HR 今日的形象和角色

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,*,HR QUALITY,HR Management,A New Mandate for Human Resources,HR should be defined not by what it does but by what it delivers.,Repositioning,Lotus-China,Human Resource,July 5.2004,1,Lotus-China,Human Resource,July 5.2004,HR,品质,HR,管理,人力资源新的诠释,HR 不应为做了什么而是传递了什么,重新定位,2,Todays 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 Diversity,3,HR,今日的形象和角色,政策管理,法规监控,雇佣和退工,安排劳动局规定的福利,薪资决定的行政工作,并且，当,HR,被给予更多的权利时:,更多关注招聘,安排培训和发展项目,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,HR,的事务比以往更多,全球化:,增加学习和合作能力， 安排使之多样化、复杂化和边界模糊,培养受益:,培养创新精神，使信息自由流通,加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化.,智力资本:,发现、吸收、发展、补充和保留那些能驾御全球关注组织客户的高技术人才。,持续变化:,创造一种健康的状态,和一种比竞争对手更加快发现新趋势的能力 ，和一种寻找新方法做事请的能力。,6,The New Role of Human Resources,in strategy execution,for work organization,to balance employees & corporate,interests,of continuous organizational transformation,PARTNER,CHAMPION,EXPERT,AGENT,Achieving Organizational,Excellence means:,Enrich the organizational s,Value to Customers,Investors,and Employees,7,人力资源的新角色,在执行战略中,对于工作组织,平衡员工和公司的利益,持续组织的更新,伙伴,拥护者,专家,代理,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,值被提高了,8,organizational,HR as a Partner in Strategy Execution,PARTNER,in strategy execution,Strategy is the responsibility of the execution team-of which HR is a member,HR should impel and guide serious discussion of how the company should be organized to carry out its strategy,HRs responsibilities are:,Define the organizational architecture,Strategy,structure,systems,staff,style,skills,shared values,Define measurement,calculate dimensions,note windows,doors,staircases,examine the plumbing and,heating infrastructures,Conduct an organizational audit,culture,competencies,rewards,government,work processes,leadership,Identify methods for renovating the organization,Proposing,creating,and debating best practices in,Cultural change program,appraisal systems,team-based,organizational structures,etc.,Set clear priorities,and align HR work with strategy,Join Forces with operating managers to systematically assess the impact and importance of initiatives,such as,Pay-for-performance,organizational teamwork,action-learning development,etc.,9,organizational,HR,作为伙伴在执行战略中,伙伴,在执行战略中,战略是,HR,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,HR,的责任为,定义组织的结构,战略、结构、系统、员工、,风格、技能以及价值分享,定义尺度,计算范围,记录窗口、门和扶梯,检测管道和加热设备,处理组织的审计,文化,竞争力,报酬,政府,工作程序,领导才能,阐明革新组织的方法,建议、创造、以及讨论最好的实施方法,文化变动程序,评估系统,基于团队的组织结构,其它,确定优先权，并将,HR,的工作与战略结合,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，例如,：,激励机制,组织化团队工作,工作中学习的能力,其它,10,HR as a Expert in Work Organization,EXPERT,for work organization,Improve the efficiency(I.e.increase credibility) of own function and the entire organization,HRs responsibilities are:,Make HR processes better,faster,and value,Examples:,create a fully automated and flexible benefits program,use technology to screen resumes and reduce cycle time for hiring new candidate,create an electronic bulletin board that allows employees to communicate with senior executives,Rethink how work is done throughout the organization,Examples:,design and implement a system that allows departments to share administrative services,create centers of expertise that gather,coordinate,and disseminate vital information about market trends,or organizational processes,11,HR,作为工作组织的专家,专家,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,HR,的责任是：,使HR的工作程序更好，更快，更廉价,例子：,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的时间,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,重新考虑整个组织的工作如何开展,例子:,创建和执行一个允许部门分享行政服务系统,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心,12,HR as a Employee champion,to balance employees & corporate,interests,Ensure that employees are engaged-that they feel committed to the organization and contribute fully,Orientating and training