上海2015年5月戴維·尤里奇演講《HR的產(chǎn)出-–-人才管理的趨勢》

1、Morning Session :Outcomes of HR Work Trends in TalentManagementHR的產(chǎn)出的產(chǎn)出 人才管理的趨勢人才管理的趨勢Shanghai | 上海May 2015 | 2015年5月David Ulrich | 戴維尤里奇CSTDCSTD中國人才發(fā)展社群RChinese Society forTalent DevelopmentMay 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupPre test小調(diào)查1.Perspective : What is the “biggest challenge”

2、in my job today?觀點：我先今工作中“最大的挑戰(zhàn)”是什么？2.Outcomes : What are the “outcomes” of effective HR? (e.g.,finance delivers economic insights ; marketing customers ; manufacturing quality products , HR?)成果：卓有成效的HR“成果”是什么？（舉例：財務(wù)帶來經(jīng)濟洞察力；營銷帶來客戶；制造產(chǎn)出優(yōu)質(zhì)產(chǎn)品，那么HR呢？）.3. Transformation :What are the requirements for eff

3、ective HR transformation ?轉(zhuǎn)型：卓有成效的HR轉(zhuǎn)型需要具備哪些條件?.May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupStaff Groups at the Table員工團體Staff group員工團隊員工團隊Focus焦點焦點Information they bring他們帶來的信息他們帶來的信息Finance財務(wù)Economic and financial performance經(jīng)濟與財務(wù)業(yè)務(wù)Financial data(EVA,EBIDTA,cash flow)財務(wù)指標Marketing/sales市場營銷

4、/銷售Customer interest and patterns客戶的興趣愛好與模式Net promoter sore凈推薦值Customer share客戶占有率Market share市場占有率Manufacturing生產(chǎn)制造Operational efficiency運作效率Productivity生產(chǎn)力Quality質(zhì)量Efficiency效率Human Resources人力資源?May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupQuestion 2：HR value creation :What value does HR cr

5、eate?問題2：HR價值創(chuàng)造：HR創(chuàng)造了什么價值？Organization Capability組織能力Individual Ability個人能力Low 低Low 低High 高High 高Talent 人才Workforce 勞動力People 人員Leaders 領(lǐng)導者 Leadership 領(lǐng)導力Culture 文化Workplace 工作場所Process流程May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupHR value creation :Importance of talent and teamworkHR價值創(chuàng)造：人才和團

6、隊合作的重要性What percent of the time is the leading scorer ( winner of the Golden Boot ) on the team that wins the World Cup?歷史上有多上次，獲得金靴獎的球員所在的球隊同時也獲得了世界冠軍？May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupImportance of talent and teamwork人才和團隊合作的重要性How many of the “ Best Actor /Best ActressDirector ” A

7、cademy Awad winners in the last twenty years were also in the “Best Picture ” for that year?在過去的20年間，有多少“最佳男演員/最佳女演員導演”奧斯卡金像獎得主同時也是當年的最佳影片得主？ May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupRoles for HRHR的角色Line managers as Owners直線經(jīng)理作為所有者Fully engaged 充分參與Make final decision 做出最終決定Accept accounta

8、bility 承擔責任Ensure follow up 保持跟進HR Professionals as Architects & AnthropologistsHR專業(yè)人員作為建筑師與人類學家Architect : puzzle solving , frameworks , blueprints建筑師：解開謎題、搭建構(gòu)架、繪制藍圖Anthropologists :mystery seeking , observations , patterns人類學家：探尋謎底、細致觀察、尋找模式May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupQue

9、stion 2：HR value creation :What value does HR create?問題2：HR價值創(chuàng)造：HR創(chuàng)造了什么價值？Organization Capability組織能力Individual Ability個人能力Low 低Low 低High 高High 高Talent 人才Workforce 勞動力People 人員Leaders 領(lǐng)導者 Leadership 領(lǐng)導力Culture 文化Workplace 工作場所Process流程May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupWhat are emergi

