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1、Bank of America Human Resources Organization Transformation Framework美国银行人力资源组织变革框架China Construction Bank中国建设银行,May 11 May 12,20062006年5月11日至5月12日Ranjit Nair,1,What Sets Us Apart:Our Culture Drives Performance我们的独特之处：企业文化是绩效的动力,Through the strength of our culture,the Bank has evolved into a nimble
2、and entrepreneurial organization,where client and customer,service,teamwork and coaching,integration,creativity,process excellence and disciplines of our core competencies are rewarded.These values are reinforced by the consistency and collective experience of our senior management team.美国银行凭藉强大的企业文
3、化，已发展成为一个敏捷和具有创业精神的机构，坚持以客户为中心，奉行服务、团队合作和辅导、整合、创造性、流程卓越和核心业务能力原则的价值观。高级管理团队的一致性和集体经验更是巩固了这些价值观。,Client and Customer focus/Business IntegrationRevenue Productivity/Organic Profitable GrowthRigorous Expense ManagementBalancing Risk and RewardCapital Efficiency/ManagementProcess Driven and Measurement
4、Focus,(1/1/01,12/31/04),-50%,0%,50%,100%,150%,2002,2003,2004,$239,$174,$132,$117,$109,$100,Jan 1,2001,2001,%Return/收益率,2001年1月1日,25th Percentile第25百分位数,Median中位数,75th Percentile第75百分位数,90th Percentile第90百分位数,Total Shareholder Return Financial Services Peer Group总股东收益金融服务同业分布图,关注客户/业务一体化营业收入率/内生性可赢利增
5、长严格的费用管理均衡风险和收益资本效率/管理以流程为驱动力，以考核为中心,2,Bank Of America Organization Structure美国银行的结构,Bank of America美国银行,Global Technology Services and Fulfillment全球技术、服务及业务实现部,Global Quality and Productivity全球质量及生产率处,Global Consumer&Small Business Banking全球个人及小型企业银行业务部,Global Wealth&Investment Management全球财富及投资管理部
6、,Global Corporate and Investment Banking全球企业金融及投资银行部,Global Human Resources全球人力资源部,Global Risk全球风险部,Global Corporate Planning&Strategy全球企业规划及战略部,Finance财务部,3,4,Matrix Management vs.Hierarchy Management矩阵式管理与分级管理,Functional Leaders/Executives are dotted lined to LOB Executive and solid lined to head
7、of Function集团职能部门主管/经理与业务线主管之间的连线是虚线（间接上下级），与职能部门负责人之间的连线为实线（直接上下级）,Global Technology,Service&Fulfillment技术，服务及业务提供部,Quality and Productivity质量与生产率部,Finance财务部,Global Risk Management全球风险管理部,Global Human Resources全球人力资源部,Business Finance Officer业务部财务经理,Technology Exec 技术主管,Risk Exec 风险主管,Q&P Exec质量与生
8、产率部经理,HR Exec 全球人力资源部经理,Global Consumer&Small Business Banking全球个人和小型企业银行业务,Global Corporate and Investment Banking全球机构和投资银行业务,HR Exec 全球人力资源部经理,Business Finance Officer业务部财务经理,Technology Exec 技术主管,Risk Exec 风险主管,Q&P Exec质量与生产率部经理,HR Exec 全球人力资源部经理,Global Wealth&Investment Management全球财富和投资管理业务,Busi
9、ness Finance Officer业务部财务经理,Technology Exec 技术主管,Risk Exec 风险主管,Q&P Exec质量与生产率部经理,5,Matrix Management Relationships Global Consumer and Small Business Banking,6,Global Consumer and Small Business Banking 全球个人和小型企业银行业务部 Matrix Management Relationships 矩阵式管理关系,Q&P ExecGlobal Consumer&Small Business Ba
10、nking,Ken Lewis首席执行官,质量及生产率主管全球个人和小型企业银行业务部,全球质量及生产率部,7,Matrix Management Relationships Global Consumer and Small Business Banking,Confidential and Proprietary Materials.For use only by China Construction Bank and Bank of America personnel.See applicable contracts.,8,Global Consumer and Small Busine
