e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A企業(yè)人效提升解決方案e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A世界500強榜單喜憂參半e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A優(yōu)秀企業(yè)人效分析7-11與阿里巴巴的人效數(shù)據(jù)e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A提升人效是今天中國企業(yè)的共同課題收入增長緩慢/研發(fā)高利潤新產(chǎn)品難人工成本快速增加-工資增長-社會保險基數(shù)上調(diào)-房價上漲/房租上漲e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A人效提升項目實施邏輯人效分析-公司整體人效分析-部門人效分析-行業(yè)標(biāo)桿人效崗位族群崗位序列通道設(shè)計職級職等路徑設(shè)計評估標(biāo)準(zhǔn)評估工具評估程序招聘選拔晉升任用培訓(xùn)學(xué)習(xí)績效改進薪酬調(diào)整...人效診斷崗位梳理人員評價提升方案e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A人效分析常用方法時間維度同比環(huán)比空間維度公司間部門間時間維度空間維度e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A人員效能分析儀表盤指標(biāo)一：人均銷售額或人均利潤指標(biāo)二：人工成本產(chǎn)出效率指標(biāo)三：薪酬總額增長率e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A案例：平安集團人力資源投入產(chǎn)出模型案例說明：平安集團要求人工費用的增長速度嚴(yán)格控制在銷售額和利潤的增長速度之下，作為保證企業(yè)利潤空間乃至可持續(xù)健康發(fā)展的原則和鐵律，不可逾越平安集團人力資源投產(chǎn)模型e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A人效提升-人力資源管理戰(zhàn)略地圖e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A持續(xù)優(yōu)勝劣汰的人才管理機制人才盤點九宮格與素質(zhì)能力變化趨勢e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A持續(xù)完善的激勵體系華為“以奮斗者為本”的激勵體系e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A持續(xù)的管理變革華為歷年銷售與重大管理變革啟動時間e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A優(yōu)秀企業(yè)人效提升實踐公司人力資源管理提升方向e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A優(yōu)秀企業(yè)人效提升實踐公司素質(zhì)模型框架人才盤點結(jié)果比例分布情況為公司基層、中層及高層員工分別設(shè)計了全員通用素質(zhì)模型、中層管理素質(zhì)模型和高層領(lǐng)導(dǎo)力模型。為了提高素質(zhì)模型與凱信公司的匹配度，公司48位中高層人員參與素質(zhì)模型的研討會，經(jīng)過多輪研討，最終確定了公司的素質(zhì)模型，并以此作為人才盤點能力維度的評價標(biāo)準(zhǔn)e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A優(yōu)秀企業(yè)人效提升實踐調(diào)整后的組織架構(gòu)根據(jù)公司的戰(zhàn)略目標(biāo)對新的組織架構(gòu)中的職責(zé)進行重新調(diào)整定位，強化原先弱化的營銷、研發(fā)、技術(shù)等核心能力，比如，將分公司內(nèi)部的技術(shù)研發(fā)和技術(shù)管理職能歸屬到集團層面，實現(xiàn)技術(shù)資源共享；通過對各部門的工作量和人效分析，組織部門負責(zé)人一對一地討論確定各部門的人員編制。e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A優(yōu)秀企業(yè)人效提升實踐打破“大鍋飯”的薪酬體系基于以上薪酬診斷結(jié)論，設(shè)計薪酬體系時遵循以下原則：（1）強化各崗位薪酬外部競爭性。根據(jù)崗位價值確定整體的薪酬策略，提升關(guān)鍵崗位，尤其是生產(chǎn)類關(guān)鍵崗位、車間技術(shù)及管理崗位、部室技術(shù)類崗位及中層管理者的整體薪酬競爭性。（2）根據(jù)能力和業(yè)績確定個人薪酬水平。崗位不是影響收入最重要的因素，而是根據(jù)能力和業(yè)績水平進行薪酬區(qū)分，強化薪酬區(qū)分度及與崗位的關(guān)聯(lián)。（3）優(yōu)化薪酬結(jié)構(gòu)和固浮比。薪酬結(jié)構(gòu)設(shè)計兼顧保障性和激勵性，合理制定績效工資占比。（4）建立薪酬與績效的關(guān)聯(lián)機制。通過績效考核建立浮動薪酬與公司、部門、個人業(yè)績掛鉤的給付機制。e7d195523061f1c09d6f9b3d376af7cc83eec7fa36f660fcFABA8E4E22B65493F1579964AC498A6DD12E9A37B3F4D805B6D0115AA1C9B53E5DC593BBAD6517EC30D5C3535F30F1310ED1D1E84EABB6F05635B949A4C20ED4D9A83ECF850843DA0CEE8F9C464A0F9F37E962B8DAA976D0362C6299D39411E2A313B9B55B530DB73F247036B6F2BA0A優(yōu)秀企業(yè)人效提升實踐在梳理內(nèi)部崗位的基礎(chǔ)上，建立公司管理和專業(yè)雙通道的職位等級體系，明確各序列橫