HRQUALITY-HR今日的形象和角色課件

HRQUALITY

HRManagementANewMandateforHumanResourcesHRshouldbedefinednotbywhatitdoesbutbywhatitdelivers.RepositioningLotus-ChinaHumanResourceJuly5.20041HRQUALITYHRManag

Lotus-ChinaHumanResourceJuly5.2004HR品質(zhì)

HR

管理人力資源新的詮釋HR不應(yīng)為做了什么而是傳遞了什么重新定位2Lotus-ChinaHR品質(zhì)Today’sImageandRoleofHumanResources

PolicyPoliceRegulatoryWatchdogHiringandFiringManagingBureaucraticAspectsofBenefitsAdministrationofCompensationDecisionsMadebyOthersand,whenHRismoreempoweredbyseniormanagement:OverseeingRecruitingManagingTrainingandDevelopmentProgramsDesigningInitiativestoIncreaseWorkplaceDiversity3Today’sImageandRoleofHumaHR今日的形象和角色

政策管理法規(guī)監(jiān)控雇傭和退工安排勞動局規(guī)定的福利薪資決定的行政工作并且，當(dāng)HR被給予更多的權(quán)利時:

更多關(guān)注招聘安排培訓(xùn)和發(fā)展項目主動增加工作空間多樣化4HR今日的形象和角色政策管理4

WhyHRMattersNowMoreThanEver

Globalization:Increasetheabilitytolearnandcollaborateandtomanagediversity,complexity,andambiguity.

ProfitabilityThroughGrowth:Beinginnovative,encouragefreeflowofinformation,andsharedlearningamongemployees.beingmoremarketfocusedandintegratedifferentorganization’sworkprocessesandcultures.

IntellectualCapital:Find,assimilate,develop,compensate,andretainhighlyskilledindividualswhocandriveaglobalcustomerfocusedorganization

ContinuousChange:Createahealthydiscomfortwiththestatusquo,anabilitytodetectemergingtrendsquickerthanthecompetition,anabilitytoseeknewwaysofdongbusiness.5WhyHRMattersNowMoreTha

為什么HR的事務(wù)比以往更多

全球化:增加學(xué)習(xí)和合作能力，安排使之多樣化、復(fù)雜化和邊界模糊

培養(yǎng)受益:培養(yǎng)創(chuàng)新精神，使信息自由流通,加強(qiáng)雇員間的學(xué)習(xí)交流，以市場為核心，整和不同組織的工作程序和文化.

智力資本:發(fā)現(xiàn)、吸收、發(fā)展、補(bǔ)充和保留那些能駕御全球關(guān)注組織客戶的高技術(shù)人才。

持續(xù)變化:

創(chuàng)造一種健康的狀態(tài),和一種比競爭對手更加快發(fā)現(xiàn)新趨勢的能力，和一種尋找新方法做事請的能力。6為什么HR的事務(wù)比以往更多全球化:TheNewRoleofHumanResourcesinstrategyexecution

forworkorganizationtobalanceemployee’s&corporateinterestsofcontinuousorganizationaltransformationPARTNERCHAMPIONEXPERTAGENTAchievingOrganizationalExcellencemeans:Enrichtheorganizational’sValuetoCustomers,Investors,andEmployees7TheNewRoleofHumanResource人力資源的新角色在執(zhí)行戰(zhàn)略中

