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1、Bank of America Human Resources Organization Transformation Framework美国银行人力资源组织变革框架China Construction Bank中国建设银行,May 11 May 12, 2006 2006年5月11日至5月12日 Ranjit Nair,1,What Sets Us Apart: Our Culture Drives Performance我们的独特之处：企业文化是绩效的动力,Through the strength of our culture, the Bank has evolved into a ni
2、mble and entrepreneurial organization, where client and customer, service, teamwork and coaching, integration, creativity, process excellence and disciplines of our core competencies are rewarded. These values are reinforced by the consistency and collective experience of our senior management team.
3、 美国银行凭藉强大的企业文化，已发展成为一个敏捷和具有创业精神的机构，坚持以客户为中心，奉行服务、团队合作和辅导、整合、创造性、流程卓越和核心业务能力原则的价值观。高级管理团队的一致性和集体经验更是巩固了这些价值观。,Client and Customer focus/ Business Integration Revenue Productivity/ Organic Profitable Growth Rigorous Expense Management Balancing Risk and Reward Capital Efficiency/ Management Process Dr
4、iven and Measurement Focus,(1/1/01,12/31/04),-50%,0%,50%,100%,150%,2002,2003,2004,$239,$174,$132,$117,$109,$100,Jan 1, 2001,2001,% Return / 收益率,2001年1月1日,25th Percentile 第25百分位数,Median中位数,75th Percentile第75百分位数,90th Percentile第90百分位数,Total Shareholder Return Financial Services Peer Group总股东收益金融服务同业分
5、布图,关注客户/业务一体化 营业收入率/内生性可赢利增长 严格的费用管理 均衡风险和收益 资本效率/管理 以流程为驱动力，以考核为中心,2,Bank Of America Organization Structure 美国银行的结构,Bank of America美国银行,Global Technology Services and Fulfillment全球技术、服务及业务实现部,Global Quality and Productivity全球质量及生产率处,Global Consumer 员工选用 Communication 评估和奖励 Talent Management 人才管理,10
6、,Culture文化 Values价值观 Leadership Model领导力模型,Staffing员工选用 Defined strategy to hire, place, and promote people with the right capabilities to help the organization gain competitive advantage.确定员工雇佣，任用和晋升的战略，以帮助组织获得优势竞争力。,Associate Development员工培养 Ensure learning 与业务和职能部门建立合作关系，确定 岗位所需上岗资格、技能和成功要素 Partn
7、ers with the Business and Function to architect and drive the change across the enterprise including alignment of roles and responsibilities与业务和职能部门建立合作关系，在全公司规划实施改革，包括将岗位和承担的责任进行调整 Creates Job Profile and Description 建立职位描述及职位要求 Determine specific impact analyses of the transition to the new model
8、on the existing organization, roles, people and responsibilities 在转换到 新模式后，对现有组织，岗位，人员以及责任方面造成的影响进行分析 Crafts organizational chart of “To Be” environment 草拟改革后的组织框架 Assist in selecting the right talent for the roles 协助选择 岗位合适人选 Develops assimilation and on-boarding plan for associates in new role 为调换
9、到新岗位的员工提供适应计划 Provides the framework, processes and tools to drive performance assessment/management for associates in role为在岗员工提供绩效评估/考核框架、流程、工具 Provides leadership development and talent management framework and guidance提供领导培训、人才管理框架及指导原则 Determines right compensation levels and mix for role 为岗位设定
10、合适的薪酬范围和薪资组合,HRs Role in the Transition the partnership model 转换中人力资源部起到的作用合作模型,16,Framework for Architecting and Driving Change The Star Model变动管理构架及促进框架星型模型,Culture文化,Fit among these elements produces effectiveness将上述各要素进行合理搭配以提高效力,17,What Key Aspects Do We Assess When Analyzing Organization Effec
11、tiveness? 分析组织有效性时应关注什么关键问题？,Metrics & Rewards 考核及激励 Accountability Measures 工作责任度量 Alignment of Compensation 与工资福利调整挂钩 Results/Behaviors Reinforced强化工作结果与表现,People Capability 员工能力 Key Leaders 主要负责人 Skills Matrix 技能组合 Right fit vs. Core Competencies合理安排与提高核心竞争力比较 Learning/Development 学习和发展,Mgmt Syst
12、ems & Processes管理系统及操作流程 Horizontal/Core 横向管理/核心管理 Information & Technology 信息技术 Processes Built-out 过程扩建 Customer Aligned 与客户一致 Functioning at Six Sigma 按照六西格玛原则运作,Structure 结构 Clear Accountability 工作责任明确透晰 Lateral Integration 横向联合 Focus 关注重视 Efficiency 注重效率,Strategy 战略 Business Direction/Value Dri
13、vers 商业发展方向/价值驱动 External Marketplace Realities 外部市场实际情况 Face Validity 表面效度 Face Real Need 工作面真实需求,Learn about whats working or not working掌握了解什么起作用或不起作用,18,Utilizing the DMAIC model for project execution使用 DMAIC 模型方法进行项目实施,Steps/Deliverables 步骤,Phase 阶段,Define定义,Measure衡量,Analyze分析,Improve改进,Control控制,Timeframe时间表,19,