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文件名盡信書,則不如無書美世-HR如何成為一個戰(zhàn)略業(yè)務(wù)伙伴IllustrativeClientCompaniessMercerDeltaConsultingCreatingKnowledgeHRTransformationandtheEvolutionoftheHRBusinessPartnerConceptMercerDeltaConsultingThePromiseofHRTransformationSubstantialcostsavingsthroughtheautomationandoutsourcingofroutinetransactionalworkandthecreationofsharedservicesMorecomplete,accurate,andusefulinformationmanagementthroughthecreationofcomprehensive,all-encompassingdatabasesandHRISsystemsEnhancedaccessibilityandself-servicethrough24/7onlineandcallcentersupportforroutineoperationsUniformpolicyapplicationacrosslocationsduetocentralizationofdecision-makinginsharedsystemsEnhancedcapabilitiesthroughcentersofexcellencefornon-routineworkFreedfromtheroutinework,anewroleforHRgeneralistsasstrategicbusinesspartnersMercerDeltaConsultingFromPersonneltoBusinessPartnerMercerDeltaConsultingEvolutionofOrganizationDevelopmentMercerDeltaConsultingUlrich’sHumanResourceChampions(1997)FourRolesforHRAdministrativeExpertEmployeeChampionChangeAgentStrategicPartner“WhenHRprofessionalsworkasstrategicpartners,theyworkwithlinemanagerstoinstituteandmanageaprocessthatcreatesanorganizationtomeetbusinessrequirements.”MercerDeltaConsultingExamplesofCriticalCapabilities
FromUlrich’sHumanResourceChampionsAlignperformancemeasurestostrategicprioritiesAttractandretainhigh-caliberpeopleBethetechnologyleaderinthefieldCreateasharedmindsetCreatecapacityforchangeDemonstrateculturalflexibilityEnsuretrustbetweenleadersandworkersFormallianceswithavarietyoforganizationsHaveaculturallydiverseworkforceThinkandactgloballyHavedominantdistributionchannelsHavecommittedemployeesIdentifyanddevelopthenextgenerationofleadersImprovespeed,cashflow,profitability,andproductivityeveryyearInnovateandlearnmorequicklythancompetitorsMaintaingoodinvestorrelationsManagefinancialmanagementsystemsTakerisksWorkinaboundary-lesswayWhatItTakestoBeanEffectiveHRBusinessPartner2-3歲開始培養(yǎng)孩子對因果關(guān)系的認(rèn)識,讓孩子看看吹風(fēng)能使小風(fēng)車旋轉(zhuǎn),還能使小盆里的水出現(xiàn)波紋,將肥皂水吹出五顏六色的肥皂泡。這可激發(fā)孩子的好奇心,激發(fā)其學(xué)習(xí)探究的熱情,促進認(rèn)知發(fā)育。還可以進行歸類練習(xí),比如教孩子按某種性質(zhì)練習(xí)分類??砂凑瘴锓N分類,將動物和植物歸類,還可按照顏色、形狀、大小、用途分類等等,以提高孩子歸納、概括的能力。在孩子2歲半到3歲之前,大人要增加一些有趣的思維游戲,比如序列的學(xué)習(xí)、最簡單的加與減。序列學(xué)習(xí),大人準(zhǔn)備紅藍(lán)兩種顏色的珠子,在桌子上先擺放一個藍(lán)色的,在藍(lán)色的旁邊放一個紅色的,紅色的旁邊放一個藍(lán)色的,接著一個紅色的,讓寶寶仔細(xì)看好,并且大人一邊操作,一邊說出珠子的顏色。重復(fù)兩次以后,讓孩子按照這樣的排序選擇下一個珠子,并放好。隨著訓(xùn)練的次數(shù)增多,要適當(dāng)加大難度,增加顏色,增加數(shù)量。OverviewBriefDescriptionOfMercerDeltaConsulting(MDC)HRTransformationandtheEvolutionoftheHRBusinessPartnerConceptWhatItTakestoBeAnEffectiveHRBusinessPartnerUsingDiagnosistoTransformRelationshipsandOpportunitiesStayingFocusedonIssuesthatMattertotheBusinessDeliveringChangesThatMakeaRealDifferenceSomeExamplesofDoingItWellNextStepsMercerDeltaConsultingMercerDeltaClientsExecutiveleadershipatthepublic-company/enterpriselevelIncludesCEOs,COOs,ExecutiveTeams,andBoardsRelationshipsextendoutintotheorganization$1billion+enterprisesandsmallerhigh-growthcompaniesRecognizingtheneedforchangeAwareofownlimitationsLookingforassistanceMercerDeltaConsultingIllustrativeClientCompaniessCreatingKnowledgeMercerDeltaConsultingHRTransformationandtheEvolutionoftheHRBusinessPartnerConceptThePromiseofHRTransformationSubstantialcostsavingsthroughtheautomationandoutsourcingofroutinetransactionalworkandthecreationofsharedservicesMorecomplete,accurate,andusefulinformationmanagementthroughthecreationofcomprehensive,all-encompassingdatabasesandHRISsystemsEnhancedaccessibilityandself-servicethrough24/7onlineandcallcentersupportforroutineoperationsUniformpolicyapplicationacrosslocationsduetocentralizationofdecision-makinginsharedsystemsEnhancedcapabilitiesthroughcentersofexcellencefornon-routineworkFreedfromtheroutinework,anewroleforHRgeneralistsasstrategicbusinesspartnersMercerDeltaConsultingFromPersonneltoBusinessPartnerApproximateDatesKeyBusiness
IssuesHRRoleTitleforRole1920s-1930sOrganicGrowthNewTechnologiesHiring,Training,andCaringforEmployeesPersonnel1940s-1970sDiversificationCompetitionProductivityNegotiationsEmployeeRelations/LaborRelations1970s-1990sInternationalCompetitionSurvivalShifttoServiceDownsizingLeadershipChangeProgramsPerformanceManagement/RewardsHumanResources2000GlobalizationInnovationReinventionTalentDevelopmentStrategicCapabilitiesHRBusinessPartner/CCOMercerDeltaConsultingEvolutionofOrganizationDevelopmentApproximateDatesKeyBusiness
IssuesODRoleTitleforRole1940s-1960sCoordinationProductivityMotivationSurveysSTS/WorkDesignTeam-BuildingOD1970sInternationalCompetitionQualityQuality1980s-1990sCost-CuttingSurvivalEfficiencyWork-OutReengineeringEnterpriseITSystemsBalancedScorecardChangeManagementReengineering2000GlobalizationInnovationReinventionCreateNewCapabilitiesOrganizationArchitectureOEMercerDeltaConsultingUlrich’sHumanResourceChampions(1997)FourRolesforHRAdministrativeExpertEmployeeChampionChangeAgentStrategicPartner“WhenHRprofessionalsworkasstrategicpartners,theyworkwithlinemanagerstoinstituteandmanageaprocessthatcreatesanorganizationtomeetbusinessrequirements.”MercerDeltaConsultingExamplesofCriticalCapabilities
FromUlrich’sHumanResourceChampionsAlignperformancemeasurestostrategicprioritiesAttractandretainhigh-caliberpeopleBethetechnologyleaderinthefieldCreateasharedmindsetCreatecapacityforchangeDemonstrateculturalflexibilityEnsuretrustbetweenleadersandworkersFormallianceswithavarietyoforganizationsHaveaculturallydiverseworkforceThinkandactgloballyHavedominantdistributionchannelsHavecommittedemployeesIdentifyanddevelopthenextgenerationofleadersImprovespeed,cashflow,profitability,andproductivityeveryyearInnovateandlearnmorequicklythancompetitorsMaintaingoodinvestorrelationsManagefinancialmanagementsystemsTakerisksWorkinaboundary-lesswayMercerDeltaConsultingWhatItTakestoBeanEffectiveHRBusinessPartnerBecomingaStrategicBusinessPartnerKnowledgerequirementsUsingdiagnosistotransformrelationshipsandopportunitiesStayingfocusedonissuesthatmattertothebusinessDeliveringcapabilitiesthatmakearealdifferenceMercerDeltaConsultingBusinessPartnerKnowledgeRequirementsExamplesStrategicOperationalBusinessHRCompensation/benefitsRecruitingHiring/firingDatareportingPerformanceassessmentSuccessionplanningRelocationOrientationandtrainingLaborlawMergerintegrationPolicy/fairtreatmentTalentplanningTalentdevelopmentPerformancemanagementExecutivesuccessionExecutivecompensationHRISSharedservicesOutsourcing/offshoringInternationallawAcquisitionassessmentManagingdiversityQualityProductivity/leanmanufacturingCost-reductionProcessreengineeringSupplychainmanagementWorkredesignCustomermanagementProductdevelopmentChangemanagementMetrics/balancedscorecardTeameffectivenessStrategicalignmentOrganizationarchitectureGlobalizationEnterpriseintegrationAcquisitionplanningOrganizationallearningExecutivedevelopmentCulturalintegrationChangeleadershipCapabilitycreationBoardrelationsMercerDeltaConsultingUsingDiagnosistoTransformRelationshipsandOpportunitiesDiagnosisProvidesapowerfulwayofworkingwithbusinessleadersInvolvesaprocessandasetofprinciplesRepeatswhenevernewopportunitiesemergeHelpstransformrelationshipsMercerDeltaConsultingTheDiagnosticProcessScoutingandAgendaSettingImplementedStreams-ExamplesOrganizationArchitectureCultureChangeExecutiveTeamPerformanceLeadershipDevelopmentRelationshipBuildingContractingDataCollectionOrganizationalDiagnosisDataFeedbackStreamsofWorkMercerDeltaConsultingDataCollectionandAnalysisDialogues-centerpieceofdata-collectionstrategyInputfrombusinessleadersonorganizationalissuesandconcernsConfidential,one-on-onediscussionsStructuredprocessforinterviewing,recording,analyzing,andreportinginterviewswithbusinessleadersResultsmustfeaturepowerfulfindingscapturedinthe
organization’sownwordsMercerDeltaConsultingCollaborativeOrganizationalDiagnosisActionKnowledgeInformationDataWhatdowesee?Whatdoesitsay?Whatdoesitmean?Whatdowedo?HRBusinessPartnerBusinessLeaderMercerDeltaConsultingCorePrinciplesProcessStepsCorePrinciples
BLOwnershipCollaborationIterativeLearningInterpretiveDiagnosis
ChangeLeadershipSkillsGettingStartedDataCollectionDataFeedbackStreamsofWorkOrganizationalDiagnosisMercerDeltaConsultingSixDimensionsofRelationshipsThat
EnableChangeSource:CarucciandPasmore.RelationshipsthatEnableEnterpriseChange,JosseyBass,2002InterpersonalAgilityCouragePersonalInvestmentBuildingTrustCollaborationAdvocacyMercerDeltaConsultingStayingFocusedonIssuesThatMattertotheBusinessStayingFocusedonBusinessIssuesWhataretheissuesthatmatter?What’skeepingbusinessleadersupatnight?What’sthe“mooseonthetable”regardingthefuture?Whatdrivesthebottomline?ChanginghowyouspendyourtimeandattentionNotgettingpulledorpushedbackintotheoldHRboxMercerDeltaConsultingDeliveringChangesThatMake
aRealDifferenceCongruenceModelOutputInputEnvironmentResourcesHistoryStrategySystemUnitIndividualWorkPeopleFormalOrganizationInformalOrganizationMercerDeltaConsultingTwoKeyChallengesCreatinganewstrategythatseizesmarketopportunitiesandmakesfulluseoftheorganization’scompetitiveadvantagesDesigninganorganizationthatsupportsthefullandeffectiveexecutionofthenewstrategyMercerDeltaConsultingSomeExamplesofDoingitWellStrategicBusinessPartnersParExcellenceNoelTichy/SteveKerrRichardAntoineMercerDeltaConsultingBusinessPartnerCareerPaths
ExamplesStrategicOperationalBusinessHRCompensation/benefitsRecruitingHiring/firingDatareportingPerformanceassessmentSuccessionplanningRelocationOrientationandtrainingLaborlawMergerintegrationPolicy/fairtreatmentTalentplanningTalentdevelopmentPerformancemanagementExecutivesuccessionExecutivecompensationHRISSharedservicesOutsourcing/offshoringInternationallawAcquisitionassessmentManagingdiversityQualityProductivity/leanmanufacturingCostreductionProcessreengineeringSupplychainmanagement
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