HRM培训英文版.pptx

HRM培训英文版.pptx

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Introduction,HRMTraining,contents,StrategyDefinitionandfunctionprofileTrendsandchangingCompetenciesofHRprofessionalsHigh-PerformanceWorkSystemChallenge,Aspeech,Adecadeofglobalization,deregulation,andtechnicaladvanceshasvastlyincreasedthedegreeofcompetitivenessmostorganizationsfacetoday.Companiestodaymustthereforebebetter,fast,andmorecompetitivejusttosurvive.Formanyyearsithasbeensaidthatcapitalisthebottleneckforaindustry.Idontthinkthisanylongerholdstrue.Idonotknowofanymajorprojectbackedbygoodideas,vigor,andenthusiasmthathasbeenstoppedbyashortageofcash.Idoknowofindustrieswhosegrowthhasbeenpartlystoppedorhamperedbecausetheycannotmaintainanefficientandenthusiasticlaborforce.,GEJackWelch,ThisplacerunsbyitsgreatpeoplethebiggestaccomplishmentIvehadistofindpeople.Anarmyofthem.Theyareallbetterthanmost.Theyarebighitters,andtheyseemtothrivethem.,Strategy,Corporatestrategy:

wherearewegoing?

DirectionBusinessstrategy/competitiveadvantages:

howtobuildandstrengthenthebusinesslongtermcompetitivepositioninthemarketplace.Functionstrategy:

actiontopursueCAinoperationinfunctiondepartment,CompetitiveAdvantages,CostleadershipDifferentiationFocusdifferentiation,CompetitiveAdvantages,Itisdeterminedbywhetherthecompanysatisfiestheneedsofstakeholders（groupsaffectedbybusinesspractices）Stockholders:

returnoninvestmentCustomers:

high-qualityproductandservicesEmployees:

interestingworkandreasonablecompensationCommunity:

minimizepollutionofenvironment,Definition,Itreferstothepolicies,practicesandsystemsthatinfluenceemployeesbehavior,attitudesandperformance.,IntegrativeFramework完全体系,Lawsandregulations,Culture,Politics,Unions,Labormarkets,Industrycharacteristics,Internal内部organizationcontext,ExternalContext外部Local-National-Multinational,Structure,Size,lifecyclestage,Strategy,Technology,ObjectivesLegitimacyStakeholdersEconomicefficiencyResourceacquisition,Income输入Informal.Formal,HRM人力资源管理Prescribed.Enacted,CoreofHRMS核心管理,Outcomes输出Shortterm.Longterm,IndividualOrganizationSocietal.,CoreofHRMS核心,Philosophies理念,Policies政策,Practices实践,Planning计划,Staffing人员配置,Appraising考评,Rewarding价值赋予,Developing发展,HRMPractices,Recruiting,Selection,Traininganddevelopment,Compensation,PerformanceManagement,EmployeeRelations,HRPlanning,CompanyPerformance,StrategicHRM,JobAnalysis,Securityandsafety,Recruiting招聘,Termination离职,JobEvaluationCompetencyModelPlanning,EffectiveInfrastructure基础建设,Training培训,Compensation&Benefit薪酬福利,PerformanceEvaluation考核评估,Promotion晋升,Transfer/Rotation调动,MarketValueOrientationC&BStructureCommissionPlanStockoptionmanagementSpotAward,TrainingNeedsCollectionTrainingEvaluationTrainingResourceAnalysisPlanningInformationSharing,EmployeeSatisfaction360SurveyPerformanceEvaluationSystem,Objective目标,G&OSetting（withmeasurement）,TrendofHRMenvironment,GlobalizationTechnology:

HRIS（eHR）reducemoretimeDeregulation:

self-serviceandcareerdevelopmentWorkforcediversity:

gender,ages,minorityNatureofwork:

shiftfrommanufacturingtoserviceLegal,TomorrowsHRToday,BoundarylessorganizationEmployeesarebeingempoweredFlatterorganizationarebeingthenormWorkisincreasinglyorganizedaroundteamsandprocessThebasesofpowerarechangingManagerstodaymustbuildcommitment,ThechangingroleofHRmanagement,1900s,hiringandfiring,payroll,benefits1930s,personnelmanagement,legislation,unions1960s:

protectorandscreener,provideexpertiseinareaslikerecruitment,screening,andtraining.Today:

strategicpartnerandchangeagent,HRM,HRandEmployeecommitment,AnemployeesidentificationwithandagreementtopursuethecompanysortheunitsmissionTwowaycommunicationsthroughHRSthatguaranteetwowaycommunicationsandfairtreatmentofallemployeesgrievancesanddisciplinaryconcerns.Career-orientedperformanceappraisalproceduresandeffectivetraininganddevelopmentpractices.,HRandCompanyPerformance,PersonnelscreeningteststoselecttalentDownsizing,maintainmoral,reducejobstressHRandserviceHRandresponsiveness,HRandCorporateStrategy,Transitionfromadministrativefunctiontoastrategicbusinesspartnership:

Broadcorporatecompetency:

partnershipwithinalloflinemanagers,evenindividualstafftoinvolveinHRMInvolveHRintheearliststagesofdevelopingandimplementingthefirmsstrategicplan,ratherthantoletHRreacttoit.,CompetenciesofHRprofessionals,AnalyticalFact-BasedDecisionMaking,ComplianceRegulationAdministrationControl,LeadershipConceptualIdeasVisioning,InterpersonalTeamwork,CompensationStrategicOrganizationdevelopmentChangeManagement,EvaluationBenefitsAuditDataManagement,EmployeeRelationLegal,DiversityCounselingTraining,Managementprocessforallmanagers,Planning:

goals,rules,plansandforecastingOrganizing:

specifictask,teams,empowerment,communicationchannels,coordinatingStaffing:

recruiting,selecting,goalsetting,evaluating,training,developingLeading:

gettingjobdone,morale,motivatingControlling:

settingquartos,checking,takingcorrectiveaction,TobeaStaffManager,Line-Manager:

amanagerwhoisauthorizedtodirecttheworkofsubordinatesandresponsibleforaccomplishingtheorganizationsgoals.StaffManager:

AmanagerwhoassistsandadvicelinemanagersHRmanagersareresponsibleforadvisinglinermanagersinareaslikerecruiting,hiring,andcompensation.,Determineforstrategicrole,WhatisHRdoingtoprovidevalue-addedservicestointernalclientsHowareyoumeasuringtheeffectivenessofHRHowcanwereinvestinemployeesWhatHRstrategywillweusetogetthebusinessfrompointAtoBWhatmakesanemployeewanttostayatourcompanyHowarewegoingtoinvestinHRsothatwehaveabetterHRdepartmentthanourcompetitorsFromanHRperspective,whatshouldwebedoingtoimproveourmarketplacepositionWhatsthebestchangewecanmaketoprepareforthefuture,High-performanceorganization,Buildingbetter,faster,morecompetitiveorganizationsthroughHRGE,CiscoSystemsarerespondingfasterandmorecompetitivelybyusingInternetHRtechniquestorecruithigh-techworkers.,High-PerformanceWorkSystemChallenge,ChangeinemployeesworkrolesandskillrequirementsIncreaseintheuseofteamstoperformanceworkChangesinthenatureofmanagerialworkChangesincompanystructureIncreaseavailabilityofinformationbasesrelatedtothecompanyshumanresourceCompetitivenessinhigh-performanceworksystems,HowHRpracticessupporthigh-performanceworksystem,TeamsareusedtoperformworkEmployeesparticipateintheselectionprocessEmployeesreceiveformalperformancefeedbackandareactivelyinvolvedintheperformanceimprovementprocessOngoingtrainingisemphasizedandrewardedEmployeesrewardandcompensationrelatedtothecompanysfinancialperformanceEquipmentandworkprocessesarestructuredtoencouragemaximumflexibilityandinteractionamongemployeesEmployeesparticipatedinplanningchangesinequipment,layout,andworkmethodsWorkdesignallowsemployeestouseavarityofskillsEmployeesunderstandhoetheirjobscontributetothefinishedproductorservice,Casestudy-ABB,Itorganizedaroundmini-unitsEmpowereditsworkersFlatteneditshierarchyEliminatedcentralstaff,ABBFirstandSecond,Withintwoyears,ChairmanPercyBarnevik“de-organized”its215000employeesinto5,000mini-companies,eachaveragingonlyabout50workerseach.Speeddecisionmaking,employeeswereempowered.Makemostdecisionwithoutcheckingfirstwithtopmanagement,ABB3and4,3.De-layered.Ithasonlythreemanagementlevels.,13topexecutivecommittee,250-memberexecutivecommittee,5000mini-companyorcountrymanager,4.EliminatemostheadquartersstaffadvisorsGermanABBHeadquarterreducedfrom1600to100,ABBFourth,EliminatemostheadquartersstaffadvisorsGermanABBHeadquarterreducedfrom1600to100,GEsJackWelch,TheonlywayIseetogetmoreproductivityisbygettingpeopleinvolvedandexcitedabouttheirjobs.Youcantaffordtohaveanyonewalkthoughagateofafactoryorintoanofficewhoisnotgiving120%,