10、ng trends to improve talent management?改進人才管理的趨勢？Talent process人才管理過程人才管理過程Traditional傳統(tǒng)的傳統(tǒng)的Emerging新興的新興的Talent referent人才參照管理Inside out由內(nèi)而外People first以人為本Outside in由外而內(nèi)Business first業(yè)務(wù)Talent activity人才活動Piecemeal,segmented逐個的，細分的Integrated,connected綜合的、連貫的Governance治理One size fits all通用的Manage pr

11、inciple and process,not practice管理理念和流程，不參與實施Process流程Complicated with lots of steps and forms有很多復雜的步驟和框架Simple with a focus on conversation簡單，專注于溝通Responsibility責任HR pushHR推動Line pull(HR architect and anthropologist)（HR建筑師和人類學家）?May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupA new talent formula

12、新人才公式Talent 人才（productivity生產(chǎn)力） = ENGAGEMENT 敬業(yè)度COMPETENCE素質(zhì)(ability to do the work)（勝任工作的能力）COMMITMENT承諾(willing to do the work)（工作的意愿）CONTRIBUTION貢獻(creating well being at work)（在工作中創(chuàng)造幸福感）Right person,right place,right time,right skills合適的人，地點，時間，技能Set standard制定標準Assess評定Invest投資Integrate整合Enact

13、an employee value proposition明確員工價值主張What do I get 我會得到什么？What do I give 我需要付出什么？Create meaning at work 在工作中創(chuàng)造意義Build a growthmindset among employees 在員工內(nèi)部樹立成長心態(tài)May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupWhat do we mean by talent我們說的人才是什么？lCompetence素質(zhì) Setting standards 制定標準 Bringing people i

14、n 招募 Accessing performance 評估業(yè)績 Investing in development 投資與發(fā)展 Providing talent integration 提供人才一體化 Doing “ strategic workforce planning ” 進行“戰(zhàn)略性人員規(guī)劃” lCommitment Creating an employee value proposition 創(chuàng)建員工價值主張lContribution Creating well being at work(growth mindset) 在工作中創(chuàng)造幸福感（成長心態(tài)）May 2015/Whats ne

15、xt for HR?CSTDCSTDRCThe RBL GroupCompetence Assessment : Getting people in勝任力評估：人員招募Stage 階段Question 問題Hints 提示Set standards制定標準What are the skills required for new employees?新員工需要什么樣的技能？Balance technical and cultural在技術(shù)與文化間平衡Hire for the future not past著眼于未來的業(yè)務(wù)所需人才，而非現(xiàn)在Source candidates獲取候選人How do

16、we source new candidates?我們?nèi)绾潍@取候選人？Encourage referrals from top employees鼓勵上層員工推薦Use search firms 利用獵頭公司Screen candidates篩選候選人How do we know if candidate fits?我們?nèi)绾沃篮蜻x人是否適合這份工作？Do initial and more detailed screening,including culture fit做初始詳細的檢查，包括文化契合程度。Secure candidate鎖定候選人How do we create value f

17、or potential employee?我們?nèi)绾螢闈撛谛聠T工創(chuàng)造價值？Build an employee value proposition for top candidates?為熱門候選人建立員工價值主張？Steering candidate引導候選人How do we orient or on board new employees?我們?nèi)绾沃笇Щ蛑С中聠T工Help new employee learn norms and expectations 幫助新員工了解公司的行事準則即對他的期望。Other questions？其他問題？Engage in Conversation參于溝通

18、May 2015/Whats next for HR?CSTDCSTDRCThe RBL Group4 key Performance Management Actions4個關(guān)鍵的績效管理行為ClarifyExpectation期望澄清Allocate&EnsureConsequences有效配置資源確保結(jié)果達成Establish Matrics&Standards建立體系和標準Help me understand 幫助我理解The data 數(shù)據(jù)To solve the problem 解決問題May 2015/Whats next for HR?CSTDCSTDRCThe

