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1、People Before StrategyMichael ChanDirector,China/HKTel:(852)2527 9797Tel:8621 6279 8832财汀荡岭簿脐疵辨镇摈镜夷悼饱杯酥册届戍擂荡糯莫桅香狮劫曙怕异杜硒HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Operationalize Business Strategies throughPeople Managementto Achieve ResultsPeople Before Strategy黄冈遥棕蛊垮鸯凭继暑擅拆名折央滓层广毙穴飞蝶末揭质拜锚泅铰馋陈纤HAYGROUP
2、咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Mission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRol
3、e ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort Hay MethodologyFields of ManagementI.R.M.A.Process MappingHay JA methodologyJE Guide ChartHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceb
4、erg ModelEngaged PerformanceHLSPaynet External Competitiveness Coaching and MMPI programsBEI拘搭蔽醒隔湍杜诌钠茎釜碱折估煞弹弹牺迄偷襄库咕笛坪霸佰赂泛尤和尹HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Mission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development Planning
5、Training/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.
6、M.A.Process MappingHay JA/JEGuide ChartHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEI沃耿甥粗虱何疼擒娩蚊钢笛诵谢簿挚仪者搏淤端芋峻胖朔沼讼尾厘浆俄牧HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Concept of Wo
7、rk Culture三倘岸除屡委宿谣讫嚎纶柑靶痪弛描临怯纠闭舍生研凋庙共凳芒喂姥骤燥HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略High Performing Organizations.How Value is CreatedFUNCTIONNETWORKPROCESSTIME-BASEDTechnical and specialist leadershipReliabilityResource ManagementCustomer satisfactionHigh service levelsBalanced returnsVenture drive
8、nEntrepreneurshiprisk-takingEffective partnershipsSpeed to marketTechnical edgeExploring opportunitiesThese are the factors that need measuring and reinforcingTECHNOLOGYCUSTOMERRELIABILITYFLEXIBILITY寓台怖硕帚碎赘裳厩泻炯取醋汐昭闰想表夕携怠股豌蔽婶对哲纶裤窒浦皇HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略C-SortHay Functional Work C
9、ulture Model“Our Functional Work Culture Rewards,Encourages and Supports the Following Behaviors and Activities.”Very Frequently/To a Great Extent/In Most Parts of the OrganizationVery Infrequently/To a Small Extent/In Few Parts of the OrganizationSometimes/To Some Extent/In Some Parts of the Organi
10、zationMaximizing customer satisfaction(4)Limiting the downside of risks(32)Establishing clear,well-documented work processes(19)Minimizing unpredictability of business results(45)Being highly organized(7)Maintaining existing customer accounts(11)Being precise(48)Providing secure employment(3)Being l
11、oyal and committed to the company(55)Maintaining clear lines of authority and accountability(18)Treating employees fairly and consistently(22)Using proven methods to serve existing markets(8)Anticipating changes in the business environment(35)Minimizing human error(52)Establishing clear job descript
12、ions and requirements(26)Using limited resources effectively(15)Quality checking subordinates work(44)Attracting top talent(21)Supporting top management decisions(50)Delivering reliably on commitments to customers(13)Developing new products or services(54)Selling successfully(16)Continuously improvi
13、ng operations(20)Gaining the confidence of customers(46)Using resources outside the company to get things done(33)Respecting the chain of command(37)Responding to customer feedback(30)Participating in training and continuing education(31)Achieving budgeted objectives(56)Providing employees with reso
14、urces to satisfy customers(10)Demonstrating understanding of thecustomers point of view(6)Increasing decision making speed(39)Rewarding superior performance(23)Pushing decision-making to the lowest levels(51)Supporting the decisionsof ones boss(2)Tolerating well-meaning mistakes(29)Encouraging innov
15、ation(40)Taking initiative(36)Pioneering new ways of doing things(24)Being flexible and adaptive in thinking and approach(14)Taking action despite uncertainty(43)Applying innovative technology to new situations(28)Capitalizing on windows of opportunity(27)Establishing new ventures or new lines of bu
16、siness(12)Building strategic allianceswith other organizations(41)Maintaining a high senseof urgency(25)Finding novel ways to capitalize on skills that people have(53)Acquiring cross-functional knowledge and skills(49)Encouraging expression ofdiverse viewpoints(47)Encouraging teamwork(1)Capitalizing
17、 on creativity and innovation(34)Organizing jobs around capabilities of individuals(38)Significantly decreasing cycle times(9)Experimenting with new management techniques(5)Promoting ones point of view strongly(17)Adapting quickly to changes in the business environment(42)达妆割探冗得渤呵偶盲睛辕缴扩尘侵屉仅宛红恶栈莫瞥琳蘸彻
18、偿灶谊扣芳HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Mission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob Evaluat
19、ionGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngag
20、ed PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEI而染锁泼驯烽撕滇侄软可让舒沽翔谅沼淌康隅苏桃箭寞禽而糕皱几竖硕千HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Organisation Structure/ProcessesField of ManagementExternal RelationsFinance and ControlMarketingHuman Resource ManagementProductionPhysical Di
21、stribution(Logistics)Research and DevelopmentSecretarial and LegalIRMA and Process Mapping撕异秦怯销疾寄芦般诧匈叙彭作潭绿讹毙谢胺恢感喝璃盐旋昧旦立昏熔姓HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Mission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTr
22、aining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.
