现代人力资源管理理念

10-1TomliangHumanResourceManagement现代人力资源管理理念10-2Tomliang人力资源管理人力资源管理就是为公司吸引人才,留住人才,并保证员工的高水平发挥,以实现企业的目标.人力资源的管理活动包括:1.招聘与甄选.2.培训与开发.3.绩效管理与反馈4.薪酬福利.5.员工关系.HumanResourceManagementincludesallactivitiesusedtoattract&retainemployeesandtoensuretheyperformatahighlevelinmeetingorganizationalgoals.10-3Tomliang人力资源管理体系的构成招聘与甄选员工关系薪酬福利与奖励绩效管理培训与开发Figure10.110-4Tomliang现代人力资源管理模式岗位分析岗位评价目标设定绩效评估薪酬体系人力资源开发10-5Tomliang人力资源管理–必须与与企业组织构架与战略一致招聘:developapoolofqualifiedapplicants.甄选:determinerelativequalifications&potentialforajob.培训与发展:ongoingprocesstodevelopworker’sabilitiesandskills.绩效管理与反馈:providesinformationabouthowtotrain,motivate,andrewardworkers.–Managerscanevaluateandthengivefeedbacktoenhanceworkerperformance.10-6TomliangHRMComponents薪酬福利:highperformingemployeesshouldberewardedwithraises,bonuses.–Increasedpayprovidesadditionalincentive.–Benefits,suchashealthinsurance,rewardmembershipinfirm.员工关系:managersneedaneffectiverelationshipwithlaborunionsthatrepresentworkers.–Unionshelpestablishpay,andworkingconditions.Ifmanagementmovestoadecentralizedstructure,HRMshouldbeadjustedaswell.10-7Tomliang人力资源管理的法律环境–人力资源管理是一个相当复杂的工作,涉及到许多政府的法律法规.10-8Tomliang人力资源计划包括经理人对目前和未来公司人力资源需求的预测所进行的所有活动.–必须在招聘与甄选前完成–需求预测:Demandforecastsmadebymanagersestimatethenumber&qualificationsthefirmwillneed.–供给预测Supplyforecastsestimatetheavailabilityandqualificationsofcurrentworkersandthoseinthelabormarket.10-9Tomliang招聘与甄选人力资源计划工作分析决定招聘甄选的需求Figure10.210-10Tomliang人力资源计划:资源外包–什么是资源外包:managerscandecidetocontractwithoutsideworkersratherthanhiringthem.–Outsourcingismoreflexibleforthefirm.–Outsourcingoftenprovideshumancapitalatalowercost.资源外包的问题:–managerslosecontroloveroutput.–Outsourcecontractorsarenotcommittedtothefirm.10-11Tomliang人力资源计划:工作分析–决定工作的任务,职责,义务.Ajobanalysisshouldbedoneforeachjobintheorganization.Jobanalysiscanbedoneby:–Observecurrentworkers.–Questionnairesfilledoutbyworkerandmanagers.Currenttrendsaretowardflexiblejobswheredutiesarenoteasilydefinedinadvance.10-12Tomliang招聘–外部招聘:managerslookoutsidethefirmforpeoplewhohavenotworkedatthefirmbefore.Managersadvertiseinnewspapers,holdopenhouses,recruitatuniversities,andontheInternet.–Externalrecruitmentisdifficultsincemanynewjobshavespecificskillneeds.–Amulti-prongapproachtoexternalrecruitingworksbest.–内部招聘:positionsfilledwithinthefirm.Internalrecruitinghasseveralbenefits:–Workersknowthefirm’sculture,maynothavenewideas.–Managerslikelyalreadyknowthecandidates.