通用電氣（GE）-人力資源運(yùn)營(yíng)與管理(原版教材)

1、人力資源運(yùn)營(yíng)與管理GE HR日程表 人力資源管理角色的進(jìn)化 GE的人力資源管理GE的價(jià)值觀GE的運(yùn)營(yíng)系統(tǒng)GE的HR愿景GE的HR能力素質(zhì)模型實(shí)現(xiàn)GEHR管理卓越的關(guān)鍵GEHRM的內(nèi)容招聘入職職業(yè)與組織開(kāi)展學(xué)習(xí)與開(kāi)展薪酬與福利雇傭HR操作終止雇傭人力資源管理角色的進(jìn)化HR 角色的進(jìn)化 People go into HR because they like peopleAnyone can do HRHR deals with soft side of a business so is not accountableHR focuses on costs, which must be contro

2、lledHRs job is to be policy police and the health-and happiness patrolHR is full of fadsHR is staffed by nice peopleHR is HRs job二十世紀(jì)HR must create the practices that make employees more competitive, not more comfortableHR must master both theory and practiceHR must know to translate work into finan

3、cial performanceHR must add value, not reduce costsHR must help managers commit EEs and administer policiesHR must see their current work as part of an evolutionary chain and explain their work with less jargon and more authorityHR should be confrontative and challenging as well as supportiveHR work

4、 is as important to line managers as are finance, strategy and other business domains.現(xiàn)狀GE HR的進(jìn)化 下個(gè)角色HR Business PartnersValued StafferFacilitatorsHR GeneralistsAssessing CultureProactiveEmployee AdvocatesUS CentricInternal Idea Sharing現(xiàn)狀Growth Leaders/HR Experts Influential Thought LeadersTransform

5、ers/Executive CoachesHuman Capital Optimizers Shaping CulturePredictiveEMPLOYEE ADVOCATESGLOBALInternal & External Idea Exchanges目標(biāo)GE 的人力資源管理GE的價(jià)值觀GE Value and Growth TraitsAlways Executing with Integrity+=Growth Generation LeadersExternal FocusClear ThinkerImagination + CourageInclusive LeaderExper

6、tiseThe LeaderCURIOUSPASSIONATEACCOUNTABLERESOURCEFULCOMMMITTEDTEAMWORKOPENENERGIZINGThe FoundationOutstanding strength: superior role model for the GE valueSolid values: consistently displays the GE valuesDevelopment needed: inconsistent display of the GE valuesGE Values Operational DefinitionCURIO

7、USGenerates new and creative ideas.Fosters an environment where questions and ideas are valued.Seeks feedback, continuously learns, and develops self.Learns as much or more from failures as successes. PASSIONATE Demonstrates enthusiasm for what he/she does.Willing to take risks.Empowers others to qu

8、estion the status quo.Creates excitement and inspires others to deliver.RESOURCEFUL Seeks simple solutions to complex problems.Considers varied alternatives before selecting a solution.Effectively uses internal/external network.Consistently gets tasks accomplished with available resources.ACCOUNTABL

9、E Takes responsibility for decisions, actions and results.Delivers on commitments to stakeholders.Does what is best for the team and the customer.Places success of the organization ahead of personal gain.TEAMWORKBuilds trust by respecting the ideas and contributions of everyone.Works well with other

10、s.Coaches and encourages others on a regular basis.Contributes to positive morale and spirit within the team.Embraces diverse and global cultures.COMMITTED Sets clear and measurable goals.Stays focused on business priorities.Willing to make tough decisions and live with the consequences.Displays per

11、sistence and tenacity; is not deterred by obstacles.OPEN Attentive and respectful when listening and responding to others.Willing to change based on the inputs of others.Communicates in an open, candid, and consistent manner.Accessible and approachable.ENERGIZING Displays an engaging, can-do, optimi

12、stic attitude.Makes work fun.Inspires others to achieve more than they imagined.Recognizes and rewards the contributions of others. Demonstrates Unyielding IntegrityGE的運(yùn)營(yíng)系統(tǒng)GE Operating SystemLeadership MeetingsCore Business ProcessesOctoberDecemberAugustAprilJuneFebruarySeptemberNovemberJulyMarchMay

13、JanuaryGE Opinion SurveySession D ComplianceSession C Org/Staffing/SuccessionGrowth PlaybookSession C follow up VideoSII/CII Operating PlanGlobal Leadership MeetingCorporate Executive CouncilCorporate Executive CouncilCorporate Executive CouncilCorporate Executive CouncilCorporate Officers MeetingSE

