新形势下如何提升员工的价值

HowtoRaiseEmployeeValueUndertheNewCircumstances-PracticesoncreatingalearningorganizationJeremyYao2HowtoRaiseEmployeeValue-PracticesoncreatingalearningorganizationWhyCreatingaLearningOrganization?PracticeSharing:HowtoCreateaLearningOrganization3Humancapitaldoesnotcreateshareholdervalue,itisthemanagementofhumancapitalthatproducevalueHumanCapitalIntangibleassetsAmajorsourceofvalueOneofthelargestinvestment,butleastknown4EOCEmployeeDelightEmployer-of-choicemodel(example)LearningOrganization:OneKeyfactorofEmployerofChoice5LearningandDevelopmentIsHighlyValuedbyEmployees►The7ValuedFactors:EngagementCareerDevelopmentGrowth/DevelopmentAdvancementInteractionQualityofLifePhysicalenvironmentTime/Work/LifeLeadershipCredibilityTrustRelationshipsCo–workersManagersCustomersWorkActivitiesImpactChallenge/InterestStatus/PrideTotalCompensationPay/FinancialrecognitionBenefitsCultureCompanycultureOrganizationalvaluesandbehaviorsSource:HewittAssociates6WhatDopeopleneed-MaslowHierarchyTheorySelfActualizationEsteemSocialSafetyPhysiologicalMaslowHierarchyCareerDevelopmentChallengingWork&ProjectsContinuousLearning&DevCongratulationsCoaching&MentoringCultureConduciveEnvironmentCommunicationCompensationChangeManagementSystem-Based(HR)People-Based(Manager)7WhatMotivatePeople-Herzberg'sMotivation-hygieneTheoryMotivators(激励因子)AchievementRecognitionWorkitselfResponsibilityAdvancementGrowthSatisfaction满意NoSatisfaction没有满意Motivator激励因子NoDissatisfaction没有不满意Dissatisfaction不满意HygieneFactors保健因子HygieneFactors（保障因子）CompanypolicySupervisionRelationshipwithbossWorkconditionsSalaryRelationshipwithpeers8TheReality–EconomyRecession&Uncertainty9Vision,BusinessstrategyBusinessmodelMarket,Clients,Price,OrganizationrightsizingTalentsisstillinshortageEfficiency,productivityCosts,costs&costs……OrganizationChallengesDuringEconomyRecession10PartneringthebusinessDrivingHRsolutionsDeliveringeffectivelyEngagingpeopleinchangeHRCompetencyHRKeyBehavioursWhatHRShouldFocusMoreOn?11HowtoRaiseEmployeeValue-PracticesoncreatingalearningorganizationWhyCreatingaLearningOrganization?PracticeSharing:HowtoCreateaLearningOrganization12Whatisa“LearningOrganization”?“Organizationswherepeoplecontinuallyexpandtheircapacitytocreatetheresultstheytrulydesire,wherenewandexpansivepatternsofthinkingarenurtured,wherecollectiveaspirationissetfree,andwherepeoplearecontinuallylearningtolearntogether.”PeterSenge5Characteristicsofa“LearningOrganization”SystemThinkingPersonalMasteryMentalModelSharedVisionTeamLearning13ToaLearningOrganizationCreatingALearningOrganizationLearningOrganization•Itachievesorganizationalpurposethroughcreatinglearningatmosphere;•Learningissharedanddistributedamongmembersoftheorganization;•learningoutcomesareembeddedintheorganization'ssystems,structuresandcultureDevelopmentAllsortsofcontent/actionbasedinterventions,leadingtodesiredchangesinabilities/behaviorsLearning•Learningisaself-directedorlearner-centeredProcessleadingtoincreasedadaptivepotential•It’sthemovementfromthedeliveryofcontenttothedevelopmentoflearningcapabilitiesasapeopledevelopmentstrategySharing14After-trainingSharingInternalTrainingProgrammeCertificationReadingCircleSubjectLearning&sharingTechnicalPublications&SharingTrainingProgramsSHARINGPLATFORMSChina/worldWideSharingCompanywidesharingChinae-MagIntranetGroupSharingManagementMentoringActionLearningE-learning15ApproachesinCreatingaLearningOrganizationLearningInitiativesDescription1234•After-trainingsharingtoenhancetheirlearningandtosharetheirlearningwithothers•Assigningsubjectstohighpotentialstodofurtherstudyandtosharetheirlearningwithothers•Managerstotransfertheirknowledgeinamoreflexibleapproach.•SeniorpeopletocoachselectedpotentialstoacceleratetheirDevtAfter-trainingSharingInternalTrainingprogramCertificationSubjectLearning&sharingManagementCoaching•FormbookingreadinggrouptolearnandsharewithothersReadingCircle5•Providingopportunitiesforpotentials/managerstoworkonbusinessprojectsandtheylearnthroughworkingontheprojectsActionLearning6•SharingResearchresultsfromTechnicalPublicationsTechnicalPublications&Sharing7E-learning•Toenablemanagersaccesstoe-learningmodules816ReadingCircleTocultivatelearninghabitsbyencouragingreadingandsharingReadingCircleFormation:STEP1:Interestedbookssurvey:HRtocollectstaffinterestedbooklistSTEP2:ReadingGroupsFormation:HRpublicizetheselectedbooklistandinvitepeopletoselecttheirinterestedbooksPeoplewhochoosethesamebookwillformareadinggroupEachgroupwillsendHRtheirreadingactivitiesplanswithin1weekafterreceivingtheHRprovidedbookSTEP3:SharingSessionsHRtofollowuptoarrangethesharingsessionsTop10bestbooks:BestBooksvotedbyemployeesafterthesharingandrecommendedtocolleagues17After-TrainingSharingCoursesaremandatoryforsharing:-Allexternaltrainingcourses-AfewselectedcoursesAfter-trainingSharingSessionsAlltheparticipantsmustsharetheirlearningeitherbygrouporindividualthroughformalpresentationsHRtoscheduleSharingSessionbyinvitingalltheinterestedcolleagueswithin1monthafterthetrainingSharingA