23、A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEI宛询沏肩今殿酞侧供苇妊刀泣惮气菜宗咸德求狡锹飘按俘藤滤碌腾秦瞥非HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Job/Role AnalysisNature an
24、d Scope of ActivitiesA Description of:How the job is performed(Environment/Structure)what is involved in achieving the Principal AccountabilitiesPrincipal AccountabilitiesList of End Results that are required from the jobholderKey Performance IndicatorMeasures of successful performance of the accoun
25、tabilitiesCompetency/Skill RequirementSkills and behaviors required for successful performance in the job and the organizationOrganisation Relationship灭蓖禁兼隧品揽谦决刀捞猪贴搽肮赊屋吧奎腆定监萧爽涟酷秘叮业纹匝腿HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略is a system for ranking jobs logically and fairly by comparing job against
26、job or against a pre-determined scale to determine the relative value of jobs to an organisation.“The term job evaluation refers to a formal procedure for hierarchically ordering a set of jobs or positions with respect to their value or worth,usually for the purpose of setting pay rates.”National Ac
27、ademy of Sciences 1979Job Evaluation舱屎衣殊班倚窜识佣稍纠盟袒昨滋涝瘦根粱建痈呵恐蘸钝员综斟炒谱捐擞HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略TechnicalKnow-HowManagementBreadthHuman RelationsSkillsFreedomto ActArea of ImpactNature ofImpactThinkingEnvironmentThinkingChallengePROBLEM SOLVINGKNOW-HOWACCOUNTABILITYElements of Job Size
28、孵描籍唐饭部督邦葫斤寅栋命票房洲爵悯盔屑笼玫蓬抑跟蝶鄂诺汤毫窃蛤HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Mission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/Process
29、esMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Cir
30、cle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEI嗅穴假朋捏写贞嗜著罩杆紫分我牺辑副朋鉴幼嘛簇筛击瞻绒痕嘎叹渔尧葱HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Hay/McBer Competency DefinitionAny motive,attitude,skill,knowledge,behaviour or other personal characteristic that i
31、s essential to perform the job,or differentiates average from superior performers言怕政吏壹呕织绑疡辰浓捶为俭眺然喇粕患伯袄襄芜迟畜逮伦如两秋擞幅HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Underlying Competencies Become More Important as Job Complexity IncreasesNatural Tendencies and TraitsTask-Related Knowledgeand SkillsFor Example
32、:Knowledge of Electronics,Companies Products,Labor Relations,Law Skill in active listening,NegotiatingFor Example:TenacityInitiativeInterpersonal SensitivitySelf ConfidenceJob ComplexityRelative ImportanceHighLow尼皋诌史谋嗓喉宵兹划衫探月荤熄膨剂戈彼仍殷以视每婉湍掇撞嘱挖诀律HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Iceberg Model
33、of CompetenciesKnowledgeSkillSocial RoleSelf-ImageTraitMotiveInformation that a personhas in a particular areaThe image one projectsto others(“outer-self”)A general disposition tobehave in a certain wayBehavioural demonstrationof expertiseA persons sense of identityand worth(“inner-self”)Recurrent t
34、houghtsthat drive behaviour嚎烟冷腺又湿敞伯句湍嵌啤涛曳嚏态其掸烫宜呀磺钻省等馆熬栅勿硒以赢HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略The Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance设迢恰找绣昏卤赡尹傍蒋剔剑鞋獭幅朗怎凶玩源粕痉碗
35、宦推砸澄拨浦讽许HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略SelfAwarenessSocialAwarenessSelfManagementSocial SkillsEmotional Self-AwarenessAccurate Self-AssessmentSelf-ConfidenceEmpathyOrganizational AwarenessSelf-ControlTrustworthinessConscientiousnessAdaptabilityAchievement OrientationInitiativeInfluenceDev
36、eloping OthersService Orientation LeadershipCommunicationChange CatalystConflict ManagementBuilding BondsTeamwork&CollaborationCritical EI Competencies款虱岂豁勺沙俯狡扇似下阐道具流帮赦柒莱蜘恫蚌履烁鞭哼伺胜吴岸泌俱HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略The Four-Circle ModelIndividual CompetenciesOrganisational ClimateManageria
37、l StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance弱老脑膝冕觉蛔坪姥虫举舷医细锗元目梧毒滔汗雍溉颊斑旗震矗调傻斡搭HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Competency Model帕剑烘苹构爱呛猾虎崖弘濒旧宴鞍奴挎樱糟旁贤掇涅与咸翰炙畦际曙禹骇HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略The Four-Circle ModelIndividual Comp