–Internaladvancementcanmotivateemployees.10-13Tomliang招聘中的诚实Managersmaybetemptedtoover-ratetheattractivenessofthejobandfirm.–Theyfeeliftheyarehonest,personwillnotworkthere.–Researchindicatesthisisapoorstrategy.RealisticJobPreview:providesanaccurateoverviewofthejob.–Avoidshavingtohire,trainandthenloseworkers.10-14Tomliang招聘与甄选的工具背景资料面试推荐人笔试体检试用SelectionFigure10.310-15Tomliang甄选程序Afterapoolofapplicantsareidentified,qualificationsrelatedtothejobrequirementsaredetermined:BackgroundInformation:includeseducation,prioremployment,collegemajor,etc.Interview:almostallfirmsuseoneoftwotypes:–Structuredinterview:managersaskeachpersonthesamejob-relatedquestions.–Unstructuredinterview:heldlikeanormalconversation.–Usuallystructuredinterviewspreferred;biasispossible.PhysicalAbilityTest:measurestrength&endurance.–Goodforphysicallydemandingjobs.10-16Tomliang甄选程序Paper&PencilTests:Eitheranabilityandpersonalitytest.–Abilitytest:assessifapplicanthasrightskillsforthejob.–Personalitytest:seektraitsrelevanttojobperformance.–Besuretestisagoodpredictorofjobperformance.PerformanceTests:measurejobperformance.–Typingspeedtestisoneexample.–AssessmentCenter:candidatesassessedonjob-relatedactivitiesoveraperiodofafewdays.References:outsidepeopleprovidecandidinformationaboutcandidate.–Canbehardtogetaccurateinformation.10-17Tomliang工具的可靠性与有效性–甄选工具必须有可靠性与有效性可靠:thedegreetowhichthetoolmeasuresthesamethingeachtimeitisused.–Scoresshouldbecloseforthesamepersontakingthesametestovertime.有效:Doesthetestmeasurewhatitissupposedtomeasure?–Example:doesaphysicalabilitytestreallypredictthejobperformanceofafirefighter?制定出有效的甄选工具是部门经理不容推卸的责任.10-18Tomliang培训与发展培训:帮助员工如何完成目前的工作–帮助员工得到技能以便更有效的工作发展:帮助员工建立进行新工作的技能.–培训通常针对公司员工,而发展通常针对经理人.–在决定培训之前,应先进行培训需求评估,去决定谁需要什么培训,应包括哪些内容.10-19Tomliang培训的方法培训需求评估发展教室培训师傅带徒弟在岗培训教室培训正规教育在岗培训不同的工作经历Figure10.410-20Tomliang培训的方法–教室培训:.–在岗培训:–师傅带徒弟:10-21Tomliang培训的方法–多种工作经历:–正规教育:学费报销制定–远程教育.不够采用什么样的培训与发展办法,都必须对工作有用.10-22Tomliang绩效管理与反馈–能力评估:技能/能力–问题:有能力和技能但没有用在工作上,反馈很难–行为评估:干的如何–结果评估:完成了什么.–销售人员销售了多少–客观评估:基于事实–主观评估:基于经理的判断.10-23Tomliang谁来评估?主管同事客户下属自己谁来评估Figure10.610-24Tomliang谁来评估?–自己:补充.–同事:.–360度:对经理人:同事,客户,主管,自己注意偏见.有效的反馈:评估一定要有反馈:–正式:–非正式:.10-25Tomliang有效的反馈:1.具体,针对可改进的行为.提出改进意见.2.着重在解决问题与改进上,而不是批评.3.要表达出对员工改进的能力的信心.4.利用正式与非正式的反馈.5.尊重下属,表扬成绩.6.对双方同意的改变,设定时间表.10-26Tomliang薪酬与福利–薪酬水平:同行业的水平.–薪酬构架:.–福利:.10-27Tomliang建立岗位等级找出不同岗位评分的最大差距(PointDifferential)......................................把评分接近的岗位放在同一等级，一般是技能评分在同一级的。同时也把评分的最大差距分成大约11-12等级左右。10-28Tomliang工资架构顶薪点起薪点SpreadMid-PointProgression10-29Tomliang员工激励一些