現(xiàn)代人力資源管理理念

1、Human Resource Management,,現(xiàn)代人力資源管理理念,人力資源管理,人力資源管理就是為公司吸引人才, 留住人才,并保證員工的高水平發(fā)揮,以實(shí)現(xiàn)企業(yè)的目標(biāo).人力資源的管理活動(dòng)包括:1. 招聘與甄選.2. 培訓(xùn)與開發(fā).3. 績效管理與反饋4. 薪酬福利.5. 員工關(guān)系.,Human Resource Management includes all activities used to attract &am

2、p; retain employees and to ensure they perform at a high level in meeting organizational goals.,人力資源管理體系的構(gòu)成,招聘與甄選,員工關(guān)系,薪酬福利與獎(jiǎng)勵(lì),績效管理,培訓(xùn)與開發(fā),,,,,,,,,,,Figure 10.1,現(xiàn)代人力資源管理模式,崗位分析,崗位評(píng)價(jià),目標(biāo)設(shè)定,績效評(píng)估,薪酬體系,人力資源開發(fā),,,,,,,,,人力資源管理,必須

3、與與企業(yè)組織構(gòu)架與戰(zhàn)略一致招聘: develop a pool of qualified applicants.甄選: determine relative qualifications & potential for a job. 培訓(xùn)與發(fā)展: ongoing process to develop worker’s abilities and skills.績效管理與反饋: provides information

4、about how to train, motivate, and reward workers. Managers can evaluate and then give feedback to enhance worker performance.,HRM Components,薪酬福利: high performing employees should be rewarded with raises, bonuses. Incr

5、eased pay provides additional incentive. Benefits, such as health insurance, reward membership in firm.員工關(guān)系: managers need an effective relationship with labor unions that represent workers.Unions help establish pay,

6、and working conditions. If management moves to a decentralized structure, HRM should be adjusted as well.,人力資源管理的法律環(huán)境,人力資源管理是一個(gè)相當(dāng)復(fù)雜的工作, 涉及到許多政府的法律法規(guī).,人力資源計(jì)劃,包括經(jīng)理人對(duì)目前和未來公司人力資源需求的預(yù)測(cè)所進(jìn)行的所有活動(dòng).必須在招聘與甄選前完成需求預(yù)測(cè): Demand

7、 forecasts made by managers estimate the number & qualifications the firm will need.供給預(yù)測(cè)Supply forecasts estimate the availability and qualifications of current workers and those in the labor market.,招聘與甄選,人力資源計(jì)劃,工

8、作分析,決定招聘甄選的需求,,,Figure 10.2,人力資源計(jì)劃:資源外包,什么是資源外包: managers can decide to contract with outside workers rather than hiring them.Outsourcing is more flexible for the firm.Outsourcing often provides human capital at a lowe

9、r cost.資源外包的問題:managers lose control over output.Outsource contractors are not committed to the firm.,人力資源計(jì)劃: 工作分析,決定工作的任務(wù),職責(zé), 義務(wù).A job analysis should be done for each job in the organization.Job analysis can be do

10、ne by:Observe current workers.Questionnaires filled out by worker and managers.Current trends are toward flexible jobs where duties are not easily defined in advance.,招聘,外部招聘: managers look outside the firm for people

11、 who have not worked at the firm before.Managers advertise in newspapers, hold open houses, recruit at universities, and on the Internet.External recruitment is difficult since many new jobs have specific skill needs.

12、A multi-prong approach to external recruiting works best.內(nèi)部招聘: positions filled within the firm.Internal recruiting has several benefits:Workers know the firm’s culture, may not have new ideas.Managers likely already

13、 know the candidates.Internal advancement can motivate employees.,招聘中的誠實(shí),Managers may be tempted to over-rate the attractiveness of the job and firm.They feel if they are honest, person will not work there.Research in

14、dicates this is a poor strategy.Realistic Job Preview: provides an accurate overview of the job.Avoids having to hire, train and then lose workers.,招聘與甄選的工具,Figure 10.3,甄選程序,After a pool of applicants are identified, q

15、ualifications related to the job requirements are determined:Background Information: includes education, prior employment, college major, etc.Interview: almost all firms use one of two types:Structured interview: mana

16、gers ask each person the same job-related questions.Unstructured interview: held like a normal conversation. Usually structured interviews preferred; bias is possible.Physical Ability Test: measure strength & endu

17、rance.Good for physically demanding jobs.,甄選程序,Paper & Pencil Tests: Either an ability and personality test.Ability test: assess if applicant has right skills for the job.Personality test: seek traits relevant to

18、job performance.Be sure test is a good predictor of job performance. Performance Tests: measure job performance.Typing speed test is one example.Assessment Center: candidates assessed on job-related activities over

19、a period of a few days. References: outside people provide candid information about candidate. Can be hard to get accurate information.,工具的可靠性與有效性,甄選工具必須有可靠性與有效性可靠: the degree to which the tool measures the same thin

20、g each time it is used.Scores should be close for the same person taking the same test over time.有效: Does the test measure what it is supposed to measure?Example: does a physical ability test really predict the job pe