line management in people management issues,especially how to achieve high employee morale,Holding a mirror in front of senior executives,e.g.through employee surveys and multi-source feedback processes,Analyze and eliminate causes of low morale,offer employees opportunities for personal professional growth,Provide resources that help employees meet the demands put on them,Being an advocate for employees and be their voice in management discussions,CHAMPION,13,HR,作为员工拥护者,平衡员工和公司的利益,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,特别是如何获得高的员工士气,高层面前的一面镜子，例如：通过员工的传递和多角度的反馈程序,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,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,拥护者,14,HR as a Change agent,of continuous organizational transformation,The primary difference between winners and losers in business will be the ability to respond to the pace of change,to adapt,learn,and act quickly,HRs responsibilities are:,AGENT,Build the organization capacity to embrace and capitalize change,Create high-performing team,Reduce cycle time for innovation,Implement new technology timely,Make sure that broad vision statements get transformed into specific behaviors,Help employees figure out what work they can stop,start and continue to make the vision realistic,Replace resistance with resolution,planning with results,and fear of change with excitement about its possibilities,Use a change model to identity the key success factors for change and assess the organization strengths and weaknesses regarding each factor,15,HR,作为代理,持续组织的更新,成功者和失败者在工作中主要的不同是：快速改变的步伐、适应、学习、行动的能力,HR,的职责是:,代理,建立组织支持和利用改变的能力,创建高效的团队,减少革新的循环时间,及时执行新技术,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,开始和继续一些正确的眼光,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优缺点关联因素,16,Key Success Factors for Change,Shaping a vision,Creating a shared need,Making it last,Monitoring progress,Modifying systems and structures,Mobilizing commitment,Leading change,Four steps cultural change,Design and clarify concept of cultural change,Articulate why cultural change is central to business success,Define a process for assessing the current culture and the desired new culture,as well as for measuring the gap between the two,Identify alternative approaches to creating culture change,17,改变的关键因素,立场分明,创建共享需要,使其持续,监控过程,改变系统和结构,使执行自动化,领导改变,文化改变四步走,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,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,认识去创造文化改变的不同方法,18,The New HR Role,Communicate to the organization that the “soft stuff” matter,Explicitly define the deliverables from HR,and hold HR accountable for results,Invest in innovative HR practices,Improve quality of HR professionals,Taking HR to be a Business Partner,HR should be defined not by what it does, but by what it delivers,19,新,HR,角色,传递组织中的软材料,明确,HR,和,HR,可,测量的结果的传递性的定义,引进,HR,实施的创新方法,提高,HR,职业化,把,HR,当作生意伙伴,HR,不应为做了什么而是传递了什么,20,HR Roles in the Building of a Competitive Organization,Future Focused/Strategic,Strategic Human Resources Management,Change and Transformation Management,Work Processes Improvement Management,Employees Contribution Management,Processes,People,Day-to-Day/Operational,21,HR,在建立有竞争力的组织中的作用,集中性和战略性的未来,战略性的人力资源管理,变化的管理,工作进程提高管理,人才贡献管理,进程,人才,日常的/可操作的,22,HR Roles in the Building of a Competitive Organization,Future Focused/Strategic,Lotus culture/Way of doing things,Alignment with mission, values, core beliefs,HR strategic Planning aligned with the business,Keep & Get & Grow,Processes,People,Day-to-Day/Operational,Organizational Strengthening,Internal Communication,Leadership Development,Coaching for Improvement,Key Performance Indicators(KPI),Management Information Tools,Policies and Procedures,Accompanying and Evaluation Systems/People Software others,Life Value Program,Performance evaluation,Key Training & Development Programs,Student and Trainee