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1、,*,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,People,Before Strategy,Michael Chan,Director,China/HK,Tel:(852)2527 9797,Tel:8621 6279 8832,1,Operationalize Business Strategies through,People,Managementto Achieve Results,People,B
2、efore Strategy,2,Mission/Vision,Strategy,Work Culture,Strategy,De-code,Performance Management System,Succession Planning,Org./Management Development Planning,Training/Development,Reward Strategy&System,Recruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job Evaluation,Grading,Role C
3、larification,Job Analysis,Key Performance Indicator,Organisation Culture,(Values),Target Job Competencies,Individual Competencies,C-Sort,Hay Methodology,Fields of Management,I.R.M.A.,Process Mapping,Hay JA methodology,JE Guide Chart,Hay Methodology,Competencies Modeling,PSE/PVQ,LSI/MSI,OCS/ECI,4 Cir
4、cle Model,Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Coaching and,MMPI programs,BEI,3,Mission/Vision,Strategy,Work Culture,Strategy,De-code,Performance Management System,Succession Planning,Org./Management Development Planning,Training/Development,Reward Strategy&System,Re
5、cruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job Evaluation,Grading,Role Clarification,Job Analysis,Key Performance Indicator,Organisation Culture,(Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of Management,I.R.M.A.,Process Mapping,Hay JA/JE
6、,Guide Chart,Hay Methodology,Competencies Modeling,PSE/PVQ,LSI/MSI,OCS/ECI,4 Circle Model,Iceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive/Masterful Coaching,MMPI,BEI,4,Concept of Work Culture,5,High Performing Organizations.How Value is Created,FUNCTION,NETWORK,PROCES
7、S,TIME-BASED,Technical and specialist leadership,Reliability,Resource Management,Customer satisfaction,High service levels,Balanced returns,Venture driven,Entrepreneurshiprisk-taking,Effective partnerships,Speed to market,Technical edge,Exploring opportunities,These are the factors that need measuri
8、ng and reinforcing,TECHNOLOGY,CUSTOMER,RELIABILITY,FLEXIBILITY,6,C-Sort,Hay 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 Organization,Very Infrequently/To a S
9、mall Extent/In Few Parts of the Organization,Sometimes/To Some Extent/In Some Parts of the Organization,Maximizing customer satisfaction(4),Limiting the downside of risks(32),Establishing clear,well-documented work processes(19),Minimizing unpredictability of business results(45),Being highly organi
10、zed(7),Maintaining existing customer accounts(11),Being precise(48),Providing secure employment(3),Being loyal and committed to the company(55),Maintaining clear lines of authority and accountability(18),Treating employees fairly and consistently(22),Using proven methods to serve existing markets(8)
11、,Anticipating changes in the business environment(35),Minimizing human error(52),Establishing clear job descriptions and requirements(26),Using limited resources effectively(15),Quality checking subordinates work(44),Attracting top talent(21),Supporting top management decisions(50),Delivering reliab
12、ly on commitments to customers(13),Developing new products or services(54),Selling successfully(16),Continuously improving operations(20),Gaining the confidence of customers(46),Using resources outside the company to get things done(33),Respecting the chain of command(37),Responding to customer feed
13、back(30),Participating in training and continuing education(31),Achieving budgeted objectives(56),Providing employees with resources to satisfy customers(10),Demonstrating understanding of thecustomers point of view(6),Increasing decision making,speed(39),Rewarding superior performance(23),Pushing d
14、ecision-making to the lowest levels(51),Supporting the decisions,of ones boss(2),Tolerating well-meaning mistakes(29),Encouraging innovation(40),Taking initiative(36),Pioneering new ways of doing things(24),Being flexible and adaptive in thinking and approach(14),Taking action despite uncertainty(43
15、),Applying innovative technology to new situations(28),Capitalizing on windows of opportunity(27),Establishing new ventures or new lines of business(12),Building strategic alliances,with other organizations(41),Maintaining a high sense,of urgency(25),Finding novel ways to capitalize on skills that p
16、eople have(53),Acquiring cross-functional knowledge and skills(49),Encouraging expression ofdiverse viewpoints(47),Encouraging teamwork(1),Capitalizing on creativity and innovation(34),Organizing jobs around capabilities of individuals(38),Significantly decreasing cycle times(9),Experimenting with new management techniques(5),Promoting ones point of view strongly(17),Adapting quickly to changes in the business environment(42),7,Mission/Vision,Strategy,Work Culture,Strategy,De-code,Performance Ma
HAY人力资源战略（英）(ppt 35页)