21、rformance of a firefighter?制定出有效的甄選工具是部門經(jīng)理不容推卸的責(zé)任.,培訓(xùn)與發(fā)展,培訓(xùn): 幫助員工如何完成目前的工作幫助員工得到技能以便更有效的工作發(fā)展: 幫助員工建立進(jìn)行新工作的技能.培訓(xùn)通常針對(duì)公司員工, 而發(fā)展通常針對(duì)經(jīng)理人.在決定培訓(xùn)之前, 應(yīng)先進(jìn)行培訓(xùn)需求評(píng)估, 去決定誰需要什么培訓(xùn), 應(yīng)包括哪些內(nèi)容.,培訓(xùn)的方法,培訓(xùn),需求評(píng)估,發(fā)展,教室培訓(xùn),師傅帶徒弟,在崗培訓(xùn),,,教室培訓(xùn)

22、,正規(guī)教育,在崗培訓(xùn),,,,不同的工作經(jīng)歷,,,Figure 10.4,培訓(xùn)的方法,教室培訓(xùn):.在崗培訓(xùn): 師傅帶徒弟:,培訓(xùn)的方法,多種工作經(jīng)歷: 正規(guī)教育: 學(xué)費(fèi)報(bào)銷制定遠(yuǎn)程教育. 不夠采用什么樣的培訓(xùn)與發(fā)展辦法, 都必須對(duì)工作有用.,績效管理與反饋,能力評(píng)估: 技能/能力問題: 有能力和技能但沒有用在工作上, 反饋很難行為評(píng)估: 干的如何結(jié)果評(píng)估: 完成了什么.銷售人員銷售了多少客觀評(píng)估: 基于

23、事實(shí)主觀評(píng)估: 基于經(jīng)理的判斷.,誰來評(píng)估?,主管,同事,客戶,下屬,自己,誰來評(píng)估,,,,,,Figure 10.6,誰來評(píng)估?,自己: 補(bǔ)充.同事:.360 度: 對(duì)經(jīng)理人:同事,客戶, 主管, 自己注意偏見.有效的反饋: 評(píng)估一定要有反饋:正式:非正式:.,有效的反饋:,1. 具體, 針對(duì)可改進(jìn)的行為. 提出改進(jìn)意見.2. 著重在解決問題與改進(jìn)上, 而不是批評(píng).3. 要表達(dá)出對(duì)員工改進(jìn)的能力的信心.4. 利

24、用正式與非正式的反饋.5. 尊重下屬, 表揚(yáng)成績.6. 對(duì)雙方同意的改變, 設(shè)定時(shí)間表.,薪酬與福利,薪酬水平: 同行業(yè)的水平.薪酬構(gòu)架:.福利:.,建立崗位等級(jí),,找出不同崗位評(píng)分的最大差距(Point Differential),,,,,,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,把評(píng)分接近的崗位放在同一

25、等級(jí)，一般是技能評(píng)分在同一級(jí)的。同時(shí)也把評(píng)分的最大差距分成大約11-12等級(jí)左右。,,工資架構(gòu),頂薪點(diǎn),起薪點(diǎn),Spread,Mid-PointProgression,員工激勵(lì),www.china-training.com,一些經(jīng)典的激勵(lì)理論,X理論：工作天生令人討厭人本質(zhì)上懶惰，喜歡受到監(jiān)管回避責(zé)任激勵(lì)物就是金錢必須脅迫、賄賂達(dá)到目的,Douglas McGregor, 1960,一些經(jīng)典的激勵(lì)理論,Y理論：喜歡工作

26、工作同娛樂一樣被賞識(shí)，自我實(shí)現(xiàn)與金錢同等重要員工愿意承擔(dān)工作義務(wù)員工有自律和責(zé)任感所有層次的員工如果有機(jī)會(huì)都會(huì)展示自己的創(chuàng)造力和智慧,一些經(jīng)典的激勵(lì)理論,馬斯洛的需要層次,一些經(jīng)典的激勵(lì)理論,赫茨伯格的雙因素理論,維持因素薪酬福利地位管理風(fēng)格工作安全人際關(guān)系工作環(huán)境企業(yè)政策,激勵(lì)因素工作內(nèi)容工作責(zé)任業(yè)績肯定晉升機(jī)會(huì)事業(yè)發(fā)展工作成就,維持: 少了不行, 多了, 不見得會(huì)怎么樣.,成就，權(quán)力，親和理論,

27、權(quán)力,成就,親和,McClelland,渴望親密的人際關(guān)系:愛團(tuán)隊(duì)的任務(wù)不喜歡沖突喜歡做教練, 導(dǎo)師渴望友誼注意人際關(guān)系,渴望指導(dǎo)和控制別人:競(jìng)爭(zhēng)高形象的項(xiàng)目要得到關(guān)鍵的信息偏愛控制別人的技能,尋求機(jī)會(huì), 達(dá)到標(biāo)準(zhǔn), 并渴望超越別人:適度冒險(xiǎn)個(gè)人負(fù)責(zé)企業(yè)家作用要績效反饋喜歡開發(fā)新人的技能與專門技術(shù),練習(xí),從人力資源管理的角度， 從馬斯洛需求理論,雙因素理論, 成就，權(quán)力，親和理論中得到什么啟示?有沒有一種辦

