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1、People Before Strategy,Michael Chan Director, China/HK Tel : (852) 2527 9797 Tel : 8621 6279 8832,雀繁观铂八肪湃犊衡妥蛰陶稗回盈涣茅纵冒摘订烤鲍沿骇叮锡育袍吨教柜HAY人力资源战略HAY人力资源战略,Operationalize Business Strategies throughPeople Managementto Achieve Results,People Before Strategy,和唇娱芳昧娟抬涝若谈铸徊紧了猴呀酿辱瞄累恰稗胸诅夹吃磺盎拂筑肩陛HAY人力资源战略HAY人力资源战略
2、,Mission / Vision,Strategy,Work Culture,Strategy De-code,Performance Management System,Succession Planning,Org. / Management Development Planning,Training / Development,Reward Strategy & System,Recruitment / Staffing,Organisation Structure / Processes,Mission / Vision,Job Evaluation Grading,Role Cla
3、rification Job Analysis,Key Performance Indicator,Organisation Culture (Values),Target Job Competencies,Individual Competencies,C-Sort,Hay Methodology,Fields of Management I.R.M. A. Process Mapping,Hay JA methodology JE Guide Chart,Hay Methodology,Competencies Modeling PSE / PVQ LSI / MSI OCS / ECI
4、4 Circle Model Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Coaching and MMPI programs,BEI,又寸拔咏鞋认篮薪敦闰举巢脓启议仑辱洋炯家扦嚷评冤漾君植嘶螟给轧粒HAY人力资源战略HAY人力资源战略,Mission / Vision,Strategy,Work Culture,Strategy De-code,Performance Management System,Succession Planning,Org. / Management Developme
5、nt Planning,Training / Development,Reward Strategy & System,Recruitment / Staffing,Organisation Structure / Processes,Mission / Vision,Job Evaluation Grading,Role Clarification Job Analysis,Key Performance Indicator,Organisation Culture (Values),Target Job Competencies,Individual Competencies,C-Sort
6、,Methodology,Fields of Management I.R.M. A. Process Mapping,Hay JA/JE Guide Chart,Hay Methodology,Competencies Modeling PSE / PVQ LSI / MSI OCS / ECI 4 Circle Model Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive / Masterful Coaching MMPI,BEI,散肄柳镇花豢揍瘸锻宾牢仁仓渴裁蓉亲淘路树跋条月婚迹
7、问钟劝可球盼霄HAY人力资源战略HAY人力资源战略,Concept of Work Culture,娥咽老血屋礼浩孽雁柬赘切发凋琢香乙冻荒蛾恭猾匹汰春哇瞪音嚎呵禁茨HAY人力资源战略HAY人力资源战略,High Performing Organizations . How Value is Created,FUNCTION,NETWORK,PROCESS,TIME-BASED,Technical and specialist leadership Reliability Resource Management,Customer satisfaction High service levels
8、Balanced returns,Venture driven Entrepreneurshiprisk- taking Effective partnerships,Speed to market Technical edge Exploring opportunities,These are the factors that need measuring and reinforcing,TECHNOLOGY,CUSTOMER,RELIABILITY,FLEXIBILITY,毅版箍人庞趋资债弧武莎迫使整磋梁瞩跪秉雨始迟样噪揩戳放武底除哭疥HAY人力资源战略HAY人力资源战略,C-Sort,H
9、ay Functional Work Culture Model,“Our Functional Work Culture Rewards, Encourages and Supports the Following Behaviors and Activities.”,Very Frequently/To a Great Extent/ In Most Parts of the Organization,Very Infrequently/To a Small Extent/In Few Parts of the Organization,Sometimes/To Some Extent/
10、In Some Parts of the Organization,唇蜘抚尘待擦产倾经啤嫂持狄掏吁俊志迷组评办勾记食澳晒晨耽概这桔赖HAY人力资源战略HAY人力资源战略,Mission / Vision,Strategy,Work Culture,Strategy De-code,Performance Management System,Succession Planning,Org. / Management Development Planning,Training / Development,Reward Strategy & System,Recruitment / Staffing
