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1、Human Resource ManagementA Strategic Overview,Corporate Strategy and HR Strategy,Business Strategies,Leadership Objective,Organization Model,Corporate Strategy,Case for Change,CorporateDirection,External Market Forces,Customer requirements are changingCompetitive threats are increasingThe Internet i
2、s hereIndustry alliances are shiftingThe indirect channel is under attack,1991-1999 ERA,2000 and beyond ERA,Leadership Objective,To be a Fortune 100 company by 2003,Corporate Strategy and HR Strategy,Business Strategies,Fortune 100Company by 2003,Organization Model,Corporate Strategy,Case for Change
3、,CorporateDirection,Corporate Strategy,Core Business New Strategic Markets HR Strategy(Invest in People),Corporate Direction,Corporate Direction,Changing external market forcesChanging internal requirements,Case for Change,Fortune 100Company by 2003,Organization Model,HR Strategy(Invest inPeople),Co
4、reBusiness,NewStrategicMarkets,Business Strategies,Business Strategies,Positive Economic Value Add(EVA)Number 1 or 2 position in each business segment,Corporate Direction,CorporateDirection,Changing external market forcesChanging internal requirements,Case for Change,Top 3 GlobalComputer Company by
5、2000,Organization Model,CoreBusiness,NewStrategicMarkets,#1 or#2in EachBusiness,PositiveEconomic Value Add(EVA),HR Strategy(Invest inPeople),Business Strategies,Ensure customer success through our people,global partnerships,solutions and servicesRedefine the Internet experienceBuild the business-cri
6、tical InternetEstablish and reinforce a unified brand,Corporate Direction,CorporateDirection,Changing external market forcesChanging internal requirements,Case for Change,Top 3 GlobalComputer Company by 2000,Organization Model,CoreBusiness,NewStrategicMarkets,HR Strategy(Invest inPeople),CustomerSuc
7、cess,InternetExperience,BuildInternet,UnifiedBrand,Compaq Confidential,Fortune 100Company by 2003,Core Business,NewStrategicMarkets,#1 or#2 inEach Business,PositiveEVA,ORGANIZATIONMODEL,BUSINESSSTRATEGIES,CORPORATESTRATEGY,LEADERSHIPOBJECTIVE,BusinessUnit A,BusinessUnit B,Regions,CorporateSupportFun
8、ctions,Corporate Direction,BusinessUnit C,HR Strategy(Invest inPeople),Developing HR Strategy,Corporate Strategy,Human Resources Strategy,Corporate Strategic Goals and Capabilities,Vision 2000:Everything to the Internet,Mission:The Nonstop Internet Company,Strategy:Leadership in internet access,infr
9、astructure,services and solutions,Objective:Balanced across employee,customer,market,financial and operational,Structure:Aligned for speed of execution,Attitude:Inspired,Company 2001,VisionEverything to the InternetMissionTo enable human achievement bytransforming information technologyStrategyLeade
10、rship in Internet access andinfrastructure through superior technology,services and partnershipsObjectivesBalanced across employee,customer,market,financial&operationalAttitudeInspired,Corporate Strategic Goals,Great people:Empower the most innovative,trusted and diverse talent in our industryCustom
11、er satisfaction:Understand our customers expectations and measure our performance in meeting and exceeding themPractical innovation:Develop products,services and solutions that will inspire our diverse customersTrusted partnerships:Inspire trust by managing quality relationships,acquisitions,and all
12、iances,Corporate Strategic Goals,Process speed and simplicity:Develop industry leading time-to-market and operational processes and infrastructureStrong brand:Build a strong,unified and globally recognized identity though consistent values and behaviorsMatrix management:Cooperate seamlessly across o
13、ur company to serve our customersLeadership:Develop strong,diverse leadership which balances strategic thinking,operational focus and employee engagement,Strategic Evolution of Human Resource Role,Old thinkingHR performance primarily administrative role.,New thinking.HR performs primarily strategic
14、role,Maintainingpersonnel files,Compensation/Benefits,Benefitsadministration,Relocation,Approval cycles,exceptions,andpolicy interpretation,Recruit,Employee lifecycle management,Retire,HR Role,Corporatestrategy/objectives,Leadership,MatchingSkills,Culture,Rewards&Conse-quences,Motivation,Cross-funct
15、ionalteams,Organizationdesign,Human Resource as Business Partner,Human Resource Strategic Goals,Foster innovationEstablish an environment of continuous learning,growth and leadership developmentCreate an employer image and world-class process for talent planning and acquisition Partner with the busi
16、ness to build customer-focused processes and capabilities,Foster Innovation,Define and obtain leadership buy-inDevelop and deploy an innovation toolkit for managersCreate innovation-sharing communication channelsDevelop incentive,rewards and recognition for innovationDevelop innovative and flexible
17、work arrangements,Establish an environment of continuous learning,growth&leadership development,Build career planning and development toolsDevelop a unified training administration and e-delivery systemDevelop a Compaq leadership modelProvide comprehensive leadership and management trainingDrive suc
18、cession planning deeper into the organization,Create an employer image and world-class process for talent planning and acquisition,Create the employer image consistent with the brandBuild innovative staffing and on-boarding processesDevelop a strategy for managing our contingent workforceRedesign th
19、e ISP process to support talent movement,Partner with the business to build customer-focused processes&capabilities,Build and implement processes and systems to support account teamIdentify and enhance the most critical HR processesDevelop clarity on roles across the matrixIncorporate customer feedb
20、ack into performance management,Linkage between Corporate and HR Strategies in Compaq,Human Resources:Vision,Mission and Values,OUR MISSION:To deliver business results through customer-focused HR solutions.,OUR VISION:HR is a trusted partner in creating an environment that inspires individual commit
21、ment and drives company success.,OUR VALUES:Simplicity&Innovation Leadership&Integrity Accessibility&Responsiveