HR_Arch Sept 17 Format_TranslatedV3

PROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.人力资源流程HumanResourcesProcessPROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.人力资源流程HRProcesses识别需求IdentifyNeed需求满足NeedSatisfied高层管理者部门和业务单元人力资源SeniorManagementDepartment&BusinessUnitHumanResources人力资源规划HRPlanning组织发展OrganizationDevelopment编制和招聘Staffing&Recruiting人力资源管理HumanResourceManagement培训教育和发展TrainingEducation&DevelopmentPROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.范围和外延-人力资源流程ScopeandBoundaries–HRProcess安排合适的人员到合适的岗位RightpersonIntherightjobPROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.人力资源人员HRPeople安排合适的人员到合适的岗位RightpersonIntherightjob范围和外延-人力资源流程ScopeandBoundaries–HRProcessPROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.HR-Whathastochange?1.ManagementTeam–•Definemanagementteamstructure•Definerolesandresponsibilities•Developateambasedstructure•Developempowereddecisionmaking•Realignandretrainpeople•DriveimprovementusingTCTMethodology•DevelopHenganmanager’sleadership,managementandtechnicalskills人力资源-需要改变什么?1.管理团队–•确定管理团队架构•确定角色和职责•制定以团队为基础的架构•制定授权化决策程序•重新调配人员，并进行再培训•利用总周期时间方法驱动改进过程•培养恒安管理层的领导、管理和技术技能PROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.HR-Whathastochange?2.HR–•RestructuretheHROrganization•DevelopandimprovethecurrentHRprocesses•HumanResourcesPlanning•Organizationdevelopment•Staffingandrecruitment•ManagementofHumanResources•Training,educationanddevelopment人力资源-需要改变什么?2.人力资源–•重新规划人力资源组织•制定并改进现有的人力资源流程=人力资源规划组织发展编制和招聘人力资源的管理培训,教育和发展PROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.HRProcess-ExpectedResults1.Askilledandcapablemanagementteam,with•Definedrolesandresponsibilities•Accountability•RewardSystem2.AmanagementteamthatusesTCTmethodologytoachievethecompanyvisionfasterandmoreconsistently人力资源流程-预期结果1.有管理技能和能力的管理团队，具有•确定角色和职责•责任分明•奖惩制度2.管理团队利用总周期时间方法更迅速、一致地实现公司远景PROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.HRProcess-ExpectedResults3.ArestructuredHROrganizationwithconsistentlyappliedHRpolicyandprocedures4.MatureHRprocesses•HumanResourcesPlanning•Organizationdevelopment•Staffingandrecruitment•ManagementofHumanResources•Training,educationanddevelopment人力资源流程-预期结果3.重组了人力资源组织，能够持续一贯的人力资源政策，遵循人力资源程序4.成熟的人力资源流程•人力资源规划•组织发展•编制和招聘•人力资源管理•培训、教育和培养PROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.0%20%40%60%80%100%6-Mos12-Mos18-Mos24-Mos30-Mos36-Mos改进人力资源流程的利益ImprovedHRProcessBenefit30%60%80%85%90%岗位描述的实施JobDescriptionImplementation经理和主管ManagersandSupervisors目标状况Entitlement行动Actions行动Actions行动Actions行动Actions行动Actions行动ActionsMos=月基础状况BaselinePROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.50%60%70%80%90%100%6-Mos12-Mos18-Mos24-Mos30-Mos36-Mos5%-10%-20%-30%-30%-30%缩短招聘周期时间ReductionInRecruitmentCycleTime行动ActionsMos=月改进人力资源流程的利益ImprovedHRProcessBenefit行动Actions行动Actions行动Actions行动Actions行动Actions目标状况EntitlementPROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.05101520256-Mos12-Mos18-Mos24-Mos30-Mos36-Mos10Hrs13Hrs17Hrs20Hrs20Hrs20Hrs培训活动TrainingActivity小时（Hrs)Hours改进人力资源流程的利益ImprovedHRProcessBenefit行动Actions行动Actions行动Actions行动Actions行动ActionsMos=月目标状况Entitlement行动ActionsPROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.010206-Mos12-Mos18-Mos24-Mos30-Mos36-Mos5Hrs9Hrs12Hrs15Hrs15Hrs15Hrs教育和培养EducationandDevelopment小时（Hrs)Hours目标状况EntitlementMos=月行动Actions行动Actions行动Actions行动Actions行动Actions行动Actions改进人力资源流程的利益ImprovedHRProcessBenefitPROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.人力资源流程成熟度指数HRProcessMaturityIndex经理和主管人员流动率TurnoverofManagersandSupervisors培训活动TrainingActivity教育和培养活动EducationandDevelopmentActivity招聘周期时间和第一次通过率RecruitmentCTandFPY岗位描述实施JobDescriptionImplementation能成功地进行内部招聘InternalRecruitmentSuccess能否保留服务期低于两年的经理和主管人才RetentionofManagersandSupervisorswithlessthan2yearsservice人员准时招聘到位RecruitmentOTD收益-薪资比例RevenueRMBperRemunerationRMB供应链-绩效考评图HR-CockpitChart建议模式PROPOSEDMODELPROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.人力资源跨功能小组HumanResourcesCFT领导：许连批顾问：百约翰CFT成员：待定指导：待定恒安其他成员：待定Leader:XuLianPiResultant:JohnBluntCFTMembers:TBDAdvisors:TBDHenganOthers:TBDPROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.JobDescriptionImplementation0-6个月内改进人力资源流程的利益0-6Mos.ImprovedHRProcessBenefit1.制定、检验“关键”技能组合，并形成模板2.制定、检验“关键”岗位描述，并形成模板3.识别管理团队技能组合4.确定管理团队的岗位描述5.编写业务改进团队和指导委员会的岗位描述6.确定现有“关键”管理人员的技能组合7.进行差距分析8.寻找、重新定位“关键”管理人员，并实现其一体化9.辅导、培训、培养“关键”管理人员1.Develop,testandtemplate‘key’skillsets2.Develop,testandtemplate‘key’jobdescriptions3.IdentifyManagementTeamskillsets4.DetermineManagementTeamjobdescriptions5.WriteBITandSteeringCommitteejobdescriptions6.Determineskillsetsofcurrent‘key’managers7.Undertakegapanalysis8.Match,repositionandrealign‘key’managers9.Mentor,trainanddevelop‘key’managers岗位描述的实施JobDescriptionImplementationPROPRIETARY2000ThomasGroup,Inc.AllRightsReserved.1.Identifyandcommenceremovingbarrierstoimplementationofskillsetidentification,jobdescriptions,gapanalysis,repositioning,realignandtrainingthroughoutHengan2.Commence‘rollout’ofskillsetidentification,jobdescriptionsgapanalysis,repositioning,realignandtrainingtoHengan’smanagers1.了解全公司技能组合识别、岗位描述、差距分析、重新定位、人员一体化和培训工作中的障碍，并开始障碍排除行动2.开始“推广”全公司经理层技能组合识别、岗位描述、差距分析、重新定位、人员一体化和培训工作6-12个月