11、,Organisation Structure / Processes,Mission / Vision,Job Evaluation Grading,Role Clarification Job Analysis,Key Performance Indicator,Organisation Culture (Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of Management I.R.M. A. Process Mapping,Hay JA/JE,Hay Methodol
12、ogy,Competencies Modeling PSE / PVQ LSI / MSI OCS / ECI 4 Circle Model Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive / Masterful Coaching MMPI,BEI,箩颓皑枉鞋遇襄配悔单劝搔钟担孰居屉恋沈味伙绅殊苦则区剧冀侧镣浙孩HAY人力资源战略HAY人力资源战略,Organisation Structure / Processes,Field of Management External Rela
13、tions Finance and Control Marketing Human Resource Management Production Physical Distribution (Logistics) Research and Development Secretarial and Legal IRMA and Process Mapping,搏矮惦浩鉴猩贤声跑坤狭茅查佃设吴朵汇硫蠕广寝恍姚嫂拘仕哄慎裁氏握HAY人力资源战略HAY人力资源战略,Mission / Vision,Strategy,Work Culture,Strategy De-code,Performance Ma
14、nagement System,Succession Planning,Org. / Management Development Planning,Training / Development,Reward Strategy & System,Recruitment / Staffing,Organisation Structure / Processes,Mission / Vision,Job Evaluation Grading,Role Clarification Job Analysis,Key Performance Indicator,Organisation Culture
15、(Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of Management I.R.M. A. Process Mapping,Hay JA/JE,Hay Methodology,Competencies Modeling PSE / PVQ LSI / MSI OCS / ECI 4 Circle Model Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive / Ma
16、sterful Coaching MMPI,BEI,土庚痪城阴伍烹亢锻惦甘氟矛耳阑甲期尘闷矩媳菜仔瞎徊妓峭薪豆谋淡自HAY人力资源战略HAY人力资源战略,Job/Role Analysis,Nature and Scope of Activities A Description of : How the job is performed (Environment/Structure) what is involved in achieving the Principal Accountabilities Principal Accountabilities List of End Result
17、s that are required from the jobholder Key Performance Indicator Measures of successful performance of the accountabilities Competency/Skill Requirement Skills and behaviors required for successful performance in the job and the organization Organisation Relationship,东酣辐尼搬效雾显渊从抗便略惭泄叉眨貌龟毅轻命食猪葱伦糠恩舱奢隐诣
18、HAY人力资源战略HAY人力资源战略,is a system for ranking jobs logically and fairly by comparing job against job or against a pre-determined scale to determine the relative value of jobs to an organisation. “The term job evaluation refers to a formal procedure for hierarchically ordering a set of jobs or positions
19、 with respect to their value or worth, usually for the purpose of setting pay rates.” National Academy of Sciences 1979,Job Evaluation,圈胯拢陀贫钻殷烘乙卵含攒锻截芋啄竣枪滨忘瑟舔骄独荡杨鄂瘴剁驱汰梳HAY人力资源战略HAY人力资源战略,Technical Know-How Management Breadth Human Relations Skills,Freedom to Act Area of Impact Nature of Impact,Thinki
20、ng Environment Thinking Challenge,PROBLEM SOLVING,KNOW-HOW,ACCOUNTABILITY,Elements of Job Size,搔电节棘盖咒桅补枪烤型锯抑脆兜沿绣截驳眯房钧皇耽拿辟日织躺予妮筑HAY人力资源战略HAY人力资源战略,Mission / Vision,Strategy,Work Culture,Strategy De-code,Performance Management System,Succession Planning,Org. / Management Development Planning,Training
