某移动公司做的相关人力资源报告（英文PPT 101页）

CHINAMOBILE(HK)LIMITEDHumanResourceStrategyShanghaiFebruary15,200XTHEBOSTONCONSULTINGGROUPCONTENTHypothesesonChinamobilephonemarketBCG’sapproachtoHRstrategyProjectapproachandstructureBCGqualificationandexperienceAppendix•SelectedCVsTHEEVOLUTIONOFTHEMOBILEMARKETWILLCREATEMAJORSTRAINSONHUMANRESOURCESHistorically,thegrowthchallengehasbeensimple•Servepent-updemandwithonebasicproduct•“Buildthenetwork,activatesubscribers,collectthepayments”Increasingcompetitionandnewtechnologiesmeandramaticchallenges•Tremendousemphasisonmarketingandsales-Intensewarfarerequiringstrategyandtactics•Increasingimportanceofcustomerrelationshipmanagementandservice•Theneedtodeveloppartnershipsandcreatenewbusinesses•Increasingpressureontechnicalabilities--broaderdefinitionoftechnology•Increasingpressureonoverallcostpositionandproductivity•Needforcommercially-drivenseniormanagement,workingasateamThesestrainscreateaneedforafundamentalrethinkofHRstrategyWITHOUTBUSINESS-DRIVENINPUT,ANHRSTRATEGYDEVELOPMENTEXERCISEWILLFAILThestrategicchangesinthemobilemarketbringrevolutionarychange,notevolutionarychangeOnedominantfactoristhatthesechangeswillrequiretherapidcreationofentirenewjobfamilies,andrapidchangeintherequirementsofexistingjobfamiliesAsaresult,theoverallpeoplemixofthecompanywillbedramaticallydifferentinthefuturethanitistoday.Themixwillalsobequitedifferentthaneitherthe“typicalPRCcompany”orthe“typicaltelco.”Therequiredpaceofchangewillalsobequitedifferent.AnHRstrategythatfailstotakethisintoaccountwillalsofail.IftheHRstrategyfails,thenthecompanywillfail.•Wrongskillstofacethefuturecompetitivethreat•Wrongoverallcoststructure•Thebestemployeesleavingtojointhecompetitors•MajormissedopportunitiestoformnewbusinessesandpartnershipsAtraditionalHRconsultingfirmwillnothaveaclearviewonthestrategicchanges•Theirmodelswillbebasedupon“typicalPRCcompanies”and“typicalglobaltelcos.”Neitherwillbesufficient,andbothwillhavemajorflaws.CONTENTHypothesesonChinamobilephonemarketBCG’sapproachtoHRstrategyProjectapproachandstructureBCGqualificationandexperienceAppendix•SelectedCVsThecellulartelephonemarketinAsia–inparticularinChina–willcontinuetoshowstronggrowthAsaresultofthisgrowth,thedynamicsofthemarketwillbeincreasinglystrongandwillaffecttheHumanResourcestrategyofChinaMobileBCGhasdevelopedanintegratedHRStrategyFrameworkthatwilllinkexternalmarketfactorstotheinternalrequirementsoftheorganizationWehavesubsequentlyoutlinedbothourHRStrategyFrameworkaswellassomeinitialanalysesonthemostrelevantexternalfactors–specificallytheseare:•WTO•Competition•Technology•BusinessMigration•CustomerServiceCHINAMOBILE’SHUMANRESOURCESTRATEGYWILLBEAFFECTEDBYAPOWERFULSETOFMARKETFACTORSSummaryofsubsequentProposalSectionSummarySTRONGGROWTHINCELLULARTELEPHONYINASIA...Asia-PacificCellularSubscribers,1990-20000204060801001201409091929394959697989900CellularSubscribers(M)AnnualGrowth~75%AnnualGrowth~40%Note:TheAsia-PacificregionincludesthecountriesofNortheastAsia,SoutheastAsia,SouthAsia,theislandsoftheWesternPacific,AustraliaandNewZealand.Assumesdecreaseinrevenuepersubscriberof5%perannumbetween1996and2000.Source:InternationalTelecommunicationsUnion,MerrillLynchRevenue(US$B)347111727516889118156Asiaclaims36%oftheworld’scellularsubscribersby2000...ANDINPARTICULARINTHEGREATERCHINAREGIONChinaCellularSubscribers,1991-20000102030405060708091929394959697989900CellularSubscribers(Mn)AnnualGrowth~170%AnnualGrowth~86%Source:CCID0.050.1770.6381.573.636.8513.2324.9843.875CellularSubscribers(Mn)GREATERCHINAWILLREPRESENTANINCREASINGLYLARGEANDYNAMICMARKETINASIANote:Sub-regionalgroupingsincludeSouthAsia(India,Pakistan,Bangladesh,SriLanka),GreaterChina(China,Taiwan,HongKong,Macau)andSoutheastAsia(Brunei,Cambodia,Indonesia,Laos,Malaysia,Myanmar,Philippines,Singapore,Thailand,Vietnam)Source:InternationalTelecommunicationsUnion0%100%199019962000FJapanAustralia/NewZealandSoutheastAsiaGreaterChinaKoreaSouthAsia0.28.5370.51777GreaterChina(M)TotalANJTotalAsia-Pacific(M)1.233125DistributionOfAsia-PacificCellularSubscribersNEWBUSINESSCHALLENGES,WITHMAJORHRIMPLICATIONSWILLFACEMOBILEPLAYERSINCHINAUpcomingbusinesschallenge•Emphasisonmarketingandsalesandintensewarfarerequiringstrategyandtactics•Increasingimportanceofcustomerrelationshipmanagementandservice•Theneedtodeveloppartnershipsandcreatenewbusinesses•Increasingpressureontechnicalabilities--broaderdefinitionoftechnology•Increasingpressureonoverallcostpositionandproductivity•Needforcommercially-drivenseniormanagement,workingasateamHumanresourceimplicationsThecreationofnewjobfamilieswitharangeofnewskillsandtalentsTheneedforaclearviewofhowmanynewemployeesareneededineachjobfamilyoverwhattimeframeAnunderstandingofwhatitwilltaketoattract,train,integrateandretaintheseemployeesAnviewoftheneworganizationalstructuresandprocessesthatareneededAviewontheimplicationsfortheexistingworkforce,intermsofproductivity,changingjobdefinition,andretrenchmentAviewofthenewstrategicroleofHR,andtherequiredHRcapabilitiesFIVESPECIFICMARKETFORCESWILLCHALLENGETHEHRSTRATEGYGOINGFORWARDPerformancemanagementRequ