19、 RBL GroupBlended,integrated development experiences Accelerate leadership development混合式、一體式發(fā)展體驗，加速領(lǐng)導力發(fā)展50%30%20%ON-THE-JOB 在職的Job assignments 工作分配Special projects 特別項目Supported by one-on-one coaching and internal coaching/mentoring 一對一指導和內(nèi)部指導/ 答疑的支持Education 教育Guest not tourist training客座而不是觀光式的培訓

20、Learning solutions more than action learning 學習應(yīng)對措施多于學習 行動Attend as teams;solve problems 作為團隊參加，解決問題Make training part of work 把培訓作為工作的一部分Life Experience 生活經(jīng)驗Business or industry leadership positions 企業(yè)或行業(yè)的領(lǐng)導地位Community involvement社群參與External mentor 外部導師Personal growth 個人成長May 2015/Whats next for H

21、R?CSTDCSTDRCThe RBL Group3 Phases 11 steps3個階段 11個步驟1、Context 環(huán)境2、Process 流程3、Capability能力4、Positions職位5、Governance治理6、Talent Assessment人才評估7、Talent Investment人才投資8、Position/person matching 人崗匹配9、Workforce Metrics 人力指標10、HR Transformation HR轉(zhuǎn)型11、Accountability 職責Outside外Inside內(nèi)Differentiation 衍進衍進Ph

22、ase 1：階段1：Business Strategy業(yè)務(wù)戰(zhàn)略Phase 2：階段2：Workforce Strategy人力戰(zhàn)略Phase 3：階段3：HR StrategyHR戰(zhàn)略May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupApplication:Mapping the workforce應(yīng)用：勞動力規(guī)劃Step 步驟Application應(yīng)用Craft Strategy 制定戰(zhàn)略Identify Strategic識別戰(zhàn)略能力Capability能力Assessment評價Low低 1 2 3 4 5 6 7 High高Low低 1

23、 2 3 4 5 6 7 High高Low低 1 2 3 4 5 6 7 High高Identify Strategic Positions識別戰(zhàn)略崗位Key Position 關(guān)鍵崗位Assessment評價Action Plans行動計劃1 2 3 4 5 6 71 2 3 4 5 6 71 2 3 4 5 6 7Assess Players in Key Positions 關(guān)鍵崗位人員的評價Prepare Action Plans準備行動計劃For your work unit 你的工作單位：May 2015/Whats next for HR?CSTDCSTDRCThe RBL Gr

24、oupA new talent formula新人才公式Talent 人才(productivity生產(chǎn)力）=ENGAGEMENT 敬業(yè)度COMPETENCE勝任力（ability to do the work）（勝任工作的能力）COMMITMENT承諾（willing to do the work）（工作的意愿）CONTRIBUTION貢獻(creating well being at work)（在工作中創(chuàng)造幸福感）Right person,right place,right time,right skills合適的人，合適的地點，合適的時間，合適的技能Set standard制定標準As

25、sess評定Invest投資Integrate整合 Enact an employee value proposition明確員工價值主張What do I get? 我會得到什么？What do I give？ 我需要付出什么？Create meaning at work在工作中創(chuàng)造意義Build a growth mindset among employees在員工內(nèi)部樹立成長心態(tài)May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupHigher committed organizations have better results高度承諾的組

26、織有更好的結(jié)果 In a group of global,multinational companies,those with highly engaged employees saw an average increase in operating income of 19.2 percent over a twelve month period while those with below-average employee engagement saw operating incomes fall by an average of 32.7 percent. 在一組全球化國際化的公司里，那

27、些員工敬業(yè)度高的公司在十二個月內(nèi)平均營業(yè)收入增長達到19.2%。反之，那些員工敬業(yè)度低于平均水平的公司，平均營業(yè)收入降低了32.7%。30%20%10%Average平均值-10%-20%-30%HighEngagement高敬業(yè)度Below-averageEngagement低于平均線的敬業(yè)度*Source:Tower Perrin,”Closing the Engagement Gap:A Road Map for Driving Superior Business Performance.” Tower Perrin Global Workforce Study (2007-2008)I