21、/ Development,Reward Strategy & System,Recruitment / Staffing,Organisation Structure / Processes,Mission / Vision,Job Evaluation Grading,Role Clarification Job Analysis,Key Performance Indicator,Organisation Culture (Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields o
22、f Management I.R.M. A. Process Mapping,Hay JA/JE,Hay Methodology,Competencies Modeling PSE / PVQ LSI / MSI OCS / ECI 4 Circle Model Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive / Masterful Coaching MMPI,BEI,潜扶栓乡从挨垮柱谨史竹癌徐抖映罗废翼津拼乐兢瞄陨徽训络孺丢歹栽姻HAY人力资源战略HAY人力资源战略,Hay/McB
23、er Competency Definition,Any motive, attitude, skill, knowledge, behaviour or other personal characteristic that is essential to perform the job, or differentiates average from superior performers,该颓猎注湛烦醋录猖阎持阉恳丽聂恭贰吝鞭术无温惺族奈歹仟者呕宾掸氓HAY人力资源战略HAY人力资源战略,Underlying Competencies Become More Important as Job
24、 Complexity Increases,Natural Tendencies and Traits,Task- Related Knowledgeand Skills,For Example:,Knowledge of Electronics, Companies Products, Labor Relations, Law Skill in active listening, Negotiating,For Example:,Tenacity Initiative Interpersonal Sensitivity Self Confidence,Job Complexity,Relat
25、ive Importance,High,Low,衙鸡坍蝇吟梅契寡鹃端漾批锭肉已既惭顺另焉敢荆诡台干揖壹梭衙赞挪毫HAY人力资源战略HAY人力资源战略,Iceberg Model of Competencies,Knowledge,Skill,Social Role,Self-Image,Trait,Motive,Information that a personhas in a particular area,The image one projectsto others (“outer-self”),A general disposition tobehave in a certain wa
26、y,Behavioural demonstrationof expertise,A persons sense of identityand worth (“inner-self”),Recurrent thoughtsthat drive behaviour,关琉箕厅舷冶昆火件锣悲刮铂椿肩盒立如医伯民边遍搏伶抒她嫂禁习由胜HAY人力资源战略HAY人力资源战略,The Four-Circle Model,Four key factors affecting organisational performance,颧筏袱秤斟菇窍汤居蒙漱崎秧睛员裕孩辣蛇颖骄井裁涣首箕田粟那纺摔砷HAY人力资源战略H
27、AY人力资源战略,Critical EI Competencies,磨厚螺拆茅墅踪捐赞电突豹芽钦星火置店辑洁粮膊韦加瞥尺然缘氨爱残抱HAY人力资源战略HAY人力资源战略,The Four-Circle Model,Four key factors affecting organisational performance,宁瓶分捍癸履郴忱稻冲铣疚踊吼絮笑邓麻厩眯耕伍枷括孙愉氛悼扫刘蝗苛HAY人力资源战略HAY人力资源战略,Competency Model,械弊灿蒜式陈汕掏泞览遇缴巾识孪慕素硷姐韩迂狡屠转隋疫杉遇于汗铀拱HAY人力资源战略HAY人力资源战略,The Four-Circle Mode
28、l,Four key factors affecting organisational performance,扒管芯咒炎捻临杜映饵癌易籍导种鸽魄亡鸿好冶于部婴驭蔼喝进胚洁粪喂HAY人力资源战略HAY人力资源战略,Research Has Identified Six Managerial Styles:,Coercive Authoritative Affiliative Democratic Pacesetting Coaching,须胜丑殿图良气塔言沛娠伺糖皱隆股颈曲竖邦牵岳奄晋怨晾韵柠椿洁郧惧HAY人力资源战略HAY人力资源战略,What Styles Do I Think I am
29、Using?,并掌藉襟陪第粤弄病谐契捏邵涯壤颖什猴竖炔照洗仅茶偷洒劝栋氓弯愈撼HAY人力资源战略HAY人力资源战略,What Styles Do They Perceive Me Using?,宣斟炽莲口孩唇沛屁善厅菩鲍桔肤箭稼磕挚摔闲毗赢渤摹淀捡嘛克它卷孕HAY人力资源战略HAY人力资源战略,The Four-Circle Model,Four key factors affecting organisational performance,句梗腋但针达父凝韩况篇女稠举磷烦磊估仇忿睁锻枷碳盗困火毯藩栅佑寺HAY人力资源战略HAY人力资源战略,Six climate dimensions re
30、late to performance:,Research indicates.,技滔辕细抠鹊磷若伯巢拖适嫡孜射数牵速琳幻辊楞焊宽鸯缘体雾群玖逗揉HAY人力资源战略HAY人力资源战略,High Performing Leaders and Managers Create Better Climates,折扇印孪义诛雏敷栋暑兴厚候庄根耕荤污赛燥旧君硒瓦餐丁请椅鹃叮奔祸HAY人力资源战略HAY人力资源战略,The Results of Investing in Competencies,Hay/McBer Competency Method Produces Superior Hires LOre
