1、Introduction,HRM Training,contents,Strategy Definition and function profile Trends and changing Competencies of HR professionals High-Performance Work System Challenge,A speech,A decade of globalization, deregulation, and technical advances has vastly increased the degree of competitiveness most org

2、anizations face today. Companies today must therefore be better, fast, and more competitive just to survive. For many years it has been said that capital is the bottleneck for a industry. I dont think this any longer holds true. I do not know of any major project backed by good ideas, vigor, and ent

3、husiasm that has been stopped by a shortage of cash .I do know of industries whose growth has been partly stopped or hampered because they can not maintain an efficient and enthusiastic labor force.,GE Jack Welch,This place runs by its great people the biggest accomplishment Ive had is to find peopl

4、e. An army of them. They are all better than most. They are big hitters, and they seem to thrive them.,Strategy,Corporate strategy: where are we going? Direction Business strategy/competitive advantages: how to build and strengthen the business long term competitive position in the marketplace. Func

5、tion strategy: action to pursue CA in operation in function department,Competitive Advantages,Cost leadership Differentiation Focus differentiation,Competitive Advantages,It is determined by whether the company satisfies the needs of stakeholders (groups affected by business practices) Stockholders:

6、 return on investment Customers: high-quality product and services Employees: interesting work and reasonable compensation Community: minimize pollution of environment,Definition,It refers to the policies, practices and systems that influence employees behavior, attitudes and performance.,Integrativ

7、e Framework 完全體系,Laws and regulations,Culture,Politics,Unions,Labor markets,Industry characteristics,Internal 內部 organization context,External Context 外部 Local-National-Multinational,Structure,Size,life cycle stage,Strategy,Technology,Objectives Legitimacy Stakeholders Economic efficiency Resource a

8、cquisition ,Income輸入 Informal.Formal,HRM人力資源管理 Prescribed.Enacted,Core of HRMS 核心管理,Outcomes輸出 Short term.Long term,Individual Organization Societal .,Core of HRMS核心,Philosophies理念,Policies政策,Practices實踐,Planning 計劃,Staffing 人員配置,Appraising 考評,Rewarding 價值賦予,Developing 發(fā)展,HRM Practices,Recruiting,Se

9、lection,Training and development,Compensation,Performance Management,Employee Relations,HR Planning,Company Performance,Strategic HRM,Job Analysis,Security and safety,Recruiting 招聘,Termination 離職,Job Evaluation Competency Model Planning,Effective Infrastructure基礎建設,Training 培訓,Compensation &Benefit薪

10、酬福利,Performance Evaluation 考核評估,Promotion 晉升,Transfer/Rotation 調動,Market Value Orientation C&B Structure Commission Plan Stock option management Spot Award,Training Needs Collection Training Evaluation Training Resource Analysis Planning Information Sharing,Employee Satisfaction 360 Survey Performan

11、ce Evaluation System,Objective 目標,G&O Setting (with measurement),Trend of HRM environment,Globalization Technology: HRIS(eHR) reduce more time Deregulation: self-service and career development Workforce diversity: gender, ages, minority Nature of work: shift from manufacturing to service Legal,Tomor

12、rows HR Today,Boundaryless organization Employees are being empowered Flatter organization are being the norm Work is increasingly organized around teams and process The bases of power are changing Managers today must build commitment,The changing role of HR management,1900s, hiring and firing, payr

13、oll, benefits 1930s, personnel management, legislation, unions 1960s:protector and screener, provide expertise in areas like recruitment, screening, and training. Today: strategic partner and change agent, HRM,HR and Employee commitment,An employees identification with and agreement to pursue the co

14、mpanys or the units mission Two way communications through HRS that guarantee two way communications and fair treatment of all employees grievances and disciplinary concerns. Career-oriented performance appraisal procedures and effective training and development practices.,HR and Company Performance

15、,Personnel screening tests to select talent Downsizing, maintain moral, reduce job stress HR and service HR and responsiveness,HR and Corporate Strategy,Transition from administrative function to a strategic business partnership: Broad corporate competency: partnership within all of line managers, e

16、ven individual staff to involve in HRM Involve HR in the earlist stages of developing and implementing the firms strategic plan, rather than to let HR react to it.,Competencies of HR professionals,Analytical Fact-Based Decision Making,Compliance Regulation Administration Control,Leadership Conceptua

17、l Ideas Visioning,Interpersonal Teamwork,Compensation Strategic Organization development Change Management,Evaluation Benefits Audit Data Management,Employee Relation Legal,Diversity Counseling Training,Management process for all managers,Planning: goals,rules, plans and forecasting Organizing: spec

18、ific task, teams, empowerment, communication channels, coordinating Staffing: recruiting, selecting, goal setting, evaluating, training, developing Leading: getting job done, morale, motivating Controlling: setting quartos, checking, taking corrective action,To be a Staff Manager,Line-Manager: a man

19、ager who is authorized to direct the work of subordinates and responsible for accomplishing the organizations goals. Staff Manager: A manager who assists and advice line managers HR managers are responsible for advising liner managers in areas like recruiting, hiring, and compensation.,Determine for

20、 strategic role,What is HR doing to provide value-added services to internal clients How are you measuring the effectiveness of HR How can we reinvest in employees What HR strategy will we use to get the business from point A to B What makes an employee want to stay at our company How are we going t

21、o invest in HR so that we have a better HR department than our competitors From an HR perspective, what should we be doing to improve our marketplace position Whats the best change we can make to prepare for the future,High-performance organization,Building better,faster,more competitive organizatio

22、ns through HR GE, Cisco Systems are responding faster and more competitively by using Internet HR techniques to recruit high-tech workers.,High-Performance Work System Challenge,Change in employees work roles and skill requirements Increase in the use of teams to performance work Changes in the natu

23、re of managerial work Changes in company structure Increase availability of information bases related to the companys human resource Competitiveness in high-performance work systems,How HR practices support high-performance work system,Teams are used to perform work Employees participate in the sele

24、ction process Employees receive formal performance feedback and are actively involved in the performance improvement process Ongoing training is emphasized and rewarded Employees reward and compensation related to the companys financial performance Equipment and work processes are structured to enco

25、urage maximum flexibility and interaction among employees Employees participated in planning changes in equipment, layout, and work methods Work design allows employees to use a varity of skills Employees understand hoe their jobs contribute to the finished product or service,Case study-ABB,It organized around mini-units Empowered its workers Flattened its hierarchy Eliminated central staff,ABB First and