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1、人力资源运营与管理GE HR日程表日程表 人力资源管理角色的进化人力资源管理角色的进化 GE的人力资源管理的人力资源管理GE的价值观的价值观GE的运营系统的运营系统GE的的HR愿景愿景GE的的HR能力素质模型能力素质模型实现实现GEHR管理卓越的关键管理卓越的关键GEHRM的内容的内容招聘入职招聘入职职业与组织发展职业与组织发展学习与发展学习与发展薪酬与福利薪酬与福利雇佣雇佣HR操作操作终止雇佣终止雇佣人力资源管理角色的进化人力资源管理角色的进化HR 角色的进化 People go into HR because they like peopleAnyone can do HRHR deals
2、 with soft side of a business so is not accountableHR focuses on costs,which must be controlledHRs job is to be policy police and the health-and happiness patrolHR is full of fadsHR is staffed by nice peopleHR is HRs job二十世纪二十世纪HR must create the practices that make employees more competitive,not mo
3、re comfortableHR must master both theory and practiceHR must know to translate work into financial performanceHR must add value,not reduce costsHR must help managers commit EEs and administer policiesHR must see their current work as part of an evolutionary chain and explain their work with less jar
4、gon and more authorityHR should be confrontative and challenging as well as supportiveHR work is as important to line managers as are finance,strategy and other business domains.现状现状GE HR的进化 下个角色HR Business PartnersValued StafferFacilitatorsHR GeneralistsAssessing CultureProactiveEmployee AdvocatesU
5、S CentricInternal Idea Sharing现状现状Growth Leaders/HR Experts Influential Thought LeadersTransformers/Executive CoachesHuman Capital Optimizers Shaping CulturePredictiveEMPLOYEE ADVOCATESGLOBALInternal&External Idea Exchanges目标目标GE 的人力资源管理的人力资源管理GE的价值观的价值观GE Value and Growth TraitsAlways Executing wit
6、h Integrity+=Growth Generation LeadersExternal FocusClear ThinkerImagination+CourageInclusive LeaderExpertiseThe LeaderCURIOUSPASSIONATEACCOUNTABLERESOURCEFULCOMMMITTEDTEAMWORKOPENENERGIZINGThe FoundationOutstanding strength:superior role model for the GE valueSolid values:consistently displays the
7、GE valuesDevelopment needed:inconsistent display of the GE valuesGE Values Operational DefinitionCURIOUS Generates new and creative ideas.Fosters an environment where questions and ideas are valued.Seeks feedback,continuously learns,and develops self.Learns as much or more from failures as successes
8、.PASSIONATE Demonstrates enthusiasm for what he/she does.Willing to take risks.Empowers others to question the status quo.Creates excitement and inspires others to deliver.RESOURCEFUL Seeks simple solutions to complex problems.Considers varied alternatives before selecting a solution.Effectively use
9、s internal/external network.Consistently gets tasks accomplished with available resources.ACCOUNTABLE Takes responsibility for decisions,actions and results.Delivers on commitments to stakeholders.Does what is best for the team and the customer.Places success of the organization ahead of personal ga
10、in.TEAMWORK Builds trust by respecting the ideas and contributions of everyone.Works well with others.Coaches and encourages others on a regular basis.Contributes to positive morale and spirit within the team.Embraces diverse and global cultures.COMMITTED Sets clear and measurable goals.Stays focuse
11、d on business priorities.Willing to make tough decisions and live with the consequences.Displays persistence and tenacity;is not deterred by obstacles.OPEN Attentive and respectful when listening and responding to others.Willing to change based on the inputs of others.Communicates in an open,candid,
12、and consistent manner.Accessible and approachable.ENERGIZING Displays an engaging,can-do,optimistic attitude.Makes work fun.Inspires others to achieve more than they imagined.Recognizes and rewards the contributions of others.Demonstrates Unyielding IntegrityGE的运营系统的运营系统GE Operating SystemLeadership
