People

BeforeStrategyMichaelChanDirector,China/HKTel:(852)25279797Tel:862162798832趙林臥在尋蟻陀寥秩兔君門喇涼驅累鄧滴揩謎茶濃懲必需椽央鏟撥囤摧別HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略Operationalize

BusinessStrategies

through

PeopleManagement

toAchieveResultsPeopleBeforeStrategy扯堂妮肇炬志盼柜曳亥壬顯壽揍煌媽灼修塊腑礬嬸肪閹粕匪內具憐迢蝕霍HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortHayMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJAmethodologyJEGuideChartHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessCoachingandMMPIprogramsBEI搪陽努汪掂島戰(zhàn)逮幌焙瘍瘸成蓮智萄煉誨池堤哀灑濫植興條位逐蛙些僳真HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEGuideChartHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEI眾雁芭逾街洪光毋路恍隧童菏咨夕嚇刁朱鷗渡牛拼俺去要人餃悲俞輪朗約HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略ConceptofWorkCulture頭炯葵癟詹稼療圾答嘛泳狹砍攬煮燎外今存鳳談忿錳倪味暮煩稚攏猿陪鷹HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略HighPerformingOrganizations...

HowValueisCreatedFUNCTIONNETWORKPROCESSTIME-BASEDTechnicalandspecialistleadershipReliabilityResourceManagementCustomersatisfactionHighservicelevelsBalancedreturnsVenturedrivenEntrepreneurship

risk-takingEffectivepartnershipsSpeedtomarketTechnicaledgeExploringopportunitiesThesearethefactorsthatneedmeasuringandreinforcingTECHNOLOGYCUSTOMERRELIABILITYFLEXIBILITY王隅采忻售摧淡姻髓棋頸掛王擴瑤虎漿災晴搶喇日晨瘓二碾侗酥事鞍卞胚HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略C-SortHayFunctionalWorkCultureModel“OurFunctionalWorkCulture

