,the speed of communications and the need of personal contacts.The work legislation will be modernized.The rhythm of evolution and changes will intensify the need of freedom to abandon useless competencies and will demand a bigger dedication developing new competencies needed in the business environment where people live.27新的观念新的观念全球化是需要的全球化是需要的,但更多的时候但更多的时候,人们被需要的是在全球团队中有能人们被需要的是在全球团队中有能力根据本地的需要而工作力根据本地的需要而工作.在工作环境中,人们理解、接受多种文化、种族、国家年龄、特殊的在工作环境中,人们理解、接受多种文化、种族、国家年龄、特殊的人群,并与之生活的能力显得更加需要人群,并与之生活的能力显得更加需要.在工作中新技术需要新的联系方式,更需要新的领导方式,因为他们在工作中新技术需要新的联系方式,更需要新的领导方式,因为他们将要深刻影响工作的方式和地点、交流的速度和个人联系的需要将要深刻影响工作的方式和地点、交流的速度和个人联系的需要.工工作的法则成为现代化作的法则成为现代化.演化和改变的速度将要加强自由的需要去抛弃无用的技能以及需要更演化和改变的速度将要加强自由的需要去抛弃无用的技能以及需要更大的贡献去发展新的被需要的技能在人们生活的业务环境中大的贡献去发展新的被需要的技能在人们生活的业务环境中.28New RealitiesThe ancient corporate stability psychological contract will be practically non existent.People will search,each time more,corporation that,at every moment,offer them better opportunities of self development and realization.Each time more people will desire to understand what is their effective contribution to the organizations,demanding the breakthrough of departmental and company walls in order that they work together with their suppliers and internal and external clients.Each time more the talents,the people with high potential,will have conscience of their differentiate competencies and will demand adequate material compensation and social acknowledgement.A war for competencies is on course and winning it will be vital to competitiveness.People will search,each time more,companies capable of managing their intellectual capital,providing participative environments where the ideas generated are fast generalized and disseminated,where the creativity is motivated and where there is empathy,respect to the self esteem and affective treatment between people.Competent leader will be essential.29新的观念新的观念古代集体稳定的心理契约将不再存在古代集体稳定的心理契约将不再存在.人们将要找寻能提供更多自我发展和人们将要找寻能提供更多自我发展和自我实现机会的集体自我实现机会的集体.每一次更多的人将渴望被理解他们对组织有影响的贡献每一次更多的人将渴望被理解他们对组织有影响的贡献,需要突破部门和公司需要突破部门和公司的范围为了和他们的供应商或内部的外部的客户一起工作。的范围为了和他们的供应商或内部的外部的客户一起工作。每次有更高潜力的人才会认知自己能力的不同性,每次有更高潜力的人才会认知自己能力的不同性,将需要足够的薪资和社会将需要足够的薪资和社会经验经验.赢得一个能力的战争对于竞争是非常重要的。赢得一个能力的战争对于竞争是非常重要的。人们更多的时间将要找寻,公司有能力安排他们的智力财富,提供可参与的环人们更多的时间将要找寻,公司有能力安排他们的智力财富,提供可参与的环境,在这里理想可以更快的集中和吸收,这里创造力是被激励的,是可以产生境,在这里理想可以更快的集中和吸收,这里创造力是被激励的,是可以产生共鸣的,并且尊重每一个人的自我认可和影响力共鸣的,并且尊重每一个人的自我认可和影响力.有能力的领导是非常重要的有能力的领导是非常重要的.30New HR STRUCTURERecruiting and Selection of potential leadershipClimate Surveys360 AssessmentLeadership assessmentTop 25Advanced leadership DevelopmentLeadership FoundationsOrientation Program(30-60-90)Negotiation trainingDevelopment centerStore of learningActivitiesDevelopment ManagementCorporate&re-brandingPRESIDENT-LED Organizational StrengtheningPeople Software Performance EvaluationTraining and DevelopmentKey Performance IndicatorsSuccession PlanningHR Strategic PlanningTrainee and intern ProgramsCoaching PolicyPeople PoliciesOpen DoorOthers031新新HR结构结构招聘和选择有潜力的领导招聘和选择有潜力的领导市场调查市场调查360 360 评估评估领导能力的评估领导能力的评估顶级顶级 25 25进一步领导能力的发展进一步领导能力的发展领导能力的基石领导能力的基石指导程序指导程序(30-60-90)30-60-90)谈判培训谈判培训发展中心发展中心商场的学习商场的学习职责职责发展管理发展管理共有共有&重新标记重新标记组织结构的加强组织结构的加强人才软件人才软件 绩效评估绩效评估培训和发展培训和发展核心绩效指标核心绩效指标连续规划连续规划HR HR 战略规划战略规划实习生以及内部的项目实习生以及内部的项目政策的培训政策的培训人才政策人才政策打开大门打开大门其它其它032New HR STRUCTURECompensation philosophyCompensation PoliciesBenefits Surveys and PoliciesSalaries Surveys and PoliciesHeadcount/personnel cost controlCafeteria Surveys and PoliciesJob DescriptionsProfit SharingActivitiesCompensation ManagementStock Option Job grading/mappingJob evaluationNorms and ProceduresKey Function/Key PeopleCompensation links to PerformanceTotal Remuneration Review33新新HR结构结构薪资哲学薪资哲学薪资政策薪资政策福利调查和政策福利调查和政策薪水调查和政策薪水调查和政策人头数人头数/人力成本的控制人力成本的控制CafeteriaCafeteria调查和政策调查和政策工作描述工作描述获利共享获利共享工作职责工作职责 薪资管理薪资管理提供选择提供选择 工作等级工作等级/规划规划工作评估工作评估政策和法规政策和法规核心功能核心功能/核心人物核心人物绩效与薪资挂钩绩效与薪资挂钩赔偿总览赔偿总览34New HR STRUCTUREOn the job TrainingBuyers Coursesposition special training(PST)On the job Training to BuyersDC TrainingOperational GuidesActivitiesOperational Training ManagementOperational OrientationManagement Development SeminarBuilding Better Buyers(3Bs)Fresh collegeTrain the Trainer35新新HR结构结构工作培训工作培训采购的课程采购的课程职位特殊培训职位特殊培训(PST)PST)采购的工作培训采购的工作培训DC DC 培训培训营运指导营运指导工作职责工作职责营运培训安排营运培训安排以营运为方向的以营运为方向的管理发展研讨会管理发展研讨会培训更好的采购培训更好的采购(3 3Bs)Bs)应届大学毕业生应届大学毕业生培训培训师培训培训师36New HR STRUCTURECoaching for improvement in the storesSelection of Co-Managers and SDM of StoresOrientation Program in storesRecruiting and Selection of New store associates30/60/90 Days trackingCoaching for success for Stores leadershipOthersActivitiesHR Operations Management37新新HR结构结构商场的培训提高商场的培训提高商场经理和商场副经理的选择商场经理和商场副经理的选择商场的指导项目商场的指导项目招聘和选择新商场的助理招聘和选择新商场的助理30/60/90 30/60/90 天跟踪天跟踪持续培训新商场的领导持续培训新商场的领导其它其它工作职责工作职责HR 营运管理营运管理38
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