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1、People Before Strategy,Michael ChanDirector,China/HKTel:(852)2527 9797Tel:8621 6279 8832,Operationalize Business Strategies throughPeople Managementto Achieve Results,People Before Strategy,Mission/Vision,Strategy,Work Culture,Strategy De-code,Performance Management System,Succession Planning,Org./M
2、anagement Development Planning,Training/Development,Reward Strategy&System,Recruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job EvaluationGrading,Role ClarificationJob Analysis,Key Performance Indicator,Organisation Culture(Values),Target Job Competencies,Individual Competencies,
3、C-Sort,Hay Methodology,Fields of ManagementI.R.M.A.Process Mapping,Hay JA methodologyJE Guide Chart,Hay Methodology,Competencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Coaching and MMPI programs,BEI,Mission/Vision,Strategy,W
4、ork 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 EvaluationGrading,Role ClarificationJob Analysis,Key Performance In
5、dicator,Organisation Culture(Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of ManagementI.R.M.A.Process Mapping,Hay JA/JEGuide Chart,Hay Methodology,Competencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg Model,Engaged Performance,HLS,Paynet External Com
6、petitiveness,Executive/Masterful CoachingMMPI,BEI,Concept of Work Culture,High Performing Organizations.How Value is Created,FUNCTION,NETWORK,PROCESS,TIME-BASED,Technical and specialist leadershipReliabilityResource Management,Customer satisfactionHigh service levelsBalanced returns,Venture drivenEn
7、trepreneurshiprisk-takingEffective partnerships,Speed to marketTechnical edgeExploring opportunities,These are the factors that need measuring and reinforcing,TECHNOLOGY,CUSTOMER,RELIABILITY,FLEXIBILITY,C-Sort,Hay Functional Work Culture Model,“Our Functional Work Culture Rewards,Encourages and Supp
8、orts the Following Behaviors and Activities.”,Very Frequently/To a Great Extent/In Most Parts of the Organization,Very Infrequently/To a Small Extent/In Few Parts of the Organization,Sometimes/To Some Extent/In Some Parts of the Organization,Mission/Vision,Strategy,Work Culture,Strategy De-code,Perf
9、ormance Management System,Succession Planning,Org./Management Development Planning,Training/Development,Reward Strategy&System,Recruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job EvaluationGrading,Role ClarificationJob Analysis,Key Performance Indicator,Organisation Culture(Valu
10、es),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of ManagementI.R.M.A.Process Mapping,Hay JA/JE,Hay Methodology,Competencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive/Masterful CoachingMMP
11、I,BEI,Organisation Structure/Processes,Field of ManagementExternal RelationsFinance and ControlMarketingHuman Resource ManagementProductionPhysical Distribution(Logistics)Research and DevelopmentSecretarial and LegalIRMA and Process Mapping,Mission/Vision,Strategy,Work Culture,Strategy De-code,Perfo
12、rmance Management System,Succession Planning,Org./Management Development Planning,Training/Development,Reward Strategy&System,Recruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job EvaluationGrading,Role ClarificationJob Analysis,Key Performance Indicator,Organisation Culture(Value
13、s),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of ManagementI.R.M.A.Process Mapping,Hay JA/JE,Hay Methodology,Competencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive/Masterful CoachingMMPI
14、,BEI,Job/Role Analysis,Nature and Scope of ActivitiesA Description of:How the job is performed(Environment/Structure)what is involved in achieving the Principal AccountabilitiesPrincipal AccountabilitiesList of End Results that are required from the jobholderKey Performance IndicatorMeasures of succ
15、essful performance of the accountabilitiesCompetency/Skill RequirementSkills and behaviors required for successful performance in the job and the organizationOrganisation Relationship,is a system for ranking jobs logically and fairly by comparing job against job or against a pre-determined scale to
16、determine the relative value of jobs to an organisation.“The term job evaluation refers to a formal procedure for hierarchically ordering a set of jobs or positions with respect to their value or worth,usually for the purpose of setting pay rates.”National Academy of Sciences 1979,Job Evaluation,Tec
17、hnicalKnow-HowManagementBreadthHuman RelationsSkills,Freedomto ActArea of ImpactNature ofImpact,ThinkingEnvironmentThinkingChallenge,PROBLEM SOLVING,KNOW-HOW,ACCOUNTABILITY,Elements of Job Size,Mission/Vision,Strategy,Work Culture,Strategy De-code,Performance Management System,Succession Planning,Or