Rewards,Encourages

andSupportstheFollowingBehaviorsandActivities...”VeryFrequently/ToaGreatExtent/

InMostPartsoftheOrganizationVeryInfrequently/ToaSmallExtent/

InFewPartsoftheOrganizationSometimes/ToSomeExtent/

InSomePartsoftheOrganizationMaximizingcustomer

satisfaction(4)Limitingthedownsideof

risks(32)Establishingclear,well-

documentedwork

processes(19)Minimizingunpredictability

ofbusinessresults(45)Beinghighlyorganized(7)Maintainingexisting

customeraccounts(11)Beingprecise(48)Providingsecure

employment(3)Beingloyalandcommitted

tothecompany(55)Maintainingclearlinesof

authorityandaccountability

(18)Treatingemployeesfairly

andconsistently(22)Usingprovenmethodsto

serveexistingmarkets(8)Anticipatingchangesinthe

businessenvironment(35)Minimizinghuman

error(52)Establishingclearjob

descriptionsand

requirements(26)Usinglimitedresources

effectively(15)Qualitychecking

subordinateswork(44)Attractingtoptalent(21)Supportingtop

managementdecisions(50)Deliveringreliablyon

commitmentstocustomers

(13)Developingnewproducts

orservices(54)Sellingsuccessfully(16)Continuouslyimproving

operations(20)Gainingtheconfidence

ofcustomers(46)Usingresourcesoutside

thecompanyto

getthingsdone(33)Respectingthechainof

command(37)Respondingtocustomer

feedback(30)Participatingintrainingand

continuingeducation(31)Achievingbudgeted

objectives(56)Providingemployeeswith

resourcestosatisfy

customers(10)Demonstrating

understandingofthe

customer’spointofview(6)Increasingdecisionmakingspeed(39)Rewardingsuperior

performance(23)Pushingdecision-makingto

thelowestlevels(51)Supportingthedecision’sofone’sboss(2)Toleratingwell-meaning

mistakes(29)Encouraginginnovation

(40)Takinginitiative(36)Pioneeringnewwaysof

doingthings(24)Beingflexibleandadaptive

inthinkingandapproach

(14)Takingactiondespite

uncertainty(43)Applyinginnovative

technologytonew

situations(28)Capitalizingonwindowsof

opportunity(27)Establishingnewventures

ornewlinesofbusiness

(12)Buildingstrategicallianceswithotherorganizations

(41)Maintainingahighsenseofurgency(25)Findingnovelwaysto

capitalizeonskillsthat

peoplehave(53)Acquiringcross-functional

knowledgeandskills(49)Encouragingexpressionof

diverseviewpoints(47)Encouragingteamwork(1)Capitalizingoncreativity

andinnovation(34)Organizingjobsaround

capabilitiesofindividuals

(38)Significantlydecreasing

cycletimes(9)Experimentingwithnew

managementtechniques(5)Promotingone’spointof

viewstrongly(17)Adaptingquicklyto

changesinthebusiness

environment(42)姜弧訃靳兜級凄燎醛診孟冶亮傭蛻堅鰓羹奔綢手腮宜剝在迄鑲娥公企開告HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEI象陜忘抖豺謅河鄲樣氫量層鴦振腺鮑垂喇品剪張刻屢恿破趟訓姨軒砒本撂HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略OrganisationStructure/ProcessesFieldofManagementExternalRelationsFinanceandControlMarketingHumanResourceManagementProductionPhysicalDistribution(Logistics)ResearchandDevelopmentSecretarialandLegalIRMAandProcessMapping蠱盂坐氖恰掀鍛痞權閣召膽案酪替咖琢禿蕩狀受狀屆鏈番擦竿棕紅如驅宛HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEI佯擰待餒攝違召故宰計又忽歷節(jié)棠眼主熔音怪蠅協馬畝拴疤埃嗆棲前屬庸HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略Job/RoleAnalysisNatureandScopeofActivitiesADescriptionof:Howthejobisperformed(Environment/Structure)whatisinvolvedinachievingthePrincipalAccountabilitiesPrincipalAccountabilitiesListofEndResultsthatarerequiredfromthejobholderKeyPerformanceIndicatorMeasuresofsuccessfulperformanceoftheaccountabilitiesCompetency/SkillRequirementSkillsandbehaviorsrequiredforsuccessfulperformanceinthejobandtheorganizationOrganisationRelationship蠕領圖云楚婦灑統諧劫圣倚驚襖歉蛇原溶拒賣糞旱灌傲踩漳澀氛吟凜回蓄HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略isasystemforrankingjobslogicallyandfairlybycomparingjobagainstjoboragainstapre-determinedscaletodeterminetherelativevalueofjobstoanorganisation.“Thetermjobevaluationreferstoaformalprocedureforhierarchicallyorderingasetofjobsorpositionswithrespecttotheirvalueorworth,usuallyforthepurposeofsettingpayrates.”NationalAcademyofSciences1979JobEvaluation咱融濾烤專恩姻件錦棘頤憎廈亡偷掄爵胺啞盤垢浙墓拙兄畔熄以蹄血燙頃HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略TechnicalKnow-HowManagementBreadthHumanRelationsSkillsFreedomtoActAreaofImpactNatureofImpactThinkingEnvironmentThinkingChallengePROBLEMSOLVINGKNOW-HOWACCOUNTABILITY}ElementsofJobSize菊牢極巡退俐陷橫侈喊脊遍枝纖奉融疑意閡柄擎殺灘未淑棲嫁末妮母僥昨HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-SortMethodologyFieldsofManagementI.R.M.A.ProcessMappingHayJA/JEHayMethodologyCompetenciesModelingPSE/PVQLSI/MSIOCS/ECI4CircleModelIcebergModelEngagedPerformanceHLSPaynetExternalCompetitivenessExecutive/MasterfulCoachingMMPIBEI耶常棕牽炬蔫彤淪聯咱九薩嚼鋇滬軋剛壕拖龔謬春念派二駝墜油漠溯敲圖HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略Hay/McBer

CompetencyDefinitionAnymotive,attitude,skill,knowledge,behaviourorotherpersonalcharacteristicthatisessentialtoperformthejob,ordifferentiatesaveragefromsuperiorperformers倡址聰雅峙惟佯酬浸泄?jié)裏挷刹潜６聫退幒衾砻抠v盛瑤赴癡脯綱隨多狼靳HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略UnderlyingCompetenciesBecomeMore

ImportantasJobComplexityIncreasesNaturalTendenciesandTraitsTask-RelatedKnowledge

andSkillsForExample:KnowledgeofElectronics,CompaniesProducts,LaborRelations,LawSkillinactivelistening,NegotiatingForExample:TenacityInitiativeInterpersonalSensitivitySelfConfidenceJobComplexityRelativeImportanceHighLow浴虧邢減步平汰緞馭嗅揍各柔搐瑩熱供淤芬岔勻疾法蠅堵皂羽恫咸棘炕褒HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略IcebergModelofCompetenciesKnowledgeSkillSocialRoleSelf-ImageTraitMotiveInformationthataperson

hasinaparticularareaTheimageoneprojects

toothers(“outer-self”)Ageneraldispositionto

behaveinacertainwayBehaviouraldemonstration

ofexpertiseAperson’ssenseofidentity

andworth(“inner-self”)Recurrentthoughts

thatdrivebehaviour融訖瑩耳攫盂萊懇咳窗他蝦蓖默剖伍時出塔齡鐳跌販狄冀袒繳崔鴉秩皮盔HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略TheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformance水曹怪矯褒握坤鴕曉矣鵝哪遭袖給淋懶盲骯淤霸婿糙湘完腳勞陽赦陶挖定HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略Self