13、 MeetingsCore Business ProcessesOctoberDecemberAugustAprilJuneFebruarySeptemberNovemberJulyMarchMayJanuaryGE Opinion SurveySession D ComplianceSession C Org/Staffing/SuccessionGrowth Playbook Session C follow up VideoSII/CII Operating PlanGlobal Leadership MeetingCorporate Executive CouncilCorporate
14、 Executive CouncilCorporate Executive CouncilCorporate Executive CouncilCorporate Officers MeetingSEB OrientationGE的的HR愿景愿景HR at GECEOCFOHRGE HR Vision GE The most competitive and exciting enterprise in the world HR-Credible,visible,value-added business partner 1.Attract,develop and retain the best
15、diverse and global talent 2.Build leadership pipeline 3.Anticipate business needs 4.Ensure that HR initiatives/outcomes are closely linked to business scorecard 5.Leverage and optimize best practices 6.Develop HR talent with world-class functional skills and business expertise 7.Serve as a voice for
16、 employeesemployee advocate 8.Make GE jobs the best jobs in the worldGE HR Agenda1.1.Build the leadership pipelinebest of internal and external talent2.Develop talentfocused on growth3.Drive Employee EngagementGE the worlds Best place to work4.Optimize GE operations globallyreduce complexity5.Extern
17、al/Customer FocusGE HR能力素质模型能力素质模型GE HR Competency ModelBusiness PartnerPersonal AttributesHR ExpertOrganization EffectivenessChampionBusiness AcumenCustomer FocusExternal RelationsGlobal MindsetCommunicationConsulting and CoachingEmployee RelationsStaffing&DevelopmentM&A&IntegrationNegotiation&Conf
18、lict ResolutionProcess Excellence&HR TechnologyPerformance Mgt&Reward SystemsValuesGrowth TraitsCredibilityJudgmentCourageEmployee AdvocateRelationship BuildingChange AgentOrganization EffectivenessCorporate Citizenship如何推动如何推动GE HR管理卓越管理卓越公司的角色公司的角色How to drive HR Excellence-CEO commitment-A Shared
19、 HR Vision-Rigorous human asset management-Technology-enabled processes-HR Collaboration-Intense HR Development实现实现GE HR管理卓越的关键管理卓越的关键HR的角色的角色Keys to HR Excellence-Earn the trust of the leadership team-Have the courage to push back-Grow great,dedicated HR talent-Run disciplined HR processes-Leverage
20、 technologies-Know the businessAnd Never forget the Human in Human Resources!GE HR工作的内容工作的内容招聘入职招聘入职职业与组织发展职业与组织发展学习与发展学习与发展薪酬与福利薪酬与福利雇佣雇佣HR实践实践离职离职招聘与入职招聘与入职Recruiting:Job Requisition/DescriptionRecruiting ChannelWebsite/NewspaperEmployee ReferralHeadhunterCampus HireInternal transfer/promotionJob
21、FairScreening&Selection:Value assessment(Culture fit)Technical assessment(Job fit)Behavior Based InterviewOffer&on boardingOffer template Pre-on boarding:Medical Check,Facility preparation Lead time,Checklist etcLabor Contract New Hire OrientationBusiness First Day Induction,Buddy ProgramCorporate G
22、E&ME职业与组织发展职业与组织发展员工业绩管理员工业绩管理 大学关系大学关系Probation Review-Campus Recruiting Program(Intern&EID)Process and Evaluation Form-Leadership ProgramPerformance Management -HRLPG&O Setting -OMLPCoach -IMLPAppraisal(Rating Definition)-FMPFeedback/Development Plan -CLPGE ValueManaging Poor Performers Performanc
23、e Improvement Plan(PIP)组织发展组织发展Session CEmployee Differentiation ProcessEMS360 FeedbackLeadership DevelopmentMentoring Program员工业绩管理员工业绩管理gProcess Map For Probation Evaluation-GE ChinaUpdated on Sept.13,2002NoYesEmployee Passes ProbationEvaluationStartManagerCompletesEvaluation,thenReviews with HR20
24、 Days Ahead of Probation Due DateHRRemindsEmployees Manager30 Days Ahead of Probation Due DateManager and HRCommunicateWith Employee14 Days Ahead of Probation Due DateEndHRProcessesTermination7 Days Ahead of Probation Due DateHRFilesProbation EvaluationReportThe Performance Management CycleAnnualRev
25、iew(EMS)for salaried peopleWith banding-Performance Review-Development Needs-Career DiscussionOngoingMonitoringReview GoalsCoachingFeedback Session CPersonal DevelopmentPlans Personal Development PlansGoal Setting Web enabled processSalary PlanningIncentive PlanningStock OptionsDevelopment ProgramsG