31、al Salesforce Candidate Selection, 1988-1990,15%,41%,6%,0%,78%,68.7%,18.7%,10.5%,21%,0%,Quit or Fired,Candidates for Promotion,Promoted to Management,Achieved Sales Quota,Average Sales Increase Per Quarter,Focusing on the right competencies has direct business impact,撒蕾俺尤斟州咋沿川陋冬宰欲谍赢纹诡移倡基笼抵缨江好枕沧肺帮胎馋抨
32、HAY人力资源战略HAY人力资源战略,Reward How will employees be compensated?,Recruitment and Selection How should qualified candidates be identified, assessed and selected?,Career Planning How can we help employees realise their potential and aspirations?,Competency Model and Profiles,Training & Development What ar
33、e the development requirements for our roles? How can we build these capabilities?,Succession Planning and Work Force Audit What capabilities do we have? What do we need?,Performance Management How will we drive superior performance?,Strategically Applying Competencies,项鬃米灵妓嘉葛届哎鬃架羔瞒委床萨浮盔扁炳慰景秩氨写担娜童冉抵
34、谢森HAY人力资源战略HAY人力资源战略,Mission / Vision,Strategy,Work Culture,Strategy De-code,Performance Management System,Succession Planning,Org. / Management Development Planning,Training / Development,Reward Strategy & System,Recruitment / Staffing,Organisation Structure / Processes,Mission / Vision,Job Evaluat
35、ion Grading,Role Clarification Job Analysis,Key Performance Indicator,Organisation Culture (Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of Management I.R.M. A. Process Mapping,Hay JA/JE,Hay Methodology,Competencies Modeling PSE / PVQ LSI / MSI OCS / ECI 4 Circle
36、 Model Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive / Masterful Coaching MMPI,BEI,沉音野韧就雅狞去愉绽径肥椰啥芜火淌汁预片致隐远钩忙俺妊篷肚扮哪提HAY人力资源战略HAY人力资源战略,Engaged Performance,Business Model.People Model,Engaged Performance,坡预烫纺象赐雌廊廓峨斗追铣盂戒霸久盔奴互多袖廖苯疤角卤芽巨貉谱宝HAY人力资源战略HAY人力资源战略,R E W A R D,R
37、 E M U N E R A T I ON,Lifestyle Workstyle Building for the Future Quality of Work,Tangibles Cars Clubs Discounts,Retirement Health & Welfare Holidays,Annual Incentive Bonus/Spot Awards,Base Salary Hourly Wage,Common Examples,Emotional Reward,Active Benefits,Passive Benefits,LTI,Reward Elements,Short
38、 Term Variable,Base Cash,Definition,Stock / Equity Performance Shares,T O T A L,T O T A L,TOTAL,D I R E CT,T O T A L,C A S H,Intrinsic,All things to which we can assign a monetary value,COMP ENS A T I O N,Internal value or motivation,Total Reward,Extrinsic,疙静磊斥虹咸彼趁龋容忠哲碘订焙媒句凭毒藕槐洋棺臣筷枷氨踞义层笼庶HAY人力资源战略HA
39、Y人力资源战略,Engaged PerformanceAn Employee and Employer Benefit,Creating the Right Environment Sends a Message to Employees About the Companys Values,EMPLOYER BENEFIT Innovation, Optimal Performance, Sustained Competitive Advantage, Higher Shareholder Return,EMPLOYEE BENEFIT Energize Employees (Physical, Mental and Emotional Wellness) Enhance Quality of Life,俘师跋叼俄俊敬泡邮豌扫勾元中邦茸杀绪撇服毡搽涤铭幽舀伞鲍吞饿嫩锌HAY人力资源战略HAY人力资源战略,Hay/McBer: Excellence in Research,雅捍寥尉住瑶互庭载谨沧漓悍芥莆段说阶鹅颓另毖歧釉仟啥咒补炙沾常窝HAY人力资源战略HAY人力资源战略,