人力資源經(jīng)理專題培訓(xùn)(英文版)

1、IntroductionHRM Trainingcontents Strategy Definition and function profile Trends and changing Competencies of HR professionals High-Performance Work System ChallengeA speech A decade of globalization, deregulation, and technical advances has vastly increased the degree of competitiveness most organi

2、zations face today. Companies today must therefore be better, fast, and more competitive just to survive. For many years it has been said that capital is the bottleneck for a industry. I dont think this any longer holds true. I do not know of any major project backed by good ideas, vigor, and enthus

3、iasm that has been stopped by a shortage of cash .I do know of industries whose growth has been partly stopped or hampered because they can not maintain an efficient and enthusiastic labor force.GE Jack Welch This place runs by its great people the biggest accomplishment Ive had is to find people. A

4、n army of them. They are all better than most. They are big hitters, and they seem to thrive them.Strategy Corporate strategy: where are we going? Direction Business strategy/competitive advantages: how to build and strengthen the business long term competitive position in the marketplace. Function

5、strategy: action to pursue CA in operation in function departmentCompetitive Advantages Cost leadership Differentiation Focus differentiationCompetitive AdvantagesIt is determined by whether the company satisfies the needs of stakeholders (groups affected by business practices)1.Stockholders: return

6、 on investment2.Customers: high-quality product and services3.Employees: interesting work and reasonable compensation4.Community: minimize pollution of environmentDefinition It refers to the policies, practices and systems that influence employees behavior, attitudes and performance.Integrative Fram

7、ework 完全體系Laws and regulationsCulturePoliticsUnionsLabor marketsIndustry characteristicsInternal 內(nèi)部內(nèi)部organization contextExternal Context 外部外部Local-National-MultinationalStructureSize life cycle stageStrategyTechnologyObjectivesLegitimacyStakeholdersEconomic efficiencyResource acquisitionIncome輸入輸入I

8、nformal.FormalHRM人力資源管理人力資源管理Prescribed.EnactedCore of HRMS核心管理核心管理Outcomes輸出輸出Short term.Long termIndividualOrganizationSocietal.Philosophies理念Policies政策Practices實(shí)踐Planning計(jì)劃Staffing人員配置Appraising考評(píng)Rewarding價(jià)值賦予Developing發(fā)展HRM PracticesRecruitingSelectionTraining and developmentCompensationPerforma

9、nce ManagementEmployeeRelationsHRPlanningCompany PerformanceStrategicHRMJob AnalysisSecurity and safetyRecruiting招聘招聘Termination離職離職Job EvaluationCompetency ModelPlanningEffective Infrastructure基礎(chǔ)建設(shè)基礎(chǔ)建設(shè)Training培訓(xùn)培訓(xùn)Compensation&Benefit薪酬福利薪酬福利PerformanceEvaluation考核評(píng)估考核評(píng)估Promotion晉升晉升Transfer/Rot

10、ation調(diào)動(dòng)調(diào)動(dòng)Market Value OrientationC&B StructureCommission PlanStock option managementSpot AwardTraining Needs CollectionTraining EvaluationTraining Resource AnalysisPlanningInformation SharingEmployee Satisfaction360 SurveyPerformance Evaluation SystemObjective目標(biāo)目標(biāo)G&O Setting (with measuremen

11、t)Trend of HRM environment 1.Globalization2.Technology: HRIS(eHR) reduce more time3.Deregulation: self-service and career development4.Workforce diversity: gender, ages, minority5.Nature of work: shift from manufacturing to service6.LegalTomorrows HR Today1.Boundaryless organization2.Employees are b

12、eing empowered3.Flatter organization are being the norm4.Work is increasingly organized around teams and process5.The bases of power are changing6.Managers today must build commitmentThe changing role of HR management 1900s, hiring and firing, payroll, benefits 1930s, personnel management, legislati

13、on, unions 1960s:protector and screener, provide expertise in areas like recruitment, screening, and training. Today: strategic partner and change agent, HRMHR and Employee commitment An employees identification with and agreement to pursue the companys or the units mission Two way communications th

14、rough HRS that guarantee two way communications and fair treatment of all employees grievances and disciplinary concerns. Career-oriented performance appraisal procedures and effective training and development practices.HR and Company Performance Personnel screening tests to select talent Downsizing

15、, maintain moral, reduce job stress HR and service HR and responsivenessHR and Corporate Strategy1.Transition from administrative function to a strategic business partnership: Broad corporate competency: partnership within all of line managers, even individual staff to involve in HRM 2.Involve HR in

16、 the earlist stages of developing and implementing the firms strategic plan, rather than to let HR react to it.Competencies of HR professionalsAnalyticalFact-BasedDecision MakingComplianceRegulationAdministrationControlLeadershipConceptual IdeasVisioningInterpersonalTeamworkCompensationStrategicOrga

17、nization developmentChange ManagementEvaluationBenefitsAuditData ManagementEmployee RelationLegalDiversityCounselingTrainingManagement process for all managers Planning: goals,rules, plans and forecasting Organizing: specific task, teams, empowerment, communication channels, coordinating Staffing: r

18、ecruiting, selecting, goal setting, evaluating, training, developing Leading: getting job done, morale, motivating Controlling: setting quartos, checking, taking corrective actionTo be a Staff Manager Line-Manager: a manager who is authorized to direct the work of subordinates and responsible for ac

19、complishing the organizations goals. Staff Manager: A manager who assists and advice line managersHR managers are responsible for advising liner managers in areas like recruiting, hiring, and compensation.Determine for strategic role1.What is HR doing to provide value-added services to internal clie

20、nts2.How are you measuring the effectiveness of HR3.How can we reinvest in employees4.What HR strategy will we use to get the business from point A to B5.What makes an employee want to stay at our company6.How are we going to invest in HR so that we have a better HR department than our competitors7.

21、From an HR perspective, what should we be doing to improve our marketplace position8.Whats the best change we can make to prepare for the futureHigh-performance organization Building better,faster,more competitive organizations through HR GE, Cisco Systems are responding faster and more competitivel

22、y by using Internet HR techniques to recruit high-tech workers.High-Performance Work System Challenge Change in employees work roles and skill requirements Increase in the use of teams to performance work Changes in the nature of managerial work Changes in company structure Increase availability of

23、information bases related to the companys human resource Competitiveness in high-performance work systemsHow HR practices support high-performance work systemTeams are used to perform workEmployees participate in the selection processEmployees receive formal performance feedback and are actively inv

24、olved in the performance improvement processOngoing training is emphasized and rewardedEmployees reward and compensation related to the companys financial performanceEquipment and work processes are structured to encourage maximum flexibility and interaction among employeesEmployees participated in planning changes in equipment, layout, and work methodsWork design allows employees to use a varity of skillsEmployees un