人效管理與解決方案

e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0Ae7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A世界500強(qiáng)榜單喜憂(yōu)參半e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A7-11與阿里巴巴的人效數(shù)據(jù)優(yōu)秀企業(yè)人效分析e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A收入增長(zhǎng)緩慢/研發(fā)高利潤(rùn)新產(chǎn)品難人工成本快速增加-工資增長(zhǎng)-社會(huì)保險(xiǎn)基數(shù)上調(diào)-房?jī)r(jià)上漲/房租上漲提升人效是今天中國(guó)企業(yè)的共同課題e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A人效分析-公司整體人效分析-部門(mén)人效分析-行業(yè)標(biāo)桿人效崗位族群崗位序列通道設(shè)計(jì)職級(jí)職等路徑設(shè)計(jì)評(píng)估標(biāo)準(zhǔn)評(píng)估工具評(píng)估程序招聘選拔晉升任用培訓(xùn)學(xué)習(xí)績(jī)效改進(jìn)薪酬調(diào)整...人效診斷崗位梳理人員評(píng)價(jià)提升方案人效提升項(xiàng)目實(shí)施邏輯e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A時(shí)間維度同比環(huán)比空間維度公司間部門(mén)間時(shí)間維度空間維度人效分析常用方法e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A指標(biāo)一：人均銷(xiāo)售額或人均利潤(rùn)指標(biāo)二：人工成本產(chǎn)出效率指標(biāo)三：薪酬總額增長(zhǎng)率人員效能分析儀表盤(pán)e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A案例說(shuō)明：平安集團(tuán)要求人工費(fèi)用的增長(zhǎng)速度嚴(yán)格控制在銷(xiāo)售額和利潤(rùn)的增長(zhǎng)速度之下，作為保證企業(yè)利潤(rùn)空間乃至可持續(xù)健康發(fā)展的原則和鐵律，不可逾越平安集團(tuán)人力資源投產(chǎn)模型案例：平安集團(tuán)人力資源投入產(chǎn)出模型e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A人效提升-人力資源管理戰(zhàn)略地圖e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A人才盤(pán)點(diǎn)九宮格與素質(zhì)能力變化趨勢(shì)持續(xù)優(yōu)勝劣汰的人才管理機(jī)制e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0AHW“以?shī)^斗者為本”的激勵(lì)體系持續(xù)完善的激勵(lì)體系e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0AHW歷年銷(xiāo)售與重大管理變革啟動(dòng)時(shí)間持續(xù)的管理變革e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A公司人力資源管理提升方向優(yōu)秀企業(yè)人效提升實(shí)踐e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A公司素質(zhì)模型框架人才盤(pán)點(diǎn)結(jié)果比例分布情況為公司基層、中層及高層員工分別設(shè)計(jì)了全員通用素質(zhì)模型、中層管理素質(zhì)模型和高層領(lǐng)導(dǎo)力模型。為了提高素質(zhì)模型與凱信公司的匹配度，公司48位中高層人員參與素質(zhì)模型的研討會(huì)，經(jīng)過(guò)多輪研討，最終確定了公司的素質(zhì)模型，并以此作為人才盤(pán)點(diǎn)能力維度的評(píng)價(jià)標(biāo)準(zhǔn).優(yōu)秀企業(yè)人效提升實(shí)踐e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A調(diào)整后的組織架構(gòu)根據(jù)公司的戰(zhàn)略目標(biāo)對(duì)新的組織架構(gòu)中的職責(zé)進(jìn)行重新調(diào)整定位，強(qiáng)化原先弱化的營(yíng)銷(xiāo)、研發(fā)、技術(shù)等核心能力，比如，將分公司的技術(shù)研發(fā)和技術(shù)管理職能歸屬到集團(tuán)層面，實(shí)現(xiàn)技術(shù)資源共享；通過(guò)對(duì)各部門(mén)的工作量和人效分析，組織部門(mén)負(fù)責(zé)人一對(duì)一地討論確定各部門(mén)的人員編制。優(yōu)秀企業(yè)人效提升實(shí)踐e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A打破“大鍋飯”的薪酬體系基于以上薪酬診斷結(jié)論，設(shè)計(jì)薪酬體系時(shí)遵循以下原則：（1）強(qiáng)化各崗位薪酬外部競(jìng)爭(zhēng)性。根據(jù)崗位價(jià)值確定整體的薪酬策略，提升關(guān)鍵崗位，尤其是生產(chǎn)類(lèi)關(guān)鍵崗位、車(chē)間技術(shù)及管理崗位、部室技術(shù)類(lèi)崗位及中層管理者的整體薪酬競(jìng)爭(zhēng)性。（2）根據(jù)能力和業(yè)績(jī)確定個(gè)人薪酬水平。崗位不是影響收入最重要的因素，而是根據(jù)能力和業(yè)績(jī)水平進(jìn)行薪酬區(qū)分，強(qiáng)化薪酬區(qū)分度及與崗位的關(guān)聯(lián)。（3）優(yōu)化薪酬結(jié)構(gòu)和固浮比。薪酬結(jié)構(gòu)設(shè)計(jì)兼顧保障性和激勵(lì)性，合理制定績(jī)效工資占比。（4）建立薪酬與績(jī)效的關(guān)聯(lián)機(jī)制。通過(guò)績(jī)效考核建立浮動(dòng)薪酬與公司、部門(mén)、個(gè)人業(yè)績(jī)掛鉤的給付機(jī)制。優(yōu)秀企業(yè)人效提升實(shí)踐e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A在梳理崗位的基礎(chǔ)上，建立公司管理和專(zhuān)業(yè)雙通道的職位等級(jí)體系，明確各序列橫向?qū)?/p>