28、法, 可以最大限度的激勵(lì)員工而沒有副作用?,個(gè)人發(fā)展: 將員工自我追求發(fā)展的本能融入其中,培養(yǎng)主人翁式思維,解釋公司的情況說明公司是如何運(yùn)作和取得收益的幫助員工了解競(jìng)爭(zhēng)狀況鼓勵(lì)理智的冒險(xiǎn)鼓勵(lì)創(chuàng)新思維,如何鼓勵(lì)員工,更大的自主給予更多的責(zé)任職位提升增加在公司曝光的機(jī)會(huì)額外的物質(zhì)支持特殊的承認(rèn)方法更靈活的工作安排給予表達(dá)成功的機(jī)會(huì)物質(zhì)獎(jiǎng)勵(lì),注意:研究員工行為后的動(dòng)機(jī)保持公平, 也要敏感不要把它變成昂貴的投資,怎樣

29、使工作豐富化?,選擇一個(gè)您認(rèn)為最少豐富化的工作, 小組討論, 如何使工作豐富化?,改善員工的績效,鼓舞士氣一天的帶薪假名譽(yù)獎(jiǎng)?wù)侣糜为?jiǎng)勵(lì)表揚(yáng)信老板家的宴會(huì)一次自愿的家庭照片展示會(huì)公司、部門聚餐獨(dú)特的東西： 公司logo的T -shirt, 筆， 包,大腦風(fēng)暴練習(xí):如何鼓舞員工的士氣?,改善員工的績效,鼓舞士氣額外的休息時(shí)間給2個(gè)小時(shí)的午餐時(shí)間三天的周末看雜志的時(shí)間。。,希望與信任,希望是激勵(lì)的基礎(chǔ)信任是所有關(guān)系

30、的基礎(chǔ)， 激勵(lì)力的源泉賦權(quán)經(jīng)理人的榜樣， 言必行的風(fēng)格分享對(duì)未來的設(shè)想,vision,娛樂與激勵(lì),娛樂建議箱練習(xí)：幫助你們的公司尋找一個(gè)工作中的樂趣。,西南航空 ceo (連續(xù)26年獲利)Herb Kelleher: 公司會(huì)議- 金項(xiàng)鏈/ 白色休閑裝, 象貓王服務(wù)日: 穿制服,倒coffee….,IBM 的獎(jiǎng)勵(lì)體系介紹,正式獎(jiǎng)勵(lì) 總經(jīng)理獎(jiǎng)杰出領(lǐng)導(dǎo)獎(jiǎng)突出貢獻(xiàn)獎(jiǎng)( 不含銷售)非正式獎(jiǎng)勵(lì)團(tuán)隊(duì)獎(jiǎng)成就獎(jiǎng)經(jīng)理獎(jiǎng)

31、,員工關(guān)系Employee Relations,www.china-training.com,韋爾奇語錄,我們喜歡小公司的溝通方式: 簡(jiǎn)單, 直接,富有激情. (We love the way small companies communicate: simple straightforward, passionate.),內(nèi)部交流,有哪些方法可以幫助我們更好的進(jìn)行員工交流?,內(nèi)部交流,考慮分享：信件Letters活動(dòng)報(bào)告Acti

32、vity and trip reports剪報(bào)News clips演講稿的拷貝copies of presentations個(gè)人的相關(guān)信息personal messages積極主動(dòng)的分享信息!,內(nèi)部交流,及時(shí)相關(guān)可信直接迅速,內(nèi)部交流,包括6個(gè)C:客戶Customers競(jìng)爭(zhēng)Competition變革Change成本Costs報(bào)酬Compensation員工關(guān)心的問題Concern,內(nèi)部交流,對(duì)員工來說, 最

33、可靠信息來源莫過于同管理層的溝通. The most credible source for employees is direct contact with management,內(nèi)部交流,鼓勵(lì)/扶持內(nèi)部交流Encourage and foster oral communication throughout the organization.要頻度, 不要長度.Go for frequency, not length.,討論:,

34、談?wù)勀銈冏钕Ｍ赖墓拘畔? 判斷是否滿意?,員工與經(jīng)理的關(guān)系,圓桌會(huì)議工資體系福利員工服務(wù)業(yè)績考評(píng)個(gè)人發(fā)展獎(jiǎng)勵(lì)資源管理Executive Interview部門會(huì)議員工調(diào)查Speak UpOpen Door員工俱樂部,公司的規(guī)章制度/ 辦法,員工關(guān)系幾點(diǎn)建議,不要：太忙不敏感偏見獎(jiǎng)勵(lì)、工資不及時(shí)與員工集體談員工的問題,回顧,什么是現(xiàn)代人力資源管理招聘與面試培訓(xùn)與發(fā)展... ...薪酬福利