人力資源戰(zhàn)略

人力資源戰(zhàn)略2024/3/11人力資源戰(zhàn)略O(shè)perationalize

BusinessStrategies

through

PeopleManagement

toAchieveResultsPeopleBeforeStrategy人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortHayMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJAmethodologyJEGuideChartHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessCoachingandMMPIprogramsBEI人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEGuideChartHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEI人力資源戰(zhàn)略ConceptofWorkCulture人力資源戰(zhàn)略HighPerformingOrganizations...

HowValueisCreatedFUNCTIONNETWORKPROCESSTIME-BASEDTechnicalandspecialistleadershipReliabilityResourceManagementCustomersatisfactionHighservicelevelsBalancedreturnsVenturedrivenEntrepreneurship

risk-takingEffectivepartnershipsSpeedtomarketTechnicaledgeExploringopportunitiesThesearethefactorsthatneedmeasuringandreinforcingTECHNOLOGYCUSTOMERRELIABILITYFLEXIBILITY人力資源戰(zhàn)略C-SortHayFunctionalWorkCultureModel“OurFunctionalWorkCulture

Rewards,Encourages

andSupportstheFollowingBehaviorsandActivities...”VeryFrequently/ToaGreatExtent/

InMostPartsoftheOrganizationVeryInfrequently/ToaSmallExtent/

InFewPartsoftheOrganizationSometimes/ToSomeExtent/

InSomePartsoftheOrganizationMaximizingcustomer

satisfaction(4)Limitingthedownsideof

risks(32)Establishingclear,well-

documentedwork

processes(19)Minimizingunpredictability

ofbusinessresults(45)Beinghighlyorganized(7)Maintainingexisting

customeraccounts(11)Beingprecise(48)Providingsecure

employment(3)Beingloyalandcommitted

tothecompany(55)Maintainingclearlinesof

authorityandaccountability

(18)Treatingemployeesfairly

andconsistently(22)Usingprovenmethodsto

serveexistingmarkets(8)Anticipatingchangesinthe

businessenvironment(35)Minimizinghuman

error(52)Establishingclearjob

descriptionsand

requirements(26)Usinglimitedresources

effectively(15)Qualitychecking

subordinateswork(44)Attractingtoptalent(21)Supportingtop

managementdecisions(50)Deliveringreliablyon

commitmentstocustomers

(13)Developingnewproducts

orservices(54)Sellingsuccessfully(16)Continuouslyimproving

operations(20)Gainingtheconfidence

ofcustomers(46)Usingresourcesoutside

thecompanyto

getthingsdone(33)Respectingthechainof

command(37)Respondingtocustomer

feedback(30)Participatingintrainingand

continuingeducation(31)Achievingbudgeted

objectives(56)Providingemployeeswith

resourcestosatisfy

customers(10)Demonstrating

understandingofthe

customer’spointofview(6)Increasingdecisionmakingspeed(39)Rewardingsuperior

performance(23)Pushingdecision-makingto

thelowestlevels(51)Supportingthedecision’sofone’sboss(2)Toleratingwell-meaning

mistakes(29)Encouraginginnovation

(40)Takinginitiative(36)Pioneeringnewwaysof

doingthings(24)Beingflexibleandadaptive

inthinkingandapproach

(14)Takingactiondespite

uncertainty(43)Applyinginnovative

technologytonew

situations(28)Capitalizingonwindowsof

opportunity(27)Establishingnewventures

ornewlinesofbusiness

(12)Buildingstrategicallianceswithotherorganizations

(41)Maintainingahighsenseofurgency(25)Findingnovelwaysto

capitalizeonskillsthat

peoplehave(53)Acquiringcross-functional

knowledgeandskills(49)Encouragingexpressionof

diverseviewpoints(47)Encouragingteamwork(1)Capitalizingoncreativity

andinnovation(34)Organizingjobsaround

capabilitiesofindividuals

(38)Significantlydecreasing

cycletimes(9)Experimentingwithnew

managementtechniques(5)Promotingone’spointof

viewstrongly(17)Adaptingquicklyto

changesinthebusiness

environment(42)人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEI人力資源戰(zhàn)略O(shè)rganisationStructure/ProcessesFieldofManagementExternalRelationsFinanceandControlMarketingHumanResourceManagementProductionPhysicalDistribution(Logistics)ResearchandDevelopmentSecretarialandLegalIRMAandProcessMapping人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEI人力資源戰(zhàn)略Job/RoleAnalysisNatureandScopeofActivitiesADescriptionof:Howthejobisperformed(Environment/Structure)whatisinvolvedinachievingthePrincipalAccountabilitiesPrincipalAccountabilitiesListofEndResultsthatarerequiredfromthejobholderKeyPerformanceIndicatorMeasuresofsuccessfulperformanceoftheaccountabilitiesCompetency/SkillRequirementSkillsandbehaviorsrequiredforsuccessfulperformanceinthejobandtheorganizationOrganisationRelationship人力資源戰(zhàn)略isasystemforrankingjobslogicallyandfairlybycomparingjobagainstjoboragainstapre-determinedscaletodeterminetherelativevalueofjobstoanorganisation.“Thetermjobevaluationreferstoaformalprocedureforhierarchicallyorderingasetofjobsorpositionswithrespecttotheirvalueorworth,usuallyforthepurposeofsettingpayrates.”NationalAcademyofSciences1979JobEvaluation人力資源戰(zhàn)略TechnicalKnow-HowManagementBreadthHumanRelationsSkillsFreedomtoActAreaofImpactNatureofImpactThinkingEnvironmentThinkingChallengePROBLEMSOLVINGKNOW-HOWACCOUNTABILITY}ElementsofJobSize人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEI人力資源戰(zhàn)略Hay/McBer