對于工作組織平衡員工和公司的利益持續(xù)組織的更新伙伴

擁護(hù)者

專家

代理組織的優(yōu)化意味著：對于消費(fèi)者、投資者以及員工而言，組織的價值被提高了8人力資源的新角色在執(zhí)行戰(zhàn)略中對于工作組織平衡員工和公司的利organizationalHRasaPartnerinStrategyExecutionPARTNERinstrategyexecutionStrategyistheresponsibilityoftheexecutionteam-ofwhichHRisamemberHRshouldimpelandguideseriousdiscussionofhowthecompanyshouldbeorganizedtocarryoutitsstrategyHR’sresponsibilitiesare:DefinetheorganizationalarchitectureStrategy,structure,systems,staff,style,skills,sharedvaluesDefinemeasurementcalculatedimensionsnotewindows,doors,staircasesexaminetheplumbingandheatinginfrastructuresConductanorganizationalauditculturecompetenciesrewardsgovernmentworkprocessesleadershipIdentifymethodsforrenovatingtheorganizationProposing,creating,anddebatingbestpracticesinCulturalchangeprogramappraisalsystemsteam-basedorganizationalstructuresetc.Setclearpriorities,andalignHRworkwithstrategyJoinForceswithoperatingmanagerstosystematicallyassesstheimpactandimportanceofinitiatives,suchasPay-for-performanceorganizationalteamworkaction-learningdevelopmentetc.9organizationalHRasaPartnerorganizationalHR作為伙伴在執(zhí)行戰(zhàn)略中伙伴在執(zhí)行戰(zhàn)略中戰(zhàn)略是HR作為團(tuán)隊一員的執(zhí)行責(zé)任HR推動指導(dǎo)公司被組織和執(zhí)行它的戰(zhàn)略的嚴(yán)肅討論HR的責(zé)任為定義組織的結(jié)構(gòu)戰(zhàn)略、結(jié)構(gòu)、系統(tǒng)、員工、風(fēng)格、技能以及價值分享定義尺度計算范圍記錄窗口、門和扶梯檢測管道和加熱設(shè)備處理組織的審計文化競爭力報酬政府工作程序領(lǐng)導(dǎo)才能闡明革新組織的方法建議、創(chuàng)造、以及討論最好的實施方法文化變動程序評估系統(tǒng)基于團(tuán)隊的組織結(jié)構(gòu)其它確定優(yōu)先權(quán)，并將HR的工作與戰(zhàn)略結(jié)合積極與執(zhí)行經(jīng)理共同系統(tǒng)評估員工積極性的影響和重要性，例如：激勵機(jī)制組織化團(tuán)隊工作工作中學(xué)習(xí)的能力其它10organizationalHR作為伙伴在執(zhí)行戰(zhàn)略中伙伴在執(zhí)HRasaExpertinWorkOrganizationEXPERTforworkorganizationImprovetheefficiency(I.e.increasecredibility)ofownfunctionandtheentireorganizationHR’sresponsibilitiesare:MakeHRprocessesbetter,faster,andvalueExamples:createafullyautomatedandflexiblebenefitsprogramusetechnologytoscreenresumesandreducecycletimeforhiringnewcandidatecreateanelectronicbulletinboardthatallowsemployeestocommunicatewithseniorexecutivesRethinkhowworkisdonethroughouttheorganizationExamples:designandimplementasystemthatallowsdepartmentstoshareadministrativeservicescreatecentersofexpertisethatgather,coordinate,anddisseminatevitalinformationaboutmarkettrends,ororganizationalprocesses11HRasaExpertinWorkOrganizHR作為工作組織的專家專家對于工作組織提高自己和整個團(tuán)隊的工作效率提高信任度HR的責(zé)任是：使HR的工作程序更好，更快，更廉價例子：創(chuàng)造完全自動靈活的福利程序使用技術(shù)篩選簡歷并且減少聘用新員工的時間建立電子信息傳輸專欄，可以允許普通員工和高層領(lǐng)導(dǎo)的交流重新考慮整個組織的工作如何開展例子:創(chuàng)建和執(zhí)行一個允許部門分享行政服務(wù)系統(tǒng)創(chuàng)建一個可以集中、共享、傳播關(guān)于市場趨勢和組織進(jìn)程重要信息的專門中心12HR作為工作組織的專家專家對于工作組織提高自己和整個團(tuán)隊的HRasaEmployeechampiontobalanceemployee’s&corporateinterestsEnsurethatemployeesareengaged-thattheyfeelcommittedtotheorganizationandcontributefullyOrientatingandtraininglinemanagementinpeoplemanagementissues,especiallyhowtoachievehighemployeemoraleHoldingamirrorinfrontofseniorexecutives,e.g.throughemployeesurveysandmulti-sourcefeedbackprocessesAnalyzeandeliminatecausesoflowmoraleofferemployeesopportunitiesforpersonalprofessionalgrowthProvideresourcesthathelpemployeesmeetthedemandsputonthemBeinganadvocateforemployeesandbetheirvoiceinmanagementdiscussionsCHAMPION13HRasaEmployeechampio

HR作為員工擁護(hù)者平衡員工和公司的利益確認(rèn)員工完全沉浸與組織中并貢獻(xiàn)其中指導(dǎo)和培訓(xùn)部門經(jīng)理關(guān)于人員管理,特別是如何獲得高的員工士氣高層面前的一面鏡子，例如：通過員工的傳遞和多角度的反饋程序分析和減少引起員工低士氣的原因提供員工個人職業(yè)發(fā)展的機(jī)會在員工遇到困難時提供幫助在高層討論中作為員工的代言人擁護(hù)者14HR作為員工擁護(hù)者平衡員工和公司的利益確認(rèn)員工HRasaChangeagentofcontinuousorganizationaltransformationTheprimarydifferencebetweenwinnersandlosersinbusinesswillbetheabilitytorespondtothepaceofchange,toadapt,learn,andactquicklyHR’sresponsibilitiesare:AGENTBuildtheorganization’capacitytoembraceandcapitalizechangeCreatehigh-performingteamReducecycletimeforinnovationImplementnewtechnologytimelyMakesurethatbroadvisionstatementsgettransformedintospecificbehaviorsHelpemployeesfigureoutwhatworktheycanstop,startandcontinuetomakethevisionrealisticReplaceresistancewithresolution,planningwithresults,andfearofchangewithexcitementaboutitspossibilitiesUseachangemodeltoidentitythekeysuccessfactorsforchangeandassesstheorganization’strengthsandweaknessesregardingeachfactor15HRasaChangeagentofc