26、oal Setting ProcessBusiness Goals set Session 1&2,strategical,operational.GEIT Leadership Team prepare their goals All Professional Bands and above prepare their goals-signed off by their manager.Associates should set Goals wherever possible,although the format can differ by functionGOALS/OBJECTIVES
27、 WHAT(QUALITY&QUANTITY)HOW(ACTIONS AND BEHAVIORS)TIMELINERESOURCES(PEOPLE,PARTNERS,FUNDING,ETC.)STATUS/RESULTS Name:Employee signature:Title:Manager signature/date:Business unit:It is essential for GEIT to achieve its strategic goals.You need to work with your manager to develop your objectives in l
28、ine with these goals and to identify the actions and behaviours required in achieving your objectives.Things change throughout the year so schedule regular reviews with your manager to make sure progress is on track or to make any necessary adjustments.2006 Goal SettingPerformance Improvement Plan(P
29、IP)Work Plans/Goals(Make the deliverables clear,tangible and measurable)Due Date*Review date*Feedback(Give feedback on things that can be actionable.Focus on specific behaviours that can be changed,avoid generalizations)Next Step*Due and review dates should be less than 60 days after date of PIPName
30、FunctionFunctional ManagerHR Manager组织发展组织发展Key Development Process Session C Focuses both on the individual+the company IndividualIndividual FeedbackFeedback Development Development Career Career CompanyCompany OrganizationOrganization Leadership Leadership Initiatives InitiativesWho?Target group o
31、f session C?Basis for differentiation across the globe Career BandingWhat are GE Career Bands?Other AssociatesOther AssociatesNot impacted by session CNot impacted by session CProfessionalsProfessionalsImpacted by Session CImpacted by Session C(PB,LPB)(PB,LPB)Senior Professionals Senior Professional
32、s SPB,impacted by SCSPB,impacted by SCExecutive Band EBExecutive Band EBAffiliate EB,SCAffiliate EB,SCSeniorSeniorExecutive BandExecutive BandSEB,SCSEB,SCOfficersOfficersSCSCCEOMainly roleBusiness ownershipRole and individualStrong GE Corporate OwnershipValues and PerformanceReward/promoteReward/pro
33、moteBest leadersBest leadersGreat GE futuresGreat GE futuresReinforce Reinforce Clarify importance of Clarify importance of values dimensionvalues dimensionPerformance Improvement PlanPerformance Improvement PlanTrain/Coach/FeedbackTrain/Coach/FeedbackManage ExitManage ExitRestartRestartAnother oppo
34、rtunityAnother opportunityto deliver resultsto deliver resultsPerformance Improvement PlanPerformance Improvement PlanTrain/coach/feedbackTrain/coach/feedbackManage ExitManage ExitActionActionPerformance Improvement PlanPerformance Improvement PlanTrain/Coach/FeedbackTrain/Coach/FeedbackManage ExitM
35、anage ExitPerformanceValuesPerformanceExceptionalConsistently Meets Expectations/Fully SatisfactoryNeeds ImprovementValuesOutstanding StrengthSolid ValuesNeeds ImprovementUnique SkillsYesNoOverall RatingTop TalentHighly ValuedLess EffectivePromotabilityHigh Medium LimitedPerformance DifferentiationT
36、he combination of Performance,Values,and Extraordinary Skill ratings are the factors for determining Overall RatingNote:New employees(In limited circumstances,an employee may demonstrate special value to the company by possessing one or more of the following characteristics:Special skills employee r
37、ecognized as having great knowledge/skills in a specialized area necessary to perform the job that would be extremely difficult to replace(e.g.,pension plan design expert)Special expertise employee has gained extensive on-the-job knowledge that would be extremely difficult to replace(e.g.,unique com
