Mercer美世经典-人才管理2

TalentMagnetsHughBucknall21August2001--IssuesandPracticalExperiencesNicoleSextonGuangzhouOfficeOpeningCeremonySeminarTalentMagnetsSession2:PracticalexperiencesLessonsfromotherplacesWhattheyhavedoneaboutitWhatdoesitmeanforyouHughBucknall21August2001WilliamM.Mercer,Incorporated24WaystobecomeaTalentMagnetStaffAttraction&RetentionSchemesEmploymentBrandingSuccessionPlanningTalentManagementWilliamM.Mercer,Incorporated3PracticalexperiencesFactsandFictionRespondingtothechallengeTakeawaysDispellingthemythsSettingtherecordstraightWhyitisaverybigbusinessissueDiagnosticsToolsCasestudiesHowdoyourateToolsyoucanuseWilliamM.Mercer,Incorporated4FactsandFictionDispellingthemythsSettingtherecordstraightWhyitisaverybigbusinessissueWilliamM.Mercer,Incorporated5TheCommonMythofTalentManagement...Eventhoughpayhasbeenincreasing,…“it’saproblemofCOMPENSATION”itisnotenoughtoattract,retainandmotivateprofessionals...WilliamM.Mercer,Incorporated6So,whatarethemagnetsthatbind?InspiringLeadershipFunworkcultureChallengingWorkFeedbackCareergrowthPayisfairWilliamM.Mercer,Incorporated7And,whydotoptalentleave?BadbossNocareerprospectsNofeedbackandsupportBrokenpromisesNocustomisationformyneedsWrongpeopleinwrongjobsRedTapeMyvoicenotheardWorklifebalancePayWmMMercerPrivateSurveyinSingapore2000WilliamM.Mercer,Incorporated8High-performancetalentmanagementpracticesyieldsignificanteconomicreturnsTheBusinessOpportunityBaseduponaone-standard-deviationincreaseinhighperformancetalentmanagementpracticesTalentTalentManagementManagementSystemSystem$27,000Sales/EE$18,600MarketValue/EE$3,800Profit/EE7%TurnoverDecreaseSource:“MarkA.Huselid,“TheImpactofHumanResourceManagementPracticesonTurnover,ProductivityandCorporateFinancialPerformance,”AcademyofManagementJournal38(1995)WilliamM.Mercer,Incorporated9High-performancetalentmanagementcreatesanemployee-customer-profitchainIncreasedemployeecommitmentandproductivityIncreasedcustomersatisfactionandretentionIncreasedshareholdervalueForevery5%improvementinemployeebehavior...1.3%increaseincustomerretention1.04%increaseinrevenuesand0.4%increaseinprofitsSource:AnthonyJ.Rucci,StevenP.Kirn,andRichardT.Quinn,“TheEmployee-Customer-ProfitChainatSears,”HarvardBusinessReview,January,1998/February,1998WilliamM.Mercer,Incorporated10ThecostofturnoverisabusinessissueRuleofthumb=equivalentto6m-3.5yrsAverageannualsalaryTurnover%NumberofemployeesFactor-0.5-3.5*XXXAnnualcostAnnualcost==RMB15,00022%10001.5RMB5million==WilliamM.Mercer,Incorporated11WhycompaniestreasureTopTalentItcosts10timessalarytoreplaceTopTalent3-5timesthevalue@marginalcostBuildfuturebusinessMoveandshakeMakethingshappenMagnetformoreTopTalentWilliamM.Mercer,Incorporated1233Source:McKinsey,WinningtheWarforTalent,1999MyCompany…..BringsinHighlytalentedpeople10162333KnowsWhothehighandlowperformersareRetainsAlmostallhighperformersDevelopsPeoplequicklyandeffectivelyRemovesLowperformersrelativelyquicklySoisanyonedoingagoodjob?WilliamM.Mercer,Incorporated13ImpactofthebadperformerBadperformersareamajorreasonwhygoodpeopleleave*AdaptedfromCentreforCreativeLeadership“Lowperformers”inCriticalJobsLowJobPerformanceHighPerformersLeavecompanyDevelopment/AdvancementOpportunitiesLostSubordinatesNotDevelopedProductivityandMoraleGoesDownWilliamM.Mercer,Incorporated14HowareothersrespondingtothechallengeDiagnosticsToolsCasestudiesWilliamM.Mercer,Incorporated15ManagingtalentinasystematicwayCreateacontextfortalentdevelopmentandmanagementtothrive.LearningContextWhatdoestheorganizationneedfrompeopleinordertomeetitsbusinessstrategy?–Leadershipchallengesdrivenfrombusinessstrategy–Competencymodels–PositionprofilingOrganizationProfileIdentifygapsbetweenorganizationalneedsandpeoplecapabilitiesanddevelopplanstoshoregaps.–Talentreview–Developmentplans–Jobassignments–Training–Mentoringandcoaching–ReplacementplansTalentReview/DevelopmentPlansWhatcapabilitiescurrentlyexistwithintheorganization?–TalentassessmentTalentProfileTalentasaCorporateAssetPeoplecapabilitiesanddevelopmentarealignedwithcurrentandfuturebusinessneeds.WilliamM.Mercer,Incorporated16SometopicstolookatIntegratedSelectionCompetencyFrameworksRoleProfilinge-RecruitmentRe-engineeringRecruitmentProcessOrganisationalTransitionInventoryEffectiveInductionBespokeMarketSurveyTotalRemunerationStudyIntegratedRewardEmployeeBenefitFlexibilityRewardStrategyReviewHRRiskReviewInspiringLeadershipPerformanceManagementSystemsDesignCompensationManagementReviewCareerThemingInternet/IntranetWebDesignDesignCompany-specificAssessmentCentreSkillsGapAnalysisandPlanningTrainingandDevelopmentInterventionsWilliamM.Mercer,Incorporated17RootcausesofturnovercanbegroupedUnemploymentratesMarketshareEmploymentcostCompetition(locationandnumber)LaborpoolExternalinfluencesMarketplacePromotionhistoryWagegrowthPositiontenureEducationAgeExperienceFulltime/parttimestatusPerformanceratingsExempt/non-exemptstatusGenderEthnicbackgroundJob/occupationIncentiveearningsTrainingEmployeeattributesEmploymentriskManagerialturnoverBonusparticipation