HR

作為代理持續(xù)組織的更新成功者和失敗者在工作中主要的不同是：快速改變的步伐、適應(yīng)、學(xué)習(xí)、行動的能力HR的職責(zé)是:代理建立組織支持和利用改變的能力創(chuàng)建高效的團(tuán)隊減少革新的循環(huán)時間及時執(zhí)行新技術(shù)確保信息板中對一些具體行為的陳述幫助員工確認(rèn)一些可以停止的工作,開始和繼續(xù)一些正確的眼光替代對于解答、計劃結(jié)果和期待其可能結(jié)果的改變的恐懼的抵制用改變的例子去辨明成功改變的關(guān)鍵因素以及關(guān)于組織優(yōu)缺點(diǎn)關(guān)聯(lián)因素16HR作為代理持續(xù)組織的更新成功者和失敗者在工作KeySuccessFactorsforChangeShapingavisionCreatingasharedneedMakingitlastMonitoringprogressModifyingsystemsandstructuresMobilizingcommitmentLeadingchangeFourstepsculturalchangeDesignandclarifyconceptofculturalchangeArticulatewhyculturalchangeiscentraltobusinesssuccessDefineaprocessforassessingthecurrentcultureandthedesirednewculture,aswellasformeasuringthegapbetweenthetwoIdentifyalternativeapproachestocreatingculturechange17KeySuccessFactorsfor改變的關(guān)鍵因素立場分明創(chuàng)建共享需要使其持續(xù)監(jiān)控過程改變系統(tǒng)和結(jié)構(gòu)使執(zhí)行自動化領(lǐng)導(dǎo)改變文化改變四步走設(shè)計和清晰文化改變的概念闡明文化改變是事業(yè)成功的核心定義評估當(dāng)前文化和期望中的新文化，以及兩者的不同的過程認(rèn)識去創(chuàng)造文化改變的不同方法18改變的關(guān)鍵因素立場分明創(chuàng)建共享需要使其持續(xù)監(jiān)控過程改變系統(tǒng)和TheNewHRRoleCommunicatetotheorganizationthatthe“softstuff”matterExplicitlydefinethedeliverablesfromHR,andholdHRaccountableforresultsInvestininnovativeHRpracticesImprovequalityofHRprofessionalsTakingHRtobeaBusinessPartnerHRshouldbedefinednotbywhatitdoes,butbywhatitdelivers19TheNewHRRoleCommunicateto新HR角色傳遞組織中的軟材料明確HR和HR可測量的結(jié)果的傳遞性的定義引進(jìn)HR實施的創(chuàng)新方法提高HR職業(yè)化把HR當(dāng)作生意伙伴

HR不應(yīng)為做了什么而是傳遞了什么20新HR角色傳遞組織中的軟材料HR不應(yīng)為做了什么而是傳遞HRRolesintheBuildingofaCompetitiveOrganizationFutureFocused/StrategicStrategicHumanResourcesManagementChangeandTransformationManagementWorkProcessesImprovementManagementEmployeesContributionManagementProcessesPeopleDay-to-Day/Operational21HRRolesintheBuildingofaHR在建立有競爭力的組織中的作用集中性和戰(zhàn)略性的未來戰(zhàn)略性的人力資源管理變化的管理工作進(jìn)程提高管理人才貢獻(xiàn)管理進(jìn)程人才日常的/可操作的22HR在建立有競爭力的組織中的作用集中性和戰(zhàn)略性的未來戰(zhàn)略性HRRolesintheBuildingofaCompetitiveOrganizationFutureFocused/StrategicLotusculture/WayofdoingthingsAlignmentwithmission,values,corebeliefsHRstrategicPlanningalignedwiththebusinessKeep&Get&GrowProcessesPeopleDay-to-Day/OperationalOrganizationalStrengtheningInternalCommunicationLeadershipDevelopmentCoachingforImprovementKeyPerformanceIndicators(KPI)ManagementInformationToolsPoliciesandProceduresAccompanyingandEvaluationSystems/PeopleSoftware…othersLifeValueProgramPerformanceevaluationKeyTraining&DevelopmentProgramsStudentandTraineePrograms…MBATalentSearchProgram…others23HRRolesintheBuildingofaHR在建立有競爭的組織的作用集中性和戰(zhàn)略性的未來易初蓮花文化/做事方式使命、價值觀和核心信仰HR聯(lián)系業(yè)務(wù)發(fā)展的戰(zhàn)略計劃保持成長進(jìn)程人才日常的/可操作的組織的強(qiáng)大內(nèi)部的溝通領(lǐng)導(dǎo)藝術(shù)的發(fā)展培訓(xùn)核心績效指標(biāo)(KPI)安排信息工具政策和法規(guī)評估系統(tǒng)/人才軟件…其它整個薪資系統(tǒng)績效評估核心培訓(xùn)和發(fā)展計劃學(xué)生和實習(xí)生計劃…MBA獵頭計劃…其它24HR在建立有競爭的組織的作用集中性和戰(zhàn)略性的未來易初蓮花文OldMythsPeoplegotoHRbecausetheylikepeopleHRisfullofnicepeopleHRdealswiththeeasypartofabusinessandthereforeitisnotevaluatedHRworktobehealth-and-happinessandrulespoliceandpatrolNewRealitiesHRdepartmentsatenotdesignedtooffercorporatetherapyorsocialtreatmentsorheathandhappiness.HRprofessionalsmustcreatepracticesmakeemployeesmorecompetitive,notmorecomfortable.HRpracticesimpactinthebusinessresultscanandmustbeevaluated.HRprofessionalsmustlearnhowtotranslatetheirworkinameasurableperformanceHRpracticesdon`texistonlytomakeemployeeshappy,buttomakethembecomecommittedandproductive.HRprofessionalsmusthelpmanagerstocommittheemployeesandmanagethepoliciesSometimes,HRpracticesmustforcevigorousdebates.HRprofessionalsmustbeaschallengingandconfrontativeassupportable25OldMythsPeoplegotoHRbecau老的觀念人們?nèi)R工作是因為對人的喜歡HR里都是好人HR做的是工作中的容易部分，所以HR不會被評估HR的工作是成為健康的和快樂的，控制警察和巡邏新的觀念HR是一個不易于提供對于健康和快樂的集體療法和全體治療的部門.HR專家們必須創(chuàng)建使員工更加有競爭力和滿意度的實踐HR實踐影響的業(yè)務(wù)結(jié)果必須被評估.HR的專家必須學(xué)習(xí)怎樣使他們的工作成為可以測量的HR實踐不僅僅使員工滿意,而且使員工成為認(rèn)真和有成效工作的.HR專家必須幫助經(jīng)理如何對待員工和安排政策有時,HR實踐工作必須加強(qiáng)活潑的討論.HR專家必須成為有競爭力的、勇敢的和可支持性的26老的觀念人們?nèi)R工作是因為對人的喜歡HR里都是好人HRNewRealitiesTheglobalizationwilldemand,eachtimemore,thatpeoplethinkinglobalterms,butbecapabletoactaccordingtothelocalneeds.Itwillbeeachtimemorenecessary,intheworkenvironment,thatpeoplehavethecapacitytounderstand,acceptandlivewiththeculturaldiversityofpeoplefromdifferentraces.,countries,ages,specializations,etc.