CompetencyDefinitionAnymotive,attitude,skill,knowledge,behaviourorotherpersonalcharacteristicthatisessentialtoperformthejob,ordifferentiatesaveragefromsuperiorperformers人力資源戰(zhàn)略UnderlyingCompetenciesBecomeMore

ImportantasJobComplexityIncreasesNaturalTendenciesandTraitsTask-RelatedKnowledge

andSkillsForExample:KnowledgeofElectronics,CompaniesProducts,LaborRelations,LawSkillinactivelistening,NegotiatingForExample:TenacityInitiativeInterpersonalSensitivitySelfConfidenceJobComplexityRelativeImportanceHighLow人力資源戰(zhàn)略IcebergModelofCompetenciesKnowledgeSkillSocialRoleSelf-ImageTraitMotiveInformationthataperson

hasinaparticularareaTheimageoneprojects

toothers(“outer-self”)Ageneraldispositionto

behaveinacertainwayBehaviouraldemonstration

ofexpertiseAperson’ssenseofidentity

andworth(“inner-self”)Recurrentthoughts

thatdrivebehaviour人力資源戰(zhàn)略TheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformance人力資源戰(zhàn)略Self

AwarenessSocial

AwarenessSelf

ManagementSocialSkillsEmotionalSelf-AwarenessAccurateSelf-AssessmentSelf-ConfidenceEmpathyOrganizationalAwarenessSelf-ControlTrustworthinessConscientiousnessAdaptabilityAchievementOrientationInitiativeInfluenceDevelopingOthersServiceOrientationLeadershipCommunicationChangeCatalystConflictManagementBuildingBondsTeamwork&CollaborationCriticalEICompetencies人力資源戰(zhàn)略TheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformance人力資源戰(zhàn)略CompetencyModel人力資源戰(zhàn)略TheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformance人力資源戰(zhàn)略ResearchHasIdentifiedSix

ManagerialStyles:CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching人力資源戰(zhàn)略0%10%20%30%40%50%60%70%80%90%100%10%20%30%40%50%60%70%80%90%100%?1999McBerandCompany,Inc.AllrightsreservedManagerialStyleInventoryParticipantVersionAsiaNorms66=Dominant50-65=BackupCoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachingWhatStylesDoIThink

IamUsing?人力資源戰(zhàn)略0%10%20%30%40%50%60%70%80%90%100%CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching10%20%30%40%50%60%70%80%90%100%ManagerialStyleInventoryEmployeeVersion(N=5)AsiaNorms66=Dominant50-65=Backup?1999McBerandCompany,Inc.AllrightsreservedWhatStylesDoTheyPerceiveMeUsing?人力資源戰(zhàn)略TheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformance人力資源戰(zhàn)略

Sixclimatedimensionsrelatetoperformance:

Flexibility

Standards

TeamCommitment

Responsibility

Rewards

ClarityResearchindicates...人力資源戰(zhàn)略O(shè)rganizationalClimateofOutstandingandTypicalExecutivesResponsibilityRewardsTeamCommitment0102030405060708090100FlexibilityStandardsClarityTotalOrganizationalClimate

GoodExecutivesOutstandingExecutivesClimateDimensionsEmployeeAssessmentHighPerformingLeadersandManagersCreateBetterClimates人力資源戰(zhàn)略TheResultsofInvestinginCompetenciesHay/McBerCompetencyMethodProducesSuperiorHiresL’OrealSalesforceCandidateSelection,1988-199015%41%6%0%78%68.7%18.7%10.5%21%0%QuitorFiredCandidatesforPromotionPromotedtoManagementAchievedSalesQuotaAverageSalesIncreasePerQuarterFocusingontherightcompetencieshasdirectbusinessimpact33candidateshiredusingtheHay/McBercompetencymethod44candidateshiredconventionally人力資源戰(zhàn)略RewardHowwillemployeesbecompensated?RecruitmentandSelectionHowshouldqualifiedcandidatesbeidentified,assessedandselected?CareerPlanningHowcanwehelpemployeesrealisetheirpotentialandaspirations?CompetencyModelandProfilesTraining&DevelopmentWhatarethedevelopmentrequirementsforourroles?Howcanwebuildthesecapabilities?SuccessionPlanningandWorkForceAudit

Whatcapabilitiesdowehave?Whatdoweneed?PerformanceManagementHowwillwedrivesuperiorperformance?StrategicallyApplyingCompetencies人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)Targe