18、g./Management Development Planning,Training/Development,Reward Strategy&System,Recruitment/Staffing,Organisation Structure/Processes,Mission/Vision,Job EvaluationGrading,Role ClarificationJob Analysis,Key Performance Indicator,Organisation Culture(Values),Target Job Competencies,Individual Competenc
19、ies,C-Sort,Methodology,Fields of ManagementI.R.M.A.Process Mapping,Hay JA/JE,Hay Methodology,Competencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg Model,Engaged Performance,HLS,Paynet External Competitiveness,Executive/Masterful CoachingMMPI,BEI,Hay/McBer Competency Definition,Any motive
20、,attitude,skill,knowledge,behaviour or other personal characteristic that is essential to perform the job,or differentiates average from superior performers,Underlying Competencies Become More Important as Job Complexity Increases,Natural Tendencies and Traits,Task-Related Knowledgeand Skills,For Ex
21、ample:,Knowledge of Electronics,Companies Products,Labor Relations,Law Skill in active listening,Negotiating,For Example:,TenacityInitiativeInterpersonal SensitivitySelf Confidence,Job Complexity,Relative Importance,High,Low,Iceberg Model of Competencies,Knowledge,Skill,Social Role,Self-Image,Trait,
22、Motive,Information that a personhas in a particular area,The image one projectsto others(“outer-self”),A general disposition tobehave in a certain way,Behavioural demonstrationof expertise,A persons sense of identityand worth(“inner-self”),Recurrent thoughtsthat drive behaviour,The Four-Circle Model
23、,Four key factors affecting organisational performance,Critical EI Competencies,The Four-Circle Model,Four key factors affecting organisational performance,Competency Model,The Four-Circle Model,Four key factors affecting organisational performance,Research Has Identified Six Managerial Styles:,Coer
24、civeAuthoritativeAffiliativeDemocraticPacesettingCoaching,What Styles Do I Think I am Using?,What Styles Do They Perceive Me Using?,The Four-Circle Model,Four key factors affecting organisational performance,Six climate dimensions relate to performance:,Research indicates.,High Performing Leaders an
25、d Managers Create Better Climates,The Results of Investing in Competencies,Hay/McBer Competency Method Produces Superior HiresLOreal Salesforce Candidate Selection,1988-1990,15%,41%,6%,0%,78%,68.7%,18.7%,10.5%,21%,0%,Quit or Fired,Candidates forPromotion,Promoted toManagement,AchievedSales Quota,Ave
26、rage SalesIncreasePer Quarter,Focusing on the right competencies has direct business impact,RewardHow willemployees be compensated?,Recruitment and SelectionHow should qualified candidates be identified,assessed and selected?,Career PlanningHow can we help employees realise their potential and aspir
27、ations?,CompetencyModel and Profiles,Training&DevelopmentWhat are the development requirements for our roles?How can we build these capabilities?,Succession Planning and Work Force Audit What capabilities do we have?What do we need?,Performance ManagementHow will we drive superior performance?,Strat
28、egically Applying Competencies,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 EvaluationG
29、rading,Role ClarificationJob Analysis,Key Performance Indicator,Organisation Culture(Values),Target Job Competencies,Individual Competencies,C-Sort,Methodology,Fields of ManagementI.R.M.A.Process Mapping,Hay JA/JE,Hay Methodology,Competencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg Mode
30、l,Engaged Performance,HLS,Paynet External Competitiveness,Executive/Masterful CoachingMMPI,BEI,Engaged Performance,Business Model.People Model,Engaged Performance,REWARD,REMUNERATION,LifestyleWorkstyleBuilding for the FutureQuality of Work,TangiblesCarsClubsDiscounts,RetirementHealth&WelfareHolidays
31、,Annual IncentiveBonus/Spot Awards,Base SalaryHourly Wage,Common Examples,Emotional Reward,Active Benefits,PassiveBenefits,LTI,Reward Elements,Short Term Variable,Base Cash,Definition,Stock/EquityPerformance Shares,T O T A L,T O T A L,TOTAL,DIRECT,TOTAL,CASH,Intrinsic,All things to which we can assi
32、gn a monetary value,COMP ENS A T I O N,Internal value or motivation,Total Reward,Extrinsic,Engaged PerformanceAn Employee and Employer Benefit,Creating the Right Environment Sends a Message to Employees About the Companys Values,EMPLOYER BENEFITInnovation,Optimal Performance,Sustained Competitive Advantage,Higher Shareholder Return,EMPLOYEE BENEFITEnergize Employees(Physical,Mental and Emotional Wellness)Enhance Quality of Life,Hay/McBer:Excellence in Research,