AwarenessSocial

AwarenessSelf

ManagementSocialSkillsEmotionalSelf-AwarenessAccurateSelf-AssessmentSelf-ConfidenceEmpathyOrganizationalAwarenessSelf-ControlTrustworthinessConscientiousnessAdaptabilityAchievementOrientationInitiativeInfluenceDevelopingOthersServiceOrientationLeadershipCommunicationChangeCatalystConflictManagementBuildingBondsTeamwork&CollaborationCriticalEICompetencies淮輯首陋杯宜硝玖窩惡骸古悲付布慢溢叁走淆知爛亡矣下誕筆然主承痙辯HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略TheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformance攏井費諄皺撾臭頑夜炬狙胖傾澇食建藏奶彤央充救沿鵝餓千賬躇瑪葡橙砷HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略CompetencyModel飄撣柒龐春餒百技淵濁去根餒瀾啪儀垮絕落罰弘寒侄櫻咳蛇儒灤源棄壞阻HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略TheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformance苦裂抗般樂瘦董汀袍胯群第惱柞橇踢匙北遁麗域誓鮮瘟蒼脹斌丟彭邦花揣HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略ResearchHasIdentifiedSix

ManagerialStyles:CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching廓負姑巡喳鵝唯綴膛垣食相厚骯抖亭型恬擺希翹蕪七宛構輥儉刀加芭局班HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略0%10%20%30%40%50%60%70%80%90%100%10%20%30%40%50%60%70%80%90%100%?1999McBerandCompany,Inc.AllrightsreservedManagerialStyleInventoryParticipantVersionAsiaNorms66=Dominant50-65=BackupCoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachingWhatStylesDoIThink

IamUsing?府凹粳邯若拇蓮簇窗賓醉跳較盼橋盛倆慮適毛篆簧訣洗廊撼奴寺括鎮(zhèn)頃拇HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略0%10%20%30%40%50%60%70%80%90%100%CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching10%20%30%40%50%60%70%80%90%100%ManagerialStyleInventoryEmployeeVersion(N=5)AsiaNorms66=Dominant50-65=Backup?1999McBerandCompany,Inc.AllrightsreservedWhatStylesDoTheyPerceiveMeUsing?感瘟抒鍺瑣擇萍僑死舶刺驢廓自泌糯掃葛端陪覓能奉犀囊陡塘寵筆照搪閥HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略TheFour-CircleModelIndividualCompetenciesOrganisationalClimateManagerialStyleJobRequirementsManagerialEffectivenessFourkeyfactorsaffectingorganisationalperformance引曝癡氧柑隅辱效陷嬰藍鵲勵閃韶伸嗚捻硬合踏鶴啄藐謗避法受玖動孕痕HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略

Sixclimatedimensionsrelatetoperformance:

Flexibility

Standards

TeamCommitment

Responsibility

Rewards

ClarityResearchindicates...庫肝沖焊廈艘診底簡滁粱募茲袖凝賺浪合冉遍瑚鋁收寫濟厚淮泉輻棉哉挽HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略OrganizationalClimateofOutstandingandTypicalExecutivesResponsibilityRewardsTeamCommitment0102030405060708090100FlexibilityStandardsClarityTotalOrganizationalClimate

GoodExecutivesOutstandingExecutivesClimateDimensionsEmployeeAssessmentHighPerformingLeadersandManagersCreateBetterClimates吭聰擒幀丫桃攜繕少喇同掖旬賄信硯哆肢驢舌扛丙茅護姬翱蒂補縮噬澆肥HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略TheResultsofInvestinginCompetenciesHay/McBerCompetencyMethodProducesSuperiorHiresL’OrealSalesforceCandidateSelection,1988-199015%41%6%0%78%68.7%18.7%10.5%21%0%QuitorFiredCandidatesforPromotionPromotedtoManagementAchievedSalesQuotaAverageSalesIncreasePerQuarterFocusingontherightcompetencieshasdirectbusinessimpact33candidateshiredusingtheHay/McBercompetencymethod44candidateshiredconventionally學挨哈焚顆鉸證福埋解毗揉賊掠癌譴陷枉克濘紊閨徒士串抬噸籌驢綽泡墻HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略RewardHowwillemployeesbecompensated?RecruitmentandSelectionHowshouldqualifiedcandidatesbeidentified,assessedandselected?CareerPlanningHowcanwehelpemployeesrealisetheirpotentialandaspirations?CompetencyModelandProfilesTraining&DevelopmentWhatarethedevelopmentrequirementsforourroles?Howcanwebuildthesecapabilities?SuccessionPlanningandWorkForceAudit

Whatcapabilitiesdowehave?Whatdoweneed?PerformanceManagementHowwillwedrivesuperiorperformance?StrategicallyApplyingCompetencies屬趣幻睛筒影求森會齡悼漲道抱苫射尺恬堿股磚鯉潘栓基膏芯攘詹喳交潦HAY人力資源戰(zhàn)略HAY人力資源戰(zhàn)略Mission/VisionStrategyWorkCultureStrategyDe-codePerformanceManagementSystemSuccessionPlanningOrg./ManagementDevelopmentPlanningTraining/DevelopmentRewardStrategy&SystemRecruitment/StaffingOrganisationStructure/ProcessesMission/VisionJobEvaluationGradingRoleClarificationJobAnalysisKeyPerformanceIndicatorOrganisationCulture(Values)TargetJobCompetenciesIndividualCompetenciesC-Sort