11、ss Banking 全球个人和小型企业银行业务部 Matrix Management Relationships 矩阵式管理关系,全球个人和小型企业银行业务部Liam McGee,东部分部,西南分部,西部分部,东北分部,社区分部,分销,银行业务中心,网上银行及自动取款机,支持,银行卡服务部,销售及服务执行部,个人房地产部,营销部,制造,电子商务及自动取款机部,Confidential and Proprietary Materials.For use only by China Construction Bank and Bank of America personnel.See appli
12、cable contracts.保密资料。仅供中国建设银行和美国银行人员使用。详见对应合同。,9,Global Human Resources as an Enabler 全球人力资源作为公司推动器,HR Vision HR愿景Enable the company to drive revenue and achieve business objectives by attracting,developing and retaining world-class talent and by proactively advancing and defending the Companys inte
13、rests and reputation globally.通过吸引、培养和保持世界水准的一流人才，并通过积极的推进和维持公司的全球利益和声誉，帮助公司盈利，实现业务目标。,HR Mission HR使命Accelerate the organizational and people capabilities of the businesses we support so they can execute on their revenue growth,customer delight and operational excellence priorities.加快组织和人才能力，以使他们能推
14、动公司发展，增进客户满意度，实现运营卓越。,Core Processes:核心流程：Staffing;员工选用Communication 评估和奖励Talent Management 人才管理,10,Culture文化Values价值观Leadership Model领导力模型,Staffing员工选用 Defined strategy to hire,place,and promote people with the right capabilities to help the organization gain competitive advantage.确定员工雇佣，任用和晋升的战略，以
15、帮助组织获得优势竞争力。,Associate Development员工培养 Ensure learning&development opportunities to maximize current associate performance and future potential.Improve associate capabilities in critical skills.确保学习和发展机会，以使员工现有业绩和未来潜力最大化。增强员工关键技能的掌握能力。,Performance Management绩效管理Clearly defined roles and expectations
16、.Focus associates on the behaviors that contribute to achieving desired results.明确定义工作内容和预期目标。使员工注重那些能够达成预期结果的行为。,Reward&Recognition奖励与评估 Align performance measures and incentives to re-enforce desired associate behaviors.使绩效考核和奖金挂钩，以加强预期员工行为。,Communication&Leadership沟通和领导力 Provide vision&directionC
17、oaching&FeedbackAssociate engagement&alignment提供前景和方向指导及反馈，员工参与和联合。,Talent Management人才管理 Defined talent strategy tied to business needs that ensures the best people in our most critical positions.Tactics to build benchstrength,focusing on developing our high potential talent 根据业务需求明确人才战略，保证优秀人才担当重要
18、职位。建立战术优势，侧重培养有潜力的人才。,Products&Services:“What we do”产品和服务：“我们做了什么”,11,Human Resource Framework 人力资源的框架结构,Future/StrategicFocus未来/策略的焦点,Management of Strategic Human Resources策略性人力资源的管理,Processes进程,People人员,Day-to-Day/Operational Focus每天/运营焦点,Management ofHuman ResourcesInfrastructure人力资源基础结构的管理,Mana
19、gement ofEmployeeContribution员工贡献的管理,Management ofTransformation andChange转化和变化的管理,12,Architecting and Driving Enterprise Change策划和促使企业的变化,Steps步骤,Define定义Measure衡量Analyze分析Improve改善Control控制,Tools工具,STAR Model STAR模式MBF,Pareto,FMEA(risk analysis),Cause&Effect,Process Maps,Etc.基于事实的管理MBF、帕累托原则Pareto