38、mercial relationship;expert in regulatory requirements in a particular area)Special role employee is in a role that has a unique impact on the business(e.g.,integration manager for pivotal business acquisition)This assessment is binary-an employee is designated as having an extraordinary skill or th
39、ey are designated as notIt is intended to be used quite selectivelynot simply to acknowledge professional excellence or valuable contributionThe overall assessment of the employees contribution to the organizationObjectively based on past performance,demonstrated values,and unique skillsGuidelines a
40、vailable to ensure appropriate differentiation across the businessTop Talent:Represents the very best contributions within the organization.Consistently performs at a level that strongly differentiates their contribution within the organization,and recognizes this additional level of capability and
41、performance.Highly Valued:Represents the strength of our organization.Consistently performs at a level that strongly supports business performance and GE Values.Highly capable and high-achieving performers,who are recognized for their contribution within the organization.Less Effective:Represents th
42、e least effective contributors within the organization.Not always able to contribute at a level that is desired.Recognizes a need for change,and generally associated with needed improvement in performance and/or values,with an action plan to address.Overall Rating Operational DefinitionOverall Ratin
43、g How It Fits Together=Top TalentTop TalentUnique skillsOverall ratingPerformanceGE valuesHighly valuedHighly valuedLess Less effectiveeffectiveExceptionalExceptionalYesYesSolid valuesSolid valuesOutstanding strengthOutstanding strength-ExceptionalExceptionalExceptionalExceptional-Solid valuesSolid
44、valuesOutstanding strengthOutstanding strengthYesYesConsistently Meets/Consistently Meets/Fully SatFully SatConsistently Meets/Consistently Meets/Fully SatFully Sat-Solid valuesSolid valuesNeeds improvementNeeds improvement-Solid valuesSolid valuesDevelopment neededDevelopment needed-Consistently Me
45、ets/Consistently Meets/Fully SatFully Sat=EXAMPLES ONLY20-30%60-70%10%Overall Rating GuidelinesTop Talent 20%30%Highly Valued 60%-70%Less Effective 10%An individuals capacity based on performance,aptitude and demonstrated ability and interest to take on broader responsibilitiesDemonstrates attribute
46、s that could be applied to bigger rolesDemonstrates leadership capabilitiesCommunication and influence skillsHigh:Continually expands personal capabilities and independently takes on greater responsibility.A high probability of competing successfully for higher banded positions.Demonstrates the capa
47、bility to move up at least one band or to a position with significantly greater breadth and impact (within the same band)and realize significant additional progression thereafter.Medium:Continually expands personal capabilities and demonstrates willingness to take on greater responsibility.An indivi
48、dual with the likelihood of competing successfully for a higher banded position or take a job at the same band with broader responsibilities.Limited:An individual who is performing as a professional/expert,likely to remain in position or move laterally within the same band with similar responsibilit
49、ies/depth.Is positioned at the appropriate level to maximize effectiveness.Promotability Operational DefinitionLink to reward Base salary Incentives/Bonus Stock Options Career Development ProgramsKnowledge,skills,experienceExternal marketInternal relativitiesCompany affordabilityPerformanceException
50、alConsistently Meets Expectations/Fully SatNeeds ImprovementValuesOutstanding StrengthSolid ValuesNeeds ImprovementUnique SkillsYesNoOverall RatingTop 20TalentHighly ValuedLess EffectivePromotabilityHigh Medium LimitedEMSStandard form completed by all employees(professional band and above)on an annu