Thenewtechnologieswilldemandnewrelationshipwaysatworkand,mainly,newleadershipways,becausetheywillaffect,deeply,thewayandtheplacewheretheworkisdone,thespeedofcommunicationsandtheneedofpersonalcontacts.Theworklegislationwillbemodernized.Therhythmofevolutionandchangeswillintensifytheneedoffreedomtoabandonuselesscompetenciesandwilldemandabiggerdedicationdevelopingnewcompetenciesneededinthebusinessenvironmentwherepeoplelive.27NewRealitiesTheglobalization新的觀念全球化是需要的,但更多的時候,人們被需要的是在全球團(tuán)隊中有能力根據(jù)本地的需要而工作.在工作環(huán)境中，人們理解、接受多種文化、種族、國家年齡、特殊的人群，并與之生活的能力顯得更加需要.在工作中新技術(shù)需要新的聯(lián)系方式，更需要新的領(lǐng)導(dǎo)方式，因為他們將要深刻影響工作的方式和地點(diǎn)、交流的速度和個人聯(lián)系的需要.工作的法則成為現(xiàn)代化.演化和改變的速度將要加強(qiáng)自由的需要去拋棄無用的技能以及需要更大的貢獻(xiàn)去發(fā)展新的被需要的技能在人們生活的業(yè)務(wù)環(huán)境中.28新的觀念全球化是需要的,但更多的時候,人們被需要的是在全NewRealitiesTheancientcorporatestabilitypsychologicalcontractwillbepracticallynonexistent.Peoplewillsearch,eachtimemore,corporationthat,ateverymoment,offerthembetteropportunitiesofselfdevelopmentandrealization.Eachtimemorepeoplewilldesiretounderstandwhatistheireffectivecontributiontotheorganizations,demandingthebreakthroughofdepartmentalandcompanywallsinorderthattheyworktogetherwiththeirsuppliersandinternalandexternalclients.Eachtimemorethetalents,thepeoplewithhighpotential,willhaveconscienceoftheirdifferentiatecompetenciesandwilldemandadequatematerialcompensationandsocialacknowledgement.Awarforcompetenciesisoncourseandwinningitwillbevitaltocompetitiveness.

Peoplewillsearch,eachtimemore,companiescapableofmanagingtheirintellectualcapital,providingparticipativeenvironmentswheretheideasgeneratedarefastgeneralizedanddisseminated,wherethecreativityismotivatedandwherethereisempathy,respecttotheselfesteemandaffectivetreatmentbetweenpeople.Competentleaderwillbeessential.

