HAY人力资源战略

nullPeople Before StrategyPeople Before StrategyMichael Chan Director, China/HK Tel : (852) 2527 9797 Tel : 8621 6279 8832Operationalize Business Strategies through People Management to Achieve ResultsOperationalize Business Strategies through People Management to Achieve ResultsPeople Before StrategynullMission / VisionStrategyWork CultureStrategy De-code Performance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob Evaluation GradingRole Clarification Job AnalysisKey Performance IndicatorOrganisation Culture (Values)Target Job CompetenciesIndividual CompetenciesC-Sort Hay MethodologyFields of Management I.R.M. A. Process MappingHay JA methodology JE Guide ChartHay MethodologyCompetencies Modeling PSE / PVQ LSI / MSI OCS / ECI 4 Circle Model Iceberg ModelEngaged PerformanceHLSPaynet External Competitiveness Coaching and MMPI programsBEInullMission / VisionStrategyWork CultureStrategy De-code Performance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob Evaluation GradingRole Clarification Job AnalysisKey Performance IndicatorOrganisation Culture (Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of Management I.R.M. A. Process MappingHay JA/JE Guide ChartHay MethodologyCompetencies Modeling PSE / PVQ LSI / MSI OCS / ECI 4 Circle Model Iceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive / Masterful Coaching MMPIBEIConcept of Work CultureConcept of Work CultureHigh Performing Organizations ... How Value is CreatedHigh Performing Organizations ... How Value is CreatedFUNCTIONNETWORKPROCESSTIME-BASEDTechnical and specialist leadership Reliability Resource ManagementCustomer satisfaction High service levels Balanced returnsVenture driven Entrepreneurship risk- taking Effective partnershipsSpeed to market Technical edge Exploring opportunitiesThese are the factors that need measuring and reinforcingTECHNOLOGYCUSTOMERRELIABILITYFLEXIBILITYC-SortC-SortHay Functional Work Culture Model“Our Functional Work Culture Rewards, Encourages and Supports the Following Behaviors and Activities...”Very Frequently/To a Great Extent/ In Most Parts of the OrganizationVery Infrequently/To a Small Extent/ In Few Parts of the OrganizationSometimes/To Some Extent/ In Some Parts of the OrganizationnullMission / VisionStrategyWork CultureStrategy De-code Performance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob Evaluation GradingRole Clarification Job AnalysisKey Performance IndicatorOrganisation Culture (Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of Management I.R.M. A. Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE / PVQ LSI / MSI OCS / ECI 4 Circle Model Iceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive / Masterful Coaching MMPIBEIOrganisation Structure / ProcessesOrganisation Structure / ProcessesField of Management External Relations Finance and Control Marketing Human Resource Management Production Physical Distribution (Logistics) Research and Development Secretarial and Legal IRMA and Process Mapping nullMission / VisionStrategyWork CultureStrategy De-code Performance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob Evaluation GradingRole Clarification Job AnalysisKey Performance IndicatorOrganisation Culture (Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of Management I.R.M. A. Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE / PVQ LSI / MSI OCS / ECI 4 Circle Model Iceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive / Masterful Coaching MMPIBEIJob/Role AnalysisJob/Role AnalysisNature and Scope of Activities A Description of : How the job is performed (Environment/Structure) what is involved in achieving the Principal Accountabilities Principal Accountabilities List of End Results that are required from the jobholder Key Performance Indicator Measures of successful performance of the accountabilities Competency/Skill Requirement Skills and behaviors required for successful performance in the job and the organization Organisation RelationshipJob Evaluation is a system for ranking jobs logically and fairly by comparing job against job or against a pre-determined scale to determine the relative value of jobs to an organisation. “The term job evaluation refers to a formal procedure for hierarchically ordering a set of jobs or positions with respect to their value or worth, usually for the purpose of setting pay rates.” National Academy of Sciences 1979Job EvaluationElements of Job SizeTechnical Know-How Management Breadth Human Relations SkillsFreedom to Act Area of Impact Nature of ImpactThinking Environment Thinking ChallengePROBLEM SOLVINGKNOW-HOWACCOUNTABILITY}Elements of Job SizenullMission / VisionStrategyWork CultureStrategy De-code Performance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob Evaluation GradingRole Clarification Job AnalysisKey Performance IndicatorOrganisation Culture (Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of Management I.R.M. A. Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE / PVQ LSI / MSI OCS / ECI 4 Circle Model Iceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive / Masterful Coaching MMPIBEIHay/McBer Competency DefinitionHay/McBer Competency DefinitionAny motive, attitude, skill, knowledge, behaviour or other personal characteristic that is essential to perform the job, or differentiates average from superior performersUnderlying Competencies Become More Important as Job Complexity IncreasesUnderlying Competencies Become More Important as Job Complexity IncreasesNatural Tendencies and TraitsTask- Related Knowledge and SkillsFor Example:Knowledge of Electronics, Companies Products, Labor Relations, Law Skill in active listening, NegotiatingFor Example:Tenacity Initiative Interpersonal Sensitivity Self ConfidenceJob ComplexityRelative ImportanceHighLowIceberg Model of CompetenciesIceberg Model of CompetenciesKnowledgeSkillSocial RoleSelf-ImageTraitMotiveInformation that a person has in a particular areaThe image one projects to others (“outer-self”)A general disposition to behave in a certain wayBehavioural demonstration of expertiseA person’s sense of identity and worth (“inner-self”)Recurrent thoughts that drive behaviourThe Four-Circle ModelThe Four-Circle ModelFour key factors affecting organisational performanceCritical EI CompetenciesCritical EI CompetenciesThe Four-Circle ModelThe Four-Circle ModelFour key factors affecting organisational performanceCompetency ModelCompetency ModelThe Four-Circle ModelThe Four-Circle ModelFour key factors affecting organisational performancenullResearch Has Identified Six Managerial Styles:Coercive Authoritative Affiliative Democratic Pacesetting CoachingWhat Styles Do I Think I am Using?What Styles Do I Think I am Using?What Styles Do They Perceive Me Using?What Styles Do They Perceive Me Using?The Four-Circle ModelThe Four-Circle ModelFour key factors affecting organisational performancenull Six climate dimensions relate to performance: Research indicates...High Performing Leaders and Managers Create Better ClimatesHigh Performing Leaders and Managers Create Better ClimatesnullThe Results of Investing in CompetenciesHay/McBer Competency Method Produces Superior Hires L’Oreal Salesforce Candidate Selection, 1988-199015%41%6%0%78%68.7%18.7%10.5%21%0%Quit or FiredCandidates for PromotionPromoted to ManagementAchieved Sales QuotaAverage Sales Increase Per QuarterFocusing on the right competencies has direct business impactStrategically Applying CompetenciesStrategically Applying CompetenciesReward How will employees be compensated?Recruitment and Selection How should qualified candidates be identified, assessed and selected?Career Planning How can we help employees realise their potential and aspirations?Competency Model and ProfilesTraining & Development What are the development requirements for our roles? How can we build these capabilities?Succession Planning and Work Force Audit What capabilities do we have? What do we need?Performance Management How will we drive superior performance?nullMission / VisionStrategyWork CultureStrategy De-code Performance Management SystemSuccession PlanningOrg. / Management Development PlanningTraining / DevelopmentReward Strategy & SystemRecruitment / StaffingOrganisation Structure / ProcessesMission / VisionJob Evaluation GradingRole Clarification Job AnalysisKey Performance IndicatorOrganisation Culture (Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of Management I.R.M. A. Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE / PVQ LSI / MSI OCS / ECI 4 Circle Model Iceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive / Masterful Coaching MMPIBEIEngaged PerformanceEngaged PerformanceEngaged PerformanceBusiness Model……………....People ModelTotal RewardTotal RewardR E W A R D R E M U N E R A T I O NLifestyle Workstyle Building for the Future Quality of WorkTangibles Cars Clubs DiscountsRetirement Health & Welfare HolidaysAnnual Incentive Bonus/Spot AwardsBase Salary Hourly WageCommon ExamplesEmotional RewardActive BenefitsPassive BenefitsLTIReward ElementsShort Term VariableBase CashDefinitionStock / Equity Performance SharesT O T A LT O T A LTOTALD I R E CTT O T A LC A S HIntrinsicAll things to which we can assign a monetary value COMP E N S A T I O NInternal value or motivationExtrinsicEngaged Performance An Employee and Employer Benefit Engaged Performance An Employee and Employer Benefit Creating the Right Environment Sends a Message to Employees About the Company’s ValuesEMPLOYER BENEFIT Innovation, Optimal Performance, Sustained Competitive Advantage, Higher Shareholder Return EMPLOYEE BENEFIT Energize Employees (Physical, Mental and Emotional Wellness) Enhance Quality of LifenullHay/McBer: Excellence in Research