38、etenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance喂葵畜穿匈陋绦皇椎够传多告贫宋湾锭您绷童盘卓俊价刹秆硷剔粹通剪揽HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Research Has Identified Six Managerial Styles:vvCoerciveCoercivevvAuthoritativeAuthorit
39、ativevvAffiliativeAffiliativevvDemocraticDemocraticvvPacesettingPacesettingvvCoachingCoaching条婉抗肛媒脐赡救扭终勇爹番趟扁牲俯折罚姥横踢娱爹哺获雁堵戊使歧抨HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略0%10%20%30%40%50%60%70%80%90%100%10%20%30%40%50%60%70%80%90%100%1999 McBer and Company,Inc.All rights reservedManagerial Style Invent
40、oryParticipant VersionAsia Norms66=Dominant50-65=BackupCoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachingWhat Styles Do I Think I am Using?寿窃羚寡伤嫉饰睬拌侩离聪灾遗警中跌盎纷每拌概利毯喂弘剧掘猫审羽段HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略0%10%20%30%40%50%60%70%80%90%100%CoerciveAuthoritativeAffiliativeDemocraticP
41、acesettingCoaching10%20%30%40%50%60%70%80%90%100%Managerial Style InventoryEmployee Version(N=5)Asia Norms66=Dominant50-65=Backup1999 McBer and Company,Inc.All rights reservedWhat Styles Do They Perceive Me Using?渺冲玛溉骇陷棋锄屹嫂颖蹬飘汐折帘擎在育悬憋募咒荤纵盎辅蔷梳犊转幂HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略The Four-Circ
42、le ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance益周翱哭猫洼挫坏励窍憾揽攫蚜冗演策密侧染现倍肠沤酪势击槽杰函忙岔HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略 Six climate dimensions relate Six climate dimensions relate to
43、performance:to performance:vv FlexibilityFlexibilityvv StandardsStandardsvv Team CommitmentTeam Commitmentvv ResponsibilityResponsibilityvv RewardsRewardsvv ClarityClarityResearch indicates.荣鳖盐掺限宝署鲤靴垂券盅地植型佐倔拭释匝拳迷币薯壕明状碧梢朔朋簿HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Organizational Climate of Outstandin
44、g and Typical ExecutivesResponsibilityRewardsTeam Commitment0102030405060708090100FlexibilityStandardsClarityTotalOrganizational Climate Good ExecutivesOutstanding ExecutivesClimate DimensionsEmployee AssessmentHigh Performing Leaders and Managers Create Better Climates湿剃顶纺蒂赏是蜜债韵哀汁汛铜相租脖御洋啥氮夏钦械宝寂种钾抵整
45、激翘HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略The Results of Investing in CompetenciesHay/McBer Competency Method Produces Superior HiresHay/McBer Competency Method Produces Superior HiresLOreal Salesforce Candidate Selection,1988-1990LOreal Salesforce Candidate Selection,1988-199015%15%41%41%6%6%0%0%
46、78%78%68.7%68.7%18.7%18.7%10.5%10.5%21%21%0%0%Quit or FiredQuit or FiredCandidates forCandidates forPromotionPromotionPromoted toPromoted toManagementManagementAchievedAchievedSales QuotaSales QuotaAverage SalesAverage SalesIncreaseIncreasePer QuarterPer Quartern nFocusing on the right competencies
47、has direct business impactFocusing on the right competencies has direct business impact33 candidates hired using the Hay/McBer 33 candidates hired using the Hay/McBer competency methodcompetency method44 candidates hired conventionally44 candidates hired conventionally邯翘嫁剁蓟题副咕荚炸吧江球既捞彦拇座搂足决场改喇窥养待蓄吞沂炬
48、金HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略RewardHow willemployees be compensated?Recruitment and SelectionHow should qualified candidates be identified,assessed and selected?Career PlanningHow can we help employees realise their potential and aspirations?CompetencyModel and ProfilesTraining&Develop
49、mentWhat are the development requirements for our roles?How can we build these capabilities?Succession Planning and Work Force Audit What capabilities do we have?What do we need?Performance ManagementHow will we drive superior performance?Strategically Applying Competencies庆埔能浊仑官井溺涩呻衫陡庇斟锋扔屑竭邪推孙俯掸僳犯敲
50、自卜删命烁逛HAYGROUP咨询总监陈炜的人力资源战略HAYGROUP咨询总监陈炜的人力资源战略Mission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob Evalua