29NewRealitiesTheancientcorpo新的觀念古代集體穩(wěn)定的心理契約將不再存在.人們將要找尋能提供更多自我發(fā)展和自我實現(xiàn)機(jī)會的集體.每一次更多的人將渴望被理解他們對組織有影響的貢獻(xiàn),需要突破部門和公司的范圍為了和他們的供應(yīng)商或內(nèi)部的外部的客戶一起工作。每次有更高潛力的人才會認(rèn)知自己能力的不同性，將需要足夠的薪資和社會經(jīng)驗.贏得一個能力的戰(zhàn)爭對于競爭是非常重要的。人們更多的時間將要找尋，公司有能力安排他們的智力財富，提供可參與的環(huán)境，在這里理想可以更快的集中和吸收，這里創(chuàng)造力是被激勵的，是可以產(chǎn)生共鳴的，并且尊重每一個人的自我認(rèn)可和影響力.有能力的領(lǐng)導(dǎo)是非常重要的.30新的觀念古代集體穩(wěn)定的心理契約將不再存在.人們將要找尋能提NewHRSTRUCTURERecruitingandSelectionofpotentialleadershipClimateSurveys360AssessmentLeadershipassessmentTop25AdvancedleadershipDevelopmentLeadershipFoundationsOrientationProgram(30-60-90)NegotiationtrainingDevelopmentcenterStoreoflearningActivitiesDevelopmentManagementCorporate&re-brandingPRESIDENT-LEDOrganizationalStrengtheningPeopleSoftwarePerformanceEvaluationTrainingandDevelopmentKeyPerformanceIndicatorsSuccessionPlanningHRStrategicPlanningTraineeandinternProgramsCoachingPolicyPeoplePoliciesOpenDoorOthers031NewHRSTRUCTURERecruitingand新HR結(jié)構(gòu)招聘和選擇有潛力的領(lǐng)導(dǎo)市場調(diào)查360評估領(lǐng)導(dǎo)能力的評估頂級25進(jìn)一步領(lǐng)導(dǎo)能力的發(fā)展領(lǐng)導(dǎo)能力的基石指導(dǎo)程序(30-60-90)談判培訓(xùn)發(fā)展中心商場的學(xué)習(xí)職責(zé)發(fā)展管理共有&重新標(biāo)記組織結(jié)構(gòu)的加強(qiáng)人才軟件績效評估培訓(xùn)和發(fā)展核心績效指標(biāo)連續(xù)規(guī)劃HR戰(zhàn)略規(guī)劃實習(xí)生以及內(nèi)部的項目政策的培訓(xùn)人才政策打開大門其它032新HR結(jié)構(gòu)招聘和選擇有潛力的領(lǐng)導(dǎo)職責(zé)發(fā)展管理共有&重新標(biāo)NewHRSTRUCTURECompensationphilosophyCompensationPoliciesBenefitsSurveysandPoliciesSalariesSurveysandPoliciesHeadcount/personnelcostcontrolCafeteriaSurveysandPoliciesJobDescriptionsProfitSharingActivitiesCompensationManagementStockOptionJobgrading/mappingJobevaluationNormsandProceduresKeyFunction/KeyPeopleCompensationlinkstoPerformanceTotalRemunerationReview33NewHRSTRUCTURECompensationp新HR結(jié)構(gòu)薪資哲學(xué)薪資政策福利調(diào)查和政策薪水調(diào)查和政策人頭數(shù)/人力成本的控制Cafeteria調(diào)查和政策工作描述獲利共享工作職責(zé)薪資管理提供選擇工作等級/規(guī)劃工作評估政策和法規(guī)核心功能/核心人物績效與薪資掛鉤賠償總覽34新HR結(jié)構(gòu)薪資哲學(xué)工作職責(zé)薪資管理34NewHRSTRUCTUREOnthejobTrainingBuyersCoursespositionspecialtraining(PST)OnthejobTrainingtoBuyersDCTrainingOperationalGuidesActivitiesOperationalTrainingManagementOperationalOrientationManagementDevelopmentSeminarBuildingBetterBuyers(3Bs)FreshcollegeTraintheTrainer35NewHRSTRUCTUREOnthejobTra新HR結(jié)構(gòu)工作培訓(xùn)采購的課程職位特殊培訓(xùn)(PST)采購的工作培訓(xùn)DC培訓(xùn)營運(yùn)指導(dǎo)工作職責(zé)營運(yùn)培訓(xùn)安排以營運(yùn)為方向的管理發(fā)展研討會培訓(xùn)更好的采購(3Bs)應(yīng)屆大學(xué)畢業(yè)生培訓(xùn)培訓(xùn)師36新HR結(jié)構(gòu)工作培訓(xùn)工作職責(zé)營運(yùn)培訓(xùn)安排36NewHRSTRUCTURECoachingforimprovementinthestoresSelectionofCo-ManagersandSDMofStoresOrientationPrograminstoresRecruitingandSelectionofNewstoreassociates30/60/90DaystrackingCoachingforsuccessforStoresleadershipOthersActivitiesHROperationsManagement37NewHRSTRUCTURECoachingfori新HR結(jié)構(gòu)商場的培訓(xùn)提高商場經(jīng)理和商場副經(jīng)理的選擇商場的指導(dǎo)項目招聘和選擇新商場的助理30/60/90天跟蹤持續(xù)培訓(xùn)新商場的領(lǐng)導(dǎo)其它工作職責(zé)HR

營運(yùn)管理38新HR結(jié)構(gòu)商場的培訓(xùn)提高工作職責(zé)HR營運(yùn)管理38演講完畢，謝謝觀看！演講完畢，謝謝觀看！HRQUALITY

