7人力资源能力成熟度模型培训课件

IntroductiontoPCMMVer2.0&InnovationbySrinivasThummalapalli(Srini)人力资源成熟度模型V2.0和创新概述TheFirmSrini先生的个人咨询公司•Credo宗旨•NourishingIntellect培养人才•Mission使命•Tofosterinnovation促进创新•Vision愿景•Tobethepreferredtrustedadvisor成为首选的值得信赖的顾问•Name名字•Su=GoodSu=好•Mantrana=AdviseMantrana=建议Topics主题SourcesofCompetitiveAdvantage竞争优势的来源ConstructofSuccessfulPeopleFriendlyFirms在人才管理方面的成功的企业结构FinancialImpactofHumanCapital人力资本带来的财务影响AframeworkofTalentManagement:PCMM人才管理的体系：PCMMQuestions讨论SustainableCompetitiveAdvantage持续的竞争优势Distinguishablefromcompetitors区别于其他竞争对手的显著优势Providepositiveeconomicbenefits产生积极的经济效益Notreadilyduplicated不轻易重复TheChangingBasisofCompetitiveSuccess持续变化的基本竞争优势TraditionalSources传统的来源ProductandProcessTechnology(Sun,GM)产品和过程技术(Sun,GM)AccesstoFinancialMarkets与经济市场接轨EconomiesofScale规模经济CurrentSources当前的来源LeveragingOrganizationCulture利用组织文化FirmsCapabilities公司的能力PeopleManagementPractices人员管理的实践ImportanceoftheWorkForceandHowItIsManaged:SouthwestAirlines人力资源的重要性、怎样管理人力资源：西南航空FewerEmployeesperAircraft(79vs.131)每一个飞机上承载更少的员工(79vs.131)Fliesmorepassengersperemployee(2318vs.848)每一个员工照顾更多的乘客(2318vs.848)Moreavailableseatmilesperemployee(1,891,082vs.1,339,995)飞行时间延长，而员工的数量减少(1,891,082vs.1,339,995)80%offlightsturnsin/=15Min(vs.45min)80%的航班在15分钟内完成降落ExceptionalService:TripleCrown9times(vs.nocompetitorhaseverwon)更高的标准：曾经九次获得“三纬皇冠”奖（没有其他竞争对手曾经获得过此奖项）The“Externalization”ofEmployment:ACounterIntuitiveObservation职业发展的延伸Mostmotivated&loyalemployeesarethosewhosecompanieshelpthembecomestarperformersbyprovidingacomprehensivesetofpersonalandcareerdevelopmentopportunitiesacrossthewholeenterprise,withoutfunctionalordivisionalrestrictions大多数积极和忠诚的员工之所以成为了绩优人员，是因为他们在所属的公司得到了全面的个人发展和职业发展的机会，而这些发展机会是不会受到部门和业务类型的局限。Companiesneedtomaketheiremployeesmoreattractivetotheexternalmarketsothattheysatisfytheemployees‟realdesiresforgrowth&development企业需要使他们的员工在外部市场上看起来更有吸引力和价值，从而满足员工对成长与发展的渴望。Manyprofessionalswhoswitchjobsoftendosobecausetheydon‟tfeelthattheyhaveanytangibleimpactontheircompany很多人频繁更换工作，因为他们觉得自己在本公司内没有任何的影响力。WhatEffectiveFirmsDowithPeople优秀的企业如何管理人才Learnwhatemployeesreallywantmostbycommunicatingwiththem,includingreceivingcontinualfeedback通过与员工持续沟通，了解员工真正想要的，包括持续从员工得到反馈Provideawiderangeofgrowth&developmentopportunitiesforalllevelsofemployees为所有层面的员工提供广泛的成长与发展的机会Adoptmeasurement&rewardsystemsthatclearlyarticulatewhatisexpectedfromemployees,andrewardthemaccordingly采用度量与奖励体制，从而清晰地向员工传达：公司期望从员工那里获取什么，并根据员工的达成情况奖励他们SixteenPracticesforManagingPeople管理人员的16项实践EmploymentSecurity就业保障SelectivityinRecruiting招聘的选择性HighWages高薪IncentivePay基于奖励的支付EmployeeOwnership员工的股权激励InformationSharing信息共享ParticipantandEmpowerment参与和授权TeamsandJobRedesign团队与工作的重新设计TrainingandSkillDevelopment培训和发展Cross-UtilizationandCross-Training资源管理和跨领域培训SymbolicEgalitarianism践行平等WageCompression工资缩减PromotionfromWithin内部晋升Long-TermPerspective远见MeasurementofthePractices实践的度量OverarchingPhilosophy重要的理念Example:实例TheLincolnElectricCompany林肯电气公司Hadapolicyonemploymentsecuritystatingthatnoemployeewith3yearsormoreofservicewouldbelaidoffforlackofwork.曾经在公司的就业保障政策中申明过，3年以上司龄的员工不会因为工作机会的减少而被解雇。1.EmploymentSecurity就业保障Signalslong-standingcommitmentbytheorganizationtoitsworkforce企业向其员工申明长期的承诺Enhancesemployeeinvolvementasemployeesaremorewillingtocontributetotheworkprocess提高员工的参与度因为员工很希望为工作过程贡献他们的力量Contributestotrainingasbothemployerandemployeehavegreaterincentivestoinvestintraining投入培训，因为公司和企业都能从培训中获利2.SelectivityinRecruiting招聘的选择性Choosingtherightpeople,intherightway用正确的方法选择正确的人员Rigorousselectionprocessinstillsafeelinginthepersonthathe/sheisjoininganeliteorganization;highexpectationsforperformancearecreated;andthemessagesentisthatpeoplematter严格的甄选过程为候选人带来一种感觉:他/她正在加入一家精英公司；同时，也让候选人了解到，公司对他/她的绩效的高期望，并且通过这样一种合适的途径传达了此类信息。Example:实例SouthwestAirlines西南航空SomeofitsbestcustomersareinvolvedintheFlightAttendanthiringprocessasthecustomersaretheoneswhodealwithfront-lineemployees.一些优秀的客户参加了西南航空的飞机乘务员的招聘甄选过程，因为这些客户是最直接与乘务员接触的人。3.HighWages高薪Attractsmoreapplicants,permittingtheorganizationtobemoreselectiveinitshiring吸引更多的候选人，让企业在招聘甄选时有更多的选择余地Makesemployeeturnoverlesslikely降低员工流动的可能性Sendsamessagethattheorganizationvaluesitspeople传达公司重视人才的信息Example:实例Wendy’sapopularfast-foodchaincompany一个叫做Wendy的快餐公司Whenfacingdecliningcompanyprofitability,thecompanydecidedthebestwaytobecomethecustomers’restaurantofchoicewastobecometheemployerofchoice.当公司面临持续走低的效益困境时，公司决定从成为客户的最佳选择转变为成为员工的最佳选择。Improvedbenefitsandbasecompensation&createdemployeestockoptionplan,whichresultedinastableandableworkforce,thusleadingtoriseinsales.改善的福利加上基本工资与员工股权激励的组合，造就了稳定与强有力的人力资源，从而增加了销售额。4.IncentivePay基于奖励的支付Peoplearemotivatedbyotherthanmoney,suchasrecognition,security,fairtreatment,etc.除了金钱之外，激励员工还可以用到其他的方式，如表彰，赋予员工安全感和平等的待遇等等。Example:实例TheLincolnElectricCompany林肯电气公司Factoryworkforceispaidonapieceworkbasisandincentivebonusplan.公司的薪酬支付是基于工作产品和奖金计划。Workforceispaidforgoodpiecesonly,henceworkerscorrectqualityproblemsontheirowntime.Qualityisemphasizedaswellasproductivity.由于薪酬支付的标准是基于好的工作产品，所以员工们利用他们自己的时间纠正产