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1HRQUALITYHRManagementANewMandateforHumanResourcesHRshouldbedefinednotbywhatitdoesbutbywhatitdelivers.RepositioningLotus-ChinaHumanResourceJuly5.20042Lotus-ChinaHumanResourceJuly5.2004HR品质HR管理人力资源新的诠释HR不应为做了什么而是传递了什么重新定位3Today’sImageandRoleofHumanResourcesPolicyPoliceRegulatoryWatchdogHiringandFiringManagingBureaucraticAspectsofBenefitsAdministrationofCompensationDecisionsMadebyOthersand,whenHRismoreempoweredbyseniormanagement:OverseeingRecruitingManagingTrainingandDevelopmentProgramsDesigningInitiativestoIncreaseWorkplaceDiversity4HR今日的形象和角色政策管理法规监控雇佣和退工安排劳动局规定的福利薪资决定的行政工作并且，当HR被给予更多的权利时:更多关注招聘安排培训和发展项目主动增加工作空间多样化5WhyHRMattersNowMoreThanEverGlobalization:Increasetheabilitytolearnandcollaborateandtomanagediversity,complexity,andambiguity.ProfitabilityThroughGrowth:Beinginnovative,encouragefreeflowofinformation,andsharedlearningamongemployees.beingmoremarketfocusedandintegratedifferentorganization’sworkprocessesandcultures.IntellectualCapital:Find,assimilate,develop,compensate,andretainhighlyskilledindividualswhocandriveaglobalcustomerfocusedorganizationContinuousChange:Createahealthydiscomfortwiththestatusquo,anabilitytodetectemergingtrendsquickerthanthecompetition,anabilitytoseeknewwaysofdongbusiness.6为什么HR的事务比以往更多全球化:增加学习和合作能力，安排使之多样化、复杂化和边界模糊培养受益:培养创新精神，使信息自由流通,加强雇员间的学习交流，以市场为核心，整和不同组织的工作程序和文化.智力资本:发现、吸收、发展、补充和保留那些能驾御全球关注组织客户的高技术人才。持续变化:创造一种健康的状态,和一种比竞争对手更加快发现新趋势的能力，和一种寻找新方法做事请的能力。7TheNewRoleofHumanResourcesinstrategyexecutionforworkorganizationtobalanceemployee’s&corporateinterestsofcontinuousorganizationaltransformationPARTNERCHAMPIONEXPERTAGENTAchievingOrganizationalExcellencemeans:Enrichtheorganizational’sValuetoCustomers,Investors,andEmployees8人力资源的新角色在执行战略中对于工作组织平衡员工和公司的利益持续组织的更新伙伴拥护者专家代理组织的优化意味着：对于消费者、投资者以及员工而言，组织的价值被提高了9organizationalHRasaPartnerinStrategyExecutionPARTNERinstrategyexecution•Strategyistheresponsibilityoftheexecutionteam-ofwhichHRisamember•HRshouldimpelandguideseriousdiscussionofhowthecompanyshouldbeorganizedtocarryoutitsstrategy•HR’sresponsibilitiesare:DefinetheorganizationalarchitectureStrategy,structure,systems,staff,style,skills,sharedvalues•Definemeasurement•calculatedimensions•notewindows,doors,staircases•examinetheplumbingand•heatinginfrastructuresConductanorganizationalaudit•culture•competencies•rewards•government•workprocesses•leadershipIdentifymethodsforrenovatingtheorganizationProposing,creating,anddebatingbestpracticesin•Culturalchangeprogram•appraisalsystems•team-based•organizationalstructures•etc.Setclearpriorities,andalignHRworkwithstrategyJoinForceswithoperatingmanagerstosystematicallyassesstheimpactandimportanceofinitiatives,suchas•Pay-for-performance•organizationalteamwork•action-learningdevelopment•etc.10organizationalHR作为伙伴在执行战略中伙伴在执行战略中•战略是HR作为团队一员的执行责任•HR推动指导公司被组织和执行它的战略的严肃讨论•HR的责任为定义组织的结构战略、结构、系统、员工、风格、技能以及价值分享•定义尺度•计算范围•记录窗口、门和扶梯•检测管道和加热设备处理组织的审计•文化•竞争力•报酬•政府•工作程序•领导才能阐明革新组织的方法建议、创造、以及讨论最好的实施方法•文化变动程序•评估系统•基于团队的组织结构•其它确定优先权，并将HR的工作与战略结合积极与执行经理共同系统评估员工积极性的影响和重要性，例如：•激励机制•组织化团队工作•工作中学习的能力•其它11HRasaExpertinWorkOrganizationEXPERTforworkorganization•Improvetheefficiency(I.e.increasecredibility)ofownfunctionandtheentireorganization•HR’sresponsibilitiesare:MakeHRprocessesbetter,faster,andvalueExamples:•createafullyautomatedandflexiblebenefitsprogram•usetechnologytoscreenresumesandreducecycletimeforhiringnewcandidate•createanelectronicbulletinboardthatallowsemployeestocommunicatewithseniorexecutivesRethinkhowworkisdonethroughouttheorganizationExamples:•designandimplementasystemthatallowsdepartmentstoshareadministrativeservices•createcentersofexpertisethatgather,coordinate,anddisseminatevitalinformationaboutmarkettrends,ororganizationalprocesses12HR作为工作组织的专家专家对于工作组织•提高自己和整个团队的工作效率提高信任度•HR的责任是：使HR的工作程序更好，更快，更廉价例子：•创造完全自动灵活的福利程序•使用技术筛选简历并且减少聘用新员工的时间•建立电子信息传输专栏，可以允许普通员工和高层领导的交流重新考虑整个组织的工作如何开展例子:•创建和执行一个允许部门分享行政服务系统•创建一个可以集中、共享、传播关于市场趋势和组织进程重要信息的专门中心13HRasaEmployeechampiontobalanceemployee’s&corporateinterests•Ensurethatemployeesareengaged-thattheyfeelcommittedtotheorganizationandcontributefully•Orientatingandtraininglinemanagementinpeoplemanagementissues,especiallyhowtoachievehighemployeemorale•Holdingamirrorinfrontofseniorexecutives,e.g.throughemployeesurveysandmulti-sourcefeedbackprocesses•Analyzeandeliminatecausesoflowmorale•offeremployeesopportunitiesforpersonalprofessionalgrowth•Provideresourcesthathelpemployeesmeetthedemandsputonthem•BeinganadvocateforemployeesandbetheirvoiceinmanagementdiscussionsCHAMPION14HR作为员工拥护者平衡员工和公司的利益•确认员工完全沉浸与组织中并贡献其中•指导和培训部门经理关于人员管理,特别是如何获得高的员工士气•高层面前的一面镜子，例如：通过员工的传递和多角度的反馈程序•分析和减少引起员工低士气的原因•提供员工个人职业发展的机会•在员工遇到困难时提供帮助•在高层讨论中作为员工的代言人拥护者15HRasaChangeagentofcontinuousorganizationaltransformation•Theprimarydifferencebetweenwinnersandlosersinbusinesswillbetheabilitytorespondtothepaceofchange,toadapt,learn,andactquickly•HR’sresponsibilitiesare:AGENTBuildtheorganization’capacitytoembraceandcapitalizechange•Createhigh-performingteam•Reducecycletimeforinnovation•Implementnewtechnologytimely•Makesurethatbroadvisionstatementsgettransformedintospec