20、、失效模式及后果分析FMEA（风险分析）、原因&效果、进程图示等等）Project Plans项目策划Control Charts控制图表,Throughout theChange ProcessThe manager mustTirelessly:在贯穿整个的变化进程中，管理者必须不知疲倦地：Contact联系Communicate沟通Engage Others从事其它事务,13,Best Place to Work 最好的工作地方,Working Mother magazine职业妇女杂志Chooses Bank of America as one of 100 Best Companie
21、s for Working Mothers.选定美国银行作为100家最适合妇女工作的公司。,Hispanic Magazine西班牙杂志Names Bank of America one of the top 100 companies in the U.S.,citing business and job opportunities for Hispanic Americans.在业务经营和为拉丁族裔美国人提供工作机会方面，美国银行被提名为100家顶尖美国公司之一。,Diversity Inc.Magazine Diversity Inc.杂志Recognizes Bank of Ameri
22、ca as one of the Top 50 Companies for diversity.在多元化方面，美国银行被评为50佳公司。,14,Organization Transformation组织变革,15,Partners with the Business and Function to align Business Strategy with Organizational transformation 与业务和职能部门建立合作关系，使公司商业战略和组织变革相适应Partners with the Business and Function to identify competenc
23、ies,skills and success profiles for the key roles;与业务和职能部门建立合作关系，确定 岗位所需上岗资格、技能和成功要素Partners with the Business and Function to architect and drive the change across the enterprise including alignment of roles and responsibilities与业务和职能部门建立合作关系，在全公司规划实施改革，包括将岗位和承担的责任进行调整Creates Job Profile and Descri
24、ption 建立职位描述及职位要求Determine specific impact analyses of the transition to the new model on the existing organization,roles,people and responsibilities 在转换到 新模式后，对现有组织，岗位，人员以及责任方面造成的影响进行分析Crafts organizational chart of“To Be”environment 草拟改革后的组织框架Assist in selecting the right talent for the roles 协助选择
25、 岗位合适人选Develops assimilation and on-boarding plan for associates in new role 为调换到新岗位的员工提供适应计划Provides the framework,processes and tools to drive performance assessment/management for associates in role为在岗员工提供绩效评估/考核框架、流程、工具Provides leadership development and talent management framework and guidance提
26、供领导培训、人才管理框架及指导原则Determines right compensation levels and mix for role 为岗位设定合适的薪酬范围和薪资组合,HRs Role in the Transition the partnership model 转换中人力资源部起到的作用合作模型,16,Framework for Architecting and Driving Change The Star Model变动管理构架及促进框架星型模型,Culture文化,Fit among these elements produces effectiveness将上述各要素进行
27、合理搭配以提高效力,17,What Key Aspects Do We Assess When Analyzing Organization Effectiveness?分析组织有效性时应关注什么关键问题？,Metrics&Rewards 考核及激励Accountability Measures 工作责任度量Alignment of Compensation 与工资福利调整挂钩Results/Behaviors Reinforced强化工作结果与表现,People Capability 员工能力Key Leaders 主要负责人Skills Matrix 技能组合Right fit vs.Co
28、re Competencies合理安排与提高核心竞争力比较Learning/Development 学习和发展,Mgmt Systems&Processes管理系统及操作流程Horizontal/Core 横向管理/核心管理Information&Technology 信息技术Processes Built-out 过程扩建Customer Aligned 与客户一致Functioning at Six Sigma 按照六西格玛原则运作,Structure 结构Clear Accountability 工作责任明确透晰Lateral Integration 横向联合Focus 关注重视Effi
29、ciency 注重效率,Strategy 战略Business Direction/Value Drivers 商业发展方向/价值驱动External Marketplace Realities 外部市场实际情况Face Validity 表面效度 Face Real Need 工作面真实需求,Learn about whats working or not working掌握了解什么起作用或不起作用,18,Utilizing the DMAIC model for project execution使用 DMAIC 模型方法进行项目实施,Steps/Deliverables步骤,Phase阶段,Define定义,Measure衡量,Analyze分析,Improve改进,Control控制,Timeframe时间表,19,