14、B OrientationGE的HR愿景HR at GECEOCFOHRGE HR Vision GE The most competitive and exciting enterprise in the world HR - Credible, visible, value-added business partner 1.Attract, develop and retain the best diverse and global talent 2. Build leadership pipeline 3. Anticipate business needs 4. Ensure that

15、 HR initiatives/outcomes are closely linked to business scorecard 5. Leverage and optimize best practices 6. Develop HR talent with world-class functional skills and business expertise 7. Serve as a voice for employeesemployee advocate 8. Make GE jobs the best jobs in the worldGE HR Agenda1. Build t

16、he leadership pipelinebest of internal and external talent2. Develop talentfocused on growth3. Drive Employee EngagementGE the worlds Best place to work4. Optimize GE operations globallyreduce complexity5. External/Customer FocusGE HR能力素質(zhì)模型GE HR Competency ModelBusiness PartnerPersonal AttributesHR

17、ExpertOrganization EffectivenessChampionBusiness AcumenCustomer FocusExternal RelationsGlobal MindsetCommunicationConsulting and CoachingEmployee RelationsStaffing & DevelopmentM&A & IntegrationNegotiation & Conflict ResolutionProcess Excellence & HR TechnologyPerformance Mgt & Reward SystemsValuesG

18、rowth TraitsCredibilityJudgmentCourageEmployee AdvocateRelationship BuildingChange AgentOrganization EffectivenessCorporate Citizenship如何推動(dòng)GE HR管理卓越公司的角色How to drive HR Excellence - CEO commitment - A Shared HR Vision - Rigorous human asset management - Technology-enabled processes - HR Collaboratio

19、n - Intense HR Development實(shí)現(xiàn)GE HR管理卓越的關(guān)鍵HR的角色Keys to HR Excellence - Earn the trust of the leadership team - Have the courage to push back - Grow great, dedicated HR talent - Run disciplined HR processes - Leverage technologies - Know the businessAnd Never forget the Human in Human Resources!GE HR工作

20、的內(nèi)容招聘入職職業(yè)與組織開(kāi)展學(xué)習(xí)與開(kāi)展薪酬與福利雇傭HR實(shí)踐離職招聘與入職Recruiting:Job Requisition/DescriptionRecruiting ChannelWebsite / NewspaperEmployee ReferralHeadhunterCampus HireInternal transfer / promotionJob FairScreening & Selection:Value assessment (Culture fit)Technical assessment (Job fit)Behavior Based InterviewOffer &

21、 on boardingOffer template Pre-on boarding: Medical Check, Facility preparation Lead time, Checklist etcLabor Contract New Hire OrientationBusiness First Day Induction, Buddy ProgramCorporate GE & ME職業(yè)與組織開(kāi)展員工業(yè)績(jī)管理 大學(xué)關(guān)系Probation Review - Campus Recruiting Program ( Intern & EID)Process and Evaluation

22、Form - Leadership ProgramPerformance Management - HRLPG&O Setting - OMLPCoach - IMLPAppraisal (Rating Definition) - FMPFeedback/Development Plan - CLPGE ValueManaging Poor Performers Performance Improvement Plan ( PIP)組織開(kāi)展Session CEmployee Differentiation ProcessEMS360 FeedbackLeadership Development

23、Mentoring Program員工業(yè)績(jī)管理gProcess Map For Probation Evaluation - GE ChinaUpdated on Sept. 13, 2002NoYesEmployee Passes ProbationEvaluationStartManagerCompletesEvaluation, thenReviews with HR20 Days Ahead of Probation Due DateHRRemindsEmployees Manager30 Days Ahead of Probation Due DateManager and HRCo

24、mmunicateWith Employee14 Days Ahead of Probation Due DateEndHRProcessesTermination7 Days Ahead of Probation Due DateHRFilesProbation EvaluationReportThe Performance Management CycleAnnualReview(EMS) for salaried peopleWith bandingPerformance Review- Development Needs- Career DiscussionOngoingMonitor

25、ingReview GoalsCoachingFeedback Session CPersonal DevelopmentPlans Personal Development PlansGoal Setting Web enabled processSalary PlanningIncentive PlanningStock OptionsDevelopment ProgramsGoal Setting ProcessBusiness Goals set Session 1 & 2, strategical, operational.GEIT Leadership Team prepare t

26、heir goals All Professional Bands and above prepare their goals - signed off by their manager. Associates should set Goals wherever possible, although the format can differ by functionGOALS/OBJECTIVES WHAT (QUALITY & QUANTITY) HOW (ACTIONS AND BEHAVIORS)TIMELINERESOURCES (PEOPLE, PARTNERS, FUNDING,

