美世-HR如何成為一個戰(zhàn)略業(yè)務伙伴

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)孩子對因果關系的認識，讓孩子看看吹風能使小風車旋轉，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)其學習探究的熱情，促進認知發(fā)育。還可以進行歸類練習，比如教孩子按某種性質練習分類?？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，比如序列的學習、最簡單的加與減。序列學習，大人準備紅藍兩種顏色的珠子，在桌子上先擺放一個藍色的，在藍色的旁邊放一個紅色的，紅色的旁邊放一個藍色的，接著一個紅色的，讓寶寶仔細看好，并且大人一邊操作，一邊說出珠子的顏色。重復兩次以后，讓孩子按照這樣的排序選擇下一個珠子，并放好。隨著訓練的次數(shù)增多，要適當加大難度，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