28、ncrease in Operating Income (12 months)十二個月間營業(yè)收入增長May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupUnderstanding these levers helps balance the give/get equation理解這些杠桿有助于平衡投入/收益等式Individuals feel part of something important and are energized about the future.使個人覺得自己是某些重要事情的一部分，并且對未來充滿干凈。Individual

29、development is encouraged,supported,and tailored to the needs of the individual.支持鼓勵個人發(fā)展，并且將其與個體需求緊密聯(lián)系。Performance is recognized,rewarded,and celebrated in ways that drive long-term motivation.以激勵長期積極的方式去認可、獎勵并慶祝高績效。Employees work is meaningful,and employees understand how their work connects to the

30、 bigger picture.讓員工的工作富有意義，并讓他們懂得自己的工作于大局之間的聯(lián)系。Employees feel a sense of belonging andpride in the organization.員工在組織中有歸屬感和自豪感。Employees communicate to reduce noise and reach a shared vision.員工之間通過溝通來減少異議，最終達成一致性。Employees feel they have flexibility to act and are encouraged to take initiative to ge

31、t their work done.讓員工充分擁有自主權(quán)，并鼓勵他們自發(fā)自主地完成工作。VVision視野視野Opportunity機遇機遇Incentive激勵激勵I(lǐng)mpact影響影響Community社區(qū)社區(qū)Communication溝通溝通Entrepreneurship企業(yè)家精神企業(yè)家精神OIICCEMay 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupCommitment : being willing to pay the price承諾：愿意付出May 2015/Whats next for HR?CSTDCSTDRCThe RBL

32、GroupA new talent formula新人才公式Talent 人才(productivity生產(chǎn)力）=ENGAGEMENT 敬業(yè)度COMPETENCE勝任力（ability to do the work）（勝任工作的能力）COMMITMENT承諾（willing to do the work）（工作的意愿）CONTRIBUTION貢獻(creating well being at work)（在工作中創(chuàng)造幸福感）Right person,right place,right time,right skills合適的人，合適的地點，合適的時間，合適的技能Set standard制定標準

33、Assess評定Invest投資Integrate整合 Enact an employee value proposition明確員工價值主張What do I get? 我會得到什么？What do I give？ 我需要付出什么？Create meaning at work在工作中創(chuàng)造意義Build a growth mindset among employees在員工內(nèi)部樹立成長心態(tài)May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupMeaning : Key questions for abundant thinking意義：讓思考內(nèi)容更

34、豐富的關(guān)鍵問題1、Identity 特征2、Purpose and direction 目的和方向3、Relationships and teamwork 人際關(guān)系與團隊合作4、Positive work environment 積極的工作環(huán)境5、Engagement/Challenge 參與/挑戰(zhàn)6、Resilience and learning 抗壓與學習7、Civility and delight 禮節(jié)與樂趣What am I known for?我因何而聞名？Where am I going?我要去哪里？Whom do I travel with?我和誰一起前行？How do I bu

35、ild a positive work environment?我如何打造一個積極的工作環(huán)境？What challenges interest me?什么樣的挑戰(zhàn)吸引我？How do I learn from setbacks?我從挫折中學習到了什么？What delights me?是什么讓我感到樂趣？May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupSkills of Wellbeing : Developing a Growth Mindset幸福的技巧：擁有一個成長心態(tài)What is a growth mindset?什么是一個成長心態(tài)？什么是一個成長心態(tài)？Why does it matter?為什么它很重要？為什么它很重要？How do you develop it?你要怎么發(fā)展你要怎么發(fā)展它？它？May 2015/Whats next for HR?CSTDCSTDRCThe RBL GroupWhat is a growth mindset?(Dweck)什么是成長心態(tài)？(Dweck)May 2015/Whats next for HR?CSTDCSTDRCThe R