27、ETC.)STATUS/RESULTS Name: Employee signature: Title: Manager signature/date: Business unit: It is essential for GEIT to achieve its strategic goals.You need to work with your manager to develop your objectives in line with these goals and to identify the actions and behaviours required in achieving

28、your objectives.Things change throughout the year so schedule regular reviews with your manager to make sure progress is on track or to make any necessary adjustments.2006 Goal SettingPerformance Improvement Plan (PIP)Work Plans/ Goals(Make the deliverables clear, tangible and measurable)Due Date*Re

29、view date*Feedback(Give feedback on things that can be actionable. Focus on specific behaviours that can be changed, avoid generalizations)Next Step* Due and review dates should be less than 60 days after date of PIPNameFunctionFunctional ManagerHR Manager組織開(kāi)展Key Development Process Session C Focuse

30、s both on the individual + the company Individual Feedback Development Career Company Organization Leadership InitiativesWho ? Target group of session C?Basis for differentiation across the globe Career BandingWhat are GE Career Bands?Other AssociatesNot impacted by session CProfessionalsImpacted by

31、 Session C(PB, LPB)Senior Professionals SPB, impacted by SCExecutive Band EBAffiliate EB, SCSeniorExecutive BandSEB, SCOfficersSCCEOMainly roleBusiness ownershipRole and individualStrong GE Corporate OwnershipValues and PerformanceReward/promoteBest leadersGreat GE futuresReinforce Clarify importanc

32、e of values dimensionPerformance Improvement PlanTrain/ Coach/ FeedbackManage ExitRestartAnother opportunityto deliver resultsPerformance Improvement PlanTrain/ coach/ feedbackManage ExitActionPerformance Improvement PlanTrain/ Coach/ FeedbackManage ExitPerformanceValuesPerformanceExceptionalConsist

33、ently Meets Expectations / Fully SatisfactoryNeeds ImprovementValuesOutstanding StrengthSolid ValuesNeeds ImprovementUnique SkillsYesNoOverall RatingTop TalentHighly ValuedLess EffectivePromotabilityHigh Medium LimitedPerformance DifferentiationThe combination of Performance, Values, and Extraordina

34、ry Skill ratings are the factors for determining Overall RatingNote: New employees ( 3 months with GE) can be rated “Too New To Rate Exceptional Consistently delivers on stretch targets Achieves way beyond job description Pro-active through to execution Spots and anticipates problems; implements sol

35、utions Sees and exploits opportunities Sees wider picture - the impact across the business Focuses on whats good for the business Has a passion for the business Risk takers.entrepreneurial.innovators.volunteers/takes ownership Seen as role model by others Recognised as outstanding by other functions

36、 as well as own Is positive, energetic, invigorating Visionary.brings team along with them.Performance Examples of Behaviour Consistently Meets Expectations / Fully Satisfactory Achieves goals and occasionally goes beyond Has skills, knowledge, and attributes for current role Requires minimal superv

37、ision, respected to get job done Seen as team player, supports peers Raises critical issues in a timely fashion May be on learning curve in new job Makes few and seldom repeated errors Manager has confidence in substance of recommendations Motivates others to solve problems Develops and coaches othe

38、rs Provides open and honest feedback Very focused.prioritises.able to see wood for the trees Takes ownership for own development -self motivatedPerformance Examples of Behaviour Needs Improvement Often fails to hit goals Requires close guidance and coaching Limited level of creativity / innovation F

39、ails to recognise and report on critical issues Low energy/drive Low level of enthusiasm / inconsistent level of enthusiasm Unable to handle difficult team, people and business issues Not putting in 100% commitment Doesnt take ownership Poor punctuality/attendance Takes poorly judged risks May be on

40、 learning curve (e.g. due to mismatch in job)Performance Examples of BehaviourUnique Skills Operational DefinitionIn limited circumstances, an employee may demonstrate special value to the company by possessing one or more of the following characteristics:Special skills employee recognized as having

41、 great knowledge/skills in a specialized area necessary to perform the job that would be extremely difficult to replace (e.g., pension plan design expert)Special expertise employee has gained extensive on-the-job knowledge that would be extremely difficult to replace (e.g., unique commercial relatio

42、nship; expert in regulatory requirements in a particular area)Special role employee is in a role that has a unique impact on the business (e.g., integration manager for pivotal business acquisition)This assessment is binary - an employee is designated as having an extraordinary skill or they are des

43、ignated as notIt is intended to be used quite selectivelynot simply to acknowledge professional excellence or valuable contributionThe overall assessment of the employees contribution to the organizationObjectively based on past performance, demonstrated values, and unique skillsGuidelines available

