7、戰(zhàn)略性的人力資源管理-葉阿次

1、1,戰(zhàn)略性的人力資源管理,——渣打銀行人力資源運(yùn)營總監(jiān) 葉阿次 (Alan),專家介紹,渣打銀行人力資源運(yùn)營總監(jiān) 葉阿次,照片,管理學(xué)博士、MBA，現(xiàn)任渣打銀行(中國)有限公司人力資源營運(yùn)總監(jiān)，有10多年的HR專業(yè)經(jīng)驗(yàn)。在HR運(yùn)營效率、職業(yè)生涯規(guī)劃與發(fā)展、績(jī)效管理、員工關(guān)系等方面有系統(tǒng)的研究和經(jīng)驗(yàn)，除了日常的人力資源管理工作之年，還擔(dān)任上海交通大學(xué)經(jīng)管學(xué)院職業(yè)導(dǎo)師、上海大學(xué)MBA中心人力資源導(dǎo)師、南京大學(xué)商學(xué)院EDP中心客座講

2、師、上海外國語大學(xué)MBA中心顧問團(tuán)成員等社會(huì)職務(wù)。,,Contents,HR vs. BusinessStrategic HRHow can we do?,Question?,,我們的領(lǐng)導(dǎo)對(duì)我們有什么樣的期待？,Question?,,你的管理面臨哪些挑戰(zhàn)？,管理的定義,Strategic HR Management,What does it mean to the company?,企業(yè)國際化,人才國際化,HR國際化,The tre

3、nd of HR,Core Competitive Advantage,,,股東價(jià)值,10% 戰(zhàn)略功能,30%服務(wù)模式,60%行政業(yè)務(wù),,,,目前,未來,30%行政業(yè)務(wù),50% 服務(wù)模式,20% 戰(zhàn)略功能,,實(shí)現(xiàn)人力資本管理員工“核心”能力的發(fā)展“知識(shí)性員工”的發(fā)展人才的獲得、發(fā)展、合理配置與評(píng)估,提供有效的人力資源服務(wù) 提供傳統(tǒng)的人力資本服務(wù)適應(yīng)業(yè)務(wù)的變化開展新的人力資本服務(wù),進(jìn)行人力資源行政事務(wù)人事管理薪

4、酬計(jì)算福利發(fā)放...,人力資源管理職能的發(fā)展趨勢(shì),人財(cái),人材,人才,人力資源的三境界,GE Vitality Curve,人力資本體系,,,,,,,High Value高價(jià)值,Low Value低價(jià)值,Generic普遍性,Core核心,Idiosyncratic獨(dú)特性,Ancillary輔助,Compulsory事務(wù),Unique唯一性,群眾,普通團(tuán)隊(duì),優(yōu)秀團(tuán)隊(duì),高績(jī)效卓越團(tuán)隊(duì),,,,組織起來

5、,管理起來,學(xué)習(xí)起來,學(xué)習(xí)型組織,持續(xù)創(chuàng)新力,？？？？？,,,,核心競(jìng)爭(zhēng)力,從優(yōu)秀到卓越,,,,,,,,,,HRM體系的一般建設(shè)框架,人力資源價(jià)值鏈,Value Chain of Strategic HR,人力資源開發(fā)與管理系統(tǒng)構(gòu)建模型,理性分析,標(biāo)準(zhǔn)制定,包含理念,操作指導(dǎo),人力資源開發(fā)與管理系統(tǒng)構(gòu)建模型,戰(zhàn)略與績(jī)效,戰(zhàn)略,績(jī)效,,？,戰(zhàn)略性人力資源管理,,把人看作企業(yè)中重要的戰(zhàn)略性資源，按照企業(yè)戰(zhàn)略要求，對(duì)企業(yè)現(xiàn)有人力資

6、源進(jìn)行分層分類的管理，并以此構(gòu)建企業(yè)戰(zhàn)略性人力資源管理體系,,You are not a Business Partner, You are part of the Business;Understand the impact to Business and how to help it growth.,What is Strategic HR,角色轉(zhuǎn)換,依賴Dependent,獨(dú)立Independent,互賴Interdep

7、endent,你You,我I,我們We,,,,,,,管理者的角色轉(zhuǎn)變,－專才－依靠努力－善做具體業(yè)務(wù)－技術(shù)性強(qiáng)的職業(yè),From,從戰(zhàn)略分析到人力資源分析,,,公司戰(zhàn)略,經(jīng)營系統(tǒng),資本計(jì)劃,企業(yè)KPI,資本預(yù)算,完成公司經(jīng)營預(yù)算,企業(yè)發(fā)展與業(yè)績(jī)?cè)u(píng)估,,,,,,,,,,,,戰(zhàn)略規(guī)劃,經(jīng)營計(jì)劃,業(yè)績(jī)?cè)u(píng)估,整個(gè)過程無不貫通著人力資源規(guī)劃,公司戰(zhàn)略的評(píng)估,平衡計(jì)分卡,Train What?,knowledge,Attitud

8、e,Skill,How can we train?,Training,Four Roles of HEL,From： Franklin Covey,5 Key IPE Factors,Next Generation HR,NG: HR Biz Partner,Business partners are primarily organizational development professionals who can:assist b

9、usiness leaders with planning and executing their business strategy;developing strategic workforce plans; identifying critical roles; developing critical capabilities; Conducting succession planning; handling perfor

10、mance management for top executives; providing coaching, mentoring, and change management; and ensuring that actions taken by business leaders are in line with the existing culture,NG: Process Owner,Process owners are

11、held accountable for creating a seamless, end-to-end process, making sure all the pieces fit together, and ensuring that HR is producing the right outcomes (as opposed to merely executing on activities). maintaining t

12、he line of sight and helping people connect the dots between what they do and the larger business outcome. Not only do they control the resources within that process, but they also monitor progress, enabling them to ide

13、ntify problem spots and suggest process improvements.,NG: HR Operations,Next Generation HR also includes an operations lead that either manages an external service center and/or outsourced providers handling transaction