HRManagementANewMandateforHumanResourcesHRshouldbedefinednotbywhatitdoesbutbywhatitdelivers.RepositioningLotus-ChinaHumanResourceJuly5.200440HRQUALITYHRManag

Lotus-ChinaHumanResourceJuly5.2004HR品質(zhì)

HR

管理人力資源新的詮釋HR不應(yīng)為做了什么而是傳遞了什么重新定位41Lotus-ChinaHR品質(zhì)Today’sImageandRoleofHumanResources

PolicyPoliceRegulatoryWatchdogHiringandFiringManagingBureaucraticAspectsofBenefitsAdministrationofCompensationDecisionsMadebyOthersand,whenHRismoreempoweredbyseniormanagement:OverseeingRecruitingManagingTrainingandDevelopmentProgramsDesigningInitiativestoIncreaseWorkplaceDiversity42Today’sImageandRoleofHumaHR今日的形象和角色

政策管理法規(guī)監(jiān)控雇傭和退工安排勞動局規(guī)定的福利薪資決定的行政工作并且，當(dāng)HR被給予更多的權(quán)利時:

更多關(guān)注招聘安排培訓(xùn)和發(fā)展項目主動增加工作空間多樣化43HR今日的形象和角色政策管理4

WhyHRMattersNowMoreThanEver

Globalization:Increasetheabilitytolearnandcollaborateandtomanagediversity,complexity,andambiguity.

ProfitabilityThroughGrowth:Beinginnovative,encouragefreeflowofinformation,andsharedlearningamongemployees.beingmoremarketfocusedandintegratedifferentorganization’sworkprocessesandcultures.

IntellectualCapital:Find,assimilate,develop,compensate,andretainhighlyskilledindividualswhocandriveaglobalcustomerfocusedorganization

ContinuousChange:Createahealthydiscomfortwiththestatusquo,anabilitytodetectemergingtrendsquickerthanthecompetition,anabilitytoseeknewwaysofdongbusiness.44WhyHRMattersNowMoreTha

為什么HR的事務(wù)比以往更多

全球化:增加學(xué)習(xí)和合作能力，安排使之多樣化、復(fù)雜化和邊界模糊

培養(yǎng)受益:培養(yǎng)創(chuàng)新精神，使信息自由流通,加強(qiáng)雇員間的學(xué)習(xí)交流，以市場為核心，整和不同組織的工作程序和文化.

智力資本:發(fā)現(xiàn)、吸收、發(fā)展、補(bǔ)充和保留那些能駕御全球關(guān)注組織客戶的高技術(shù)人才。

持續(xù)變化:

創(chuàng)造一種健康的狀態(tài),和一種比競爭對手更加快發(fā)現(xiàn)新趨勢的能力，和一種尋找新方法做事請的能力。45為什么HR的事務(wù)比以往更多全球化:TheNewRoleofHumanResourcesinstrategyexecution

forworkorganizationtobalanceemployee’s&corporateinterestsofcontinuousorganizationaltransformationPARTNERCHAMPIONEXPERTAGENTAchievingOrganizationalExcellencemeans:Enrichtheorganizational’sValuetoCustomers,Investors,andEmployees46TheNewRoleofHumanResource人力資源的新角色在執(zhí)行戰(zhàn)略中

對于工作組織平衡員工和公司的利益持續(xù)組織的更新伙伴

擁護(hù)者

專家

代理組織的優(yōu)化意味著：對于消費(fèi)者、投資者以及員工而言，組織的價值被提高了47人力資源的新角色在執(zhí)行戰(zhàn)略中對于工作組織平衡員工和公司的利organizationalHRasaPartnerinStrategyExecutionPARTNERinstrategyexecutionStrategyistheresponsibilityoftheexecutionteam-ofwhichHRisamemberHRshouldimpelandguideseriousdiscussionofhowthecompanyshouldbeorganizedtocarryoutitsstrategyHR’sresponsibilitiesare:DefinetheorganizationalarchitectureStrategy,structure,systems,staff,style,skills,sharedvaluesDefinemeasurementcalculatedimensionsnotewindows,doors,staircasesexaminetheplumbingandheatinginfrastructuresConductanorganizationalauditculturecompetenciesrewardsgovernmentworkprocessesleadershipIdentifymethodsforrenovatingtheorganizationProposing,creating,anddebatingbestpracticesinCulturalchangeprogramappraisalsystemsteam-basedorganizationalstructuresetc.Setclearpriorities,andalignHRworkwithstrategyJoinForceswithoperatingmanagerstosystematicallyassesstheimpactandimportanceofinitiatives,suchasPay-for-performanceorganizationalteamworkaction-learningdevelopmentetc.48organizationalHRasaPartnerorganizationalHR作為伙伴在執(zhí)行戰(zhàn)略中伙伴在執(zhí)行戰(zhàn)略中戰(zhàn)略是HR作為團(tuán)隊一員的執(zhí)行責(zé)任HR推動指導(dǎo)公司被組織和執(zhí)行它的戰(zhàn)略的嚴(yán)肅討論HR的責(zé)任為定義組織的結(jié)構(gòu)戰(zhàn)略、結(jié)構(gòu)、系統(tǒng)、員工、風(fēng)格、技能以及價值分享定義尺度計算范圍記錄窗口、門和扶梯檢測管道和加熱設(shè)備處理組織的審計文化競爭力報酬政府工作程序領(lǐng)導(dǎo)才能闡明革新組織的方法建議、創(chuàng)造、以及討論最好的實施方法文化變動程序評估系統(tǒng)基于團(tuán)隊的組織結(jié)構(gòu)其它確定優(yōu)先權(quán)，并將HR的工作與戰(zhàn)略結(jié)合積極與執(zhí)行經(jīng)理共同系統(tǒng)評估員工積極性的影響和重要性，例如：激勵機(jī)制組織化團(tuán)隊工作工作中學(xué)習(xí)的能力其它49organizationalHR作為伙伴在執(zhí)行戰(zhàn)略中伙伴在執(zhí)HRasaExpertinWorkOrganizationEXPERTforworkorganizationImprovetheefficiency(I.e.increasecredibility)ofownfunctionandtheentireorganizationHR’sresponsibilitiesare:MakeHRprocessesbetter,faster,andvalueExamples:createafullyautomatedandflexiblebenefitsprogramusetechnologytoscreenresumesandreducecycletimeforhiringnewcandidatecreateanelectronicbulletinboardthatallowsemployeestocommunicatewithseniorexecutivesRethinkhowworkisdonethroughouttheorganizationExamples:designandimplementasystemthatallowsdepartmentstoshareadministrativeservicescreatecentersofexpertisethatgather,coordinate,anddisseminatevitalinformationaboutmarkettrends,ororganizationalprocesses50HRasaExpertinWorkOrganizHR作為工作組織的專家專家對于工作組織提高自己和整個團(tuán)隊的工作效率提高信任度HR的責(zé)任是：使HR的工作程序更好，更快，更廉價例子：創(chuàng)造完全自動靈活的福利程序使用技術(shù)篩選簡歷并且減少聘用新員工的時間建立電子信息傳輸專欄，可以允許普通員工和高層領(lǐng)導(dǎo)的交流重新考慮整個組織的工作如何開展例子:創(chuàng)建和執(zhí)行一個允許部門分享行政服務(wù)系統(tǒng)創(chuàng)建一個可以集中、共享、傳播關(guān)于市場趨勢和組織進(jìn)程重要信息的專門中心51HR作為工作組織的專家專家對于工作組織提高自己和整個團(tuán)隊的HRasaEmployeechampiontobalanceemployee’s&corporateinterestsEnsurethatemployeesareengaged-thattheyfeelcommittedtotheorganizationandcontributefullyOrientatingandtraininglinemanagementinpeoplemanagementissues,especiallyhowtoachievehighemployeemoraleHoldingamirrorinfrontofseniorexecutives,e.g.throughemployeesurveysandmulti-sourcefeedbackprocessesAnalyzeandeliminatecausesoflowmoraleofferemployeesopportunitiesforpersonalprofessionalgrowthProvideresourcesthathelpemployeesmeetthedemandsputonthemBeinganadvocateforemployeesandbetheirvoiceinmanagementdiscussionsCHAMPION52HRasaEmployeechampio

HR作為員工擁護(hù)者平衡員工和公司的利益確認(rèn)員工完全沉浸與組織中并貢獻(xiàn)其中指導(dǎo)和培訓(xùn)部門經(jīng)理關(guān)于人員管理,特別是如何獲得高的員工士氣高層面前的一面鏡子，例如：通過員工的傳遞和多角度的反饋程序分析和減少引起員工低士氣的原因提供員工個人職業(yè)發(fā)展的機(jī)會在員工遇到困難時提供幫助在高層討論中作為員工的代言人擁護(hù)者53HR作為員工擁護(hù)者平衡員工和公司的利益確認(rèn)員工HRasaChangeagentofcontinuousorganizationaltransformationTheprimarydifferencebetweenwinnersandlosersinbusinesswillbetheabilitytorespondtothepaceofchange,toadapt,learn,andactquicklyHR’sresponsibilitiesare:AGENTBuildtheorganization’capacitytoembraceandcapitalizechangeCreatehigh-performingteamReducecycletimeforinnovationImplementnewtechnologytimelyMakesurethatbroadvisionstatementsgettransformedintospecificbehaviorsHelpemployeesfigureoutwhatworktheycanstop,startandcontinuetomakethevisionrealisticReplaceresistancewithresolution,planningwithresults,andfearofchangewithexcitementaboutitspossibilitiesUseachangemodeltoidentitythekeysuccessfactorsforchangeandassesstheorganization’strengthsandweaknessesregardingeachfactor54HRasaChangeagentofc

HR

作為代理持續(xù)組織的更新成功者和失敗者在工作中主要的不同是：快速改變的步伐、適應(yīng)、學(xué)習(xí)、行動的能力HR的職責(zé)是:代理建立組織支持和利用改變的能力創(chuàng)建高效的團(tuán)隊減少革新的循環(huán)時間及時執(zhí)行新技術(shù)確保信息板中對一些具體行為的陳述幫助員工確認(rèn)一些可以停止的工作,開始和繼續(xù)一些正確的眼光替代對于解答、計劃結(jié)果和期待其可能結(jié)果的改變的恐懼的抵制用改變的例子去辨明成功改變的關(guān)鍵因素以及關(guān)于組織優(yōu)缺點(diǎn)關(guān)聯(lián)因素55HR作為代理持續(xù)組織的更新成功者和失敗者在工作KeySuccessFactorsforChangeShapingavisionCreatingasharedneedMakingitlastMonitoringprogressModifyingsystemsandstructuresMobilizingcommitmentLeadingchangeFourstepsculturalchangeDesignandclarifyconceptofculturalchangeArticulatewhyculturalchangeiscentraltobusinesssuccessDefineaprocessforassessingthecurrentcultureandthedesirednewculture,aswellasformeasuringthegapbetweenthetwoIdentifyalternativeapproachestocreatingculturechange56KeySuccessFactorsfor改變的關(guān)鍵因素立場分明創(chuàng)建共享需要使其持續(xù)監(jiān)控過程改變系統(tǒng)和結(jié)構(gòu)使執(zhí)行自動化領(lǐng)導(dǎo)改變文化改變四步走設(shè)計和清晰文化改變的概念闡明文化改變是事業(yè)成功的核心定義評估當(dāng)前文化和期望中的新文化，以及兩者的不同的過程認(rèn)識去創(chuàng)造文化改變的不同方法57改變的關(guān)鍵因素立場分明創(chuàng)建共享需要使其持續(xù)監(jiān)控過程改變系統(tǒng)和TheNewHRRoleCommunicatetotheorganizationthatthe“softstuff”matterExplicitlydefinethedeliverablesfromHR,andholdHRaccountableforresultsInvestininnovativeHRpracticesImprovequalityofHRprofessionalsTakingHRtobeaBusinessPartnerHRshouldbedefinednotbywhatitdoes,butbywhatitdelivers58TheNewHRRoleCommunicateto新HR角色傳遞組織中的軟材料明確HR和HR可測量的結(jié)果的傳遞性的定義引進(jìn)HR實施的創(chuàng)新方法提高HR職業(yè)化把HR當(dāng)作生意伙伴

HR不應(yīng)為做了什么而是傳遞了什么59新HR角色傳遞組織中的軟材料HR不應(yīng)為做了什么而是傳遞HRRolesintheBuildingofaCompetitiveOrganizationFutureFocused/StrategicStrategicHumanResourcesManagementChangeandTransformationManagementWorkProcessesImprovementManagementEmployeesContributionManagementProcessesPeopleDay-to-Day/Operational60HRRolesintheBuildingofaHR在建立有競爭力的組織中的作用集中性和戰(zhàn)略性的未來戰(zhàn)略性的人力資源管理變化的管理工作進(jìn)程提高管理人才貢獻(xiàn)管理進(jìn)程人才日常的/可操作的61HR在建立有競爭力的組織中的作用集中性和戰(zhàn)略性的未來戰(zhàn)略性HRRolesintheBuildingofaCompetitiveOrganizationFutureFocused/StrategicLotusculture/WayofdoingthingsAlignmentwithmission,values,corebeliefsHRstrategicPlanningalignedwiththebusinessKeep&Get&GrowProcessesPeopleDay-to-Day/OperationalOrganizationalStrengtheningInternalCommunicationLeadershipDevelopmentCoachingforImprovementKeyPerformanceIndicators(KPI)ManagementInformationToolsPoliciesandProceduresAccompanyingandEvaluationSystems/PeopleSoftware…othersLifeValueProgramPerformanceevaluationKeyTraining&DevelopmentProgramsStudentandTraineePrograms…MBATalentSearchProgram…others62HRRolesintheBuildingofaHR在建立有競爭的組織的作用集中性和戰(zhàn)略性的未來易初蓮花文化/做事方式使命、價值觀和核心信仰HR聯(lián)系業(yè)務(wù)發(fā)展的戰(zhàn)略計劃保持成長進(jìn)程人才日常的/可操作的組織的強(qiáng)大內(nèi)部的溝通領(lǐng)導(dǎo)藝術(shù)的發(fā)展培訓(xùn)核心績效指標(biāo)(KPI)安排信息工具政策和法規(guī)評估系統(tǒng)/人才軟件…其它整個薪資系統(tǒng)績效評估核心培訓(xùn)和發(fā)展計劃學(xué)生和實習(xí)生計劃…MBA獵頭計劃…其它63HR在建立有競爭的組織的作用集中性和戰(zhàn)略性的未來易初蓮花文OldMythsPeoplegotoHRbecausetheylikepeopleHRisfullofnicepeopleHRdealswiththeeasypartofabusinessandthereforeitisnotevaluatedHRworktobehealth-and-happinessandrulespoliceandpatrolNewRealitiesHRdepartmentsatenotdesignedtooffercorporatetherapyorsocialtreatmentsorheathandhappiness.HRprofessionalsmustcreatepracticesmakeemployeesmorecompetitive,notmorecomfortable.HRpracticesimpactinthebusinessresultscanandmustbeevaluated.HRprofessionalsmustle