44、 to ensure appropriate differentiation across the businessTop Talent: Represents the very best contributions within the organization. Consistently performs at a level that strongly differentiates their contribution within the organization, and recognizes this additional level of capability and perfo

45、rmance. Highly Valued: Represents the strength of our organization. Consistently performs at a level that strongly supports business performance and GE Values . Highly capable and high-achieving performers, who are recognized for their contribution within the organization.Less Effective: Represents

46、the least effective contributors within the organization. Not always able to contribute at a level that is desired. Recognizes a need for change, and generally associated with needed improvement in performance and/or values, with an action plan to address. Overall Rating Operational DefinitionOveral

47、l Rating How It Fits Together =Top TalentUnique skillsOverall ratingPerformanceGE valuesHighly valuedLess effectiveExceptionalYesSolid valuesOutstanding strength-ExceptionalExceptional-Solid valuesOutstanding strengthYesConsistently Meets / Fully SatConsistently Meets / Fully Sat-Solid valuesNeeds i

48、mprovement-Solid valuesDevelopment needed-Consistently Meets / Fully Sat=EXAMPLES ONLY20- 30%60- 70% 10%Overall Rating GuidelinesTop Talent 20% 30%Highly Valued 60% - 70%Less Effective 10%An individuals capacity based on performance, aptitude and demonstrated ability and interest to take on broader

49、responsibilitiesDemonstrates attributes that could be applied to bigger rolesDemonstrates leadership capabilitiesCommunication and influence skillsHigh: Continually expands personal capabilities and independently takes on greater responsibility. A high probability of competing successfully for highe

50、r banded positions. Demonstrates the capability to move up at least one band or to a position with significantly greater breadth and impact (within the same band) and realize significant additional progression thereafter. Medium: Continually expands personal capabilities and demonstrates willingness

51、 to take on greater responsibility. An individual with the likelihood of competing successfully for a higher banded position or take a job at the same band with broader responsibilities.Limited: An individual who is performing as a professional/expert, likely to remain in position or move laterally

52、within the same band with similar responsibilities/depth. Is positioned at the appropriate level to maximize effectiveness.Promotability Operational DefinitionLink to reward Base salary Incentives/ Bonus Stock Options Career Development ProgramsKnowledge, skills, experienceExternal marketInternal re

53、lativitiesCompany affordabilityPerformanceExceptionalConsistently Meets Expectations / Fully SatNeeds ImprovementValuesOutstanding StrengthSolid ValuesNeeds ImprovementUnique SkillsYesNoOverall RatingTop 20TalentHighly ValuedLess EffectivePromotabilityHigh Medium LimitedEMSStandard form completed by

54、 all employees (professional band and above) on an annual basis Two Parts Employee Basic Information and Assessment Manager Assessment The EMS serves many purposesTool to obtain annual performance feedbackDocuments your accomplishments and career interestsFocal point for career development discussio

55、nsKey data source for Session CInternal GE rsum/ CV that is used for posting on internal positionsAnatomy of an EMSAnatomy of EMSEmployee EMSIndividual Experience Record Education Employment History Corporate Training Programs Other Training Other QualificationsThe EMS is your GE Resume/CV. It is an

56、 important document that represents your work and accomplishments throughout your career.Manager EMSAnnual Accomplishment Summary & Development Review Contributions & Trend Strengths & Development Needs Job/Career RecommendationsThe Manager EMS Is the Managers Feedback and Review of Your Achievement

57、s and Plans for the Future.Annual Accomplishment Summary & Development Review Accomplishments Strengths & Development Needs Career InterestsThe EMS Is Your Opportunity to Discuss Your Accomplishments and Areas for Developments The Years Accomplishments vs. Goals Development Issues for the FutureMana

58、ger EMS AssessmentYou will need to contribute feedback in 3 sections within the EMS for your direct reports: Accomplishments & Contributions/Trend Strengths & Development Needs Career Interests & RecommendationsEmployeeCompleteseEMSFinal Version?Submit toManagerManagerCompletesAssessmentEmployeeEdit

59、sNeeded?Submit forone-over-oneApprovalApprove asone-over-onemanagerEmployee with the Help of HRFinalVersion?ManagerEditsNeeded?Releaseto EmployeeEMSDiscussionHR FeedbackHR FeedbackManagerOne over one ManagereEMS Review ProcessDiscussDiscussYesNoYesNoYesNoYesNoDevelopmentDevelopmentOften we try to ju

60、mp straight to the solution without clearly establishing the needDevelopment is all about improvement & growth The challenge is to define the correct need where is someone now, where do they want to be and what is the gapLead a team on an important projectHandle a negotiation with a customer or supp