ProgramsMBA,Talent Search Program others,23,HR,在建立有竞争的组织的作用,集中性和战略性的未来,易初莲花文化/做事方式,使命、价值观和核心信仰,HR,联系业务发展的战略计划,保持成长,进程,人才,日常的/可操作的,组织的强大,内部的沟通,领导艺术的发展,培训,核心绩效指标(,KPI),安排信息工具,政策和法规,评估系统/人才软件,其它,整个薪资系统,绩效评估,核心培训和发展计划,学生和实习生计划,MBA,猎头计划,其它,24,Old Myths,People go to HR because they like people,HR is full of nice people,HR deals with the easy part of a business and therefore it is not evaluated,HR work to be health-and-happiness and rules police and patrol,New Realities,HR 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 performance,HR 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 policies,Sometimes, HR practices must force vigorous debates. HR professionals must be as challenging and confrontative as supportable,25,老的观念,人们去,HR,工作是因为对人的喜欢,HR,里都是好人,HR,做的是工作中的容易部分 ，所以,HR,不会被评估,HR,的工作是成为健康的和快乐的，控制警察和巡逻,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和全体治疗的部门.,HR,专家们必须创建使员工更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.,HR,的专家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,而且使员工成为认真和有成效工作的.,HR,专家必须帮助经理如何对待员工和安排政策,有时, HR,实践工作必须加强活泼的讨论.,HR,专家必须成为有竞争力的、勇敢的和可支持性的,26,New Realities,The 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,全球化是需要的, 但更多的时候, 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.,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.,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 .工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.,28,New Realities,The 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,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,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。,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经验.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.有能力的领导是非常重要的,.,30,New HR STRUCTURE,Recruiting and Selection of potential leadership,Climate Surveys,360 Assessment,Leadership assessment,Top 25,Advanced leadership Development,Leadership Foundations,Orientation Program(30-60-90),Negotiation training,Development center,Store of learning,Activities,Development Management,Corporate & re-branding,PRESIDENT-LED Organizational Strengthening,People Software,Performance Evaluation,Training and Development,Key Performance Indicators,Succession Planning,HR Strategic Planning,Trainee and intern Programs,Coaching Policy,People Policies,Open Door,Others,0,31,新,HR,结构,招聘和选择有潜力的领导,市场调查,360,评估,领导能力的评估,顶级,25,进一步领导能力的发展,领导能力的基石,指导程序(,30-60-90),谈判培训,发展中心,商场的学习,职责,发展管理,共有,&,重新标记,组织结构的加强,人才软件,绩效评估,培训和发展,核心绩效指标,连续规划,HR,战略规划,实习生以及内部的项目,政策的培训,人才政策,打开大门,其它,0,32,New HR STRUCTURE,Compensation philosophy,Compensation Policies,Benefits Surveys and Policies,Salaries Surveys and Policies,Headcount/ personnel cost control,Cafeteria Surveys and Policies,Job Descriptions,Profit Sharing,Activities,Compensation Management,Stock Option,Job grading/mapping,Job evaluation,Norms and Procedures,Key Function/Key People,Compensation links to Performance,Total Remuneration Review,33,新,HR,结构,薪资哲学,薪资政策,福利调查和政策,薪水调查和政策,人头数/人力成本的控制,Cafeteria,调查和政策,工作描述,获利共享,工作职责,薪资管理,提供选择,工作等级/规划,工作评估,政策和法规,核心功能/核心人物,绩效与薪资挂钩,赔偿总览,34,New HR STRUCTURE,On the job Training,Buyers Courses,position special training(PST),On the job Training to Buyers,DC Training,Operational Guides,Activities,Operational Training Management,Operational Orientation,Management Development Seminar,Building Better Buyers(3Bs),Fresh college,Train the Trainer,35,新,HR,结构,工作培训,采购的课程,职位特殊培训(,PST),采购的工作培训,DC,培训,营运指导,工作职责,营运培训安排,以营运为方向的,管理发展研讨会,培训更好的采购(,3,Bs),应届大学毕业生,培训培训师,36,New HR STRUCTURE,Coaching for improvement in the stores,Selection of Co-Managers and SDM of Stores,Orientation Program in stores,Recruiting and Selection of New store associates,30/60/90 Days tracking,Coaching for success for Stores leadership,Others,Activities,HR Operations Management,37,新,HR,结构,商场的培训提高,商场经理和商场副经理的选择,商场的指导项目,招聘和选择新商场的助理,30/60/90,天跟踪,持续培训新商场的领导,其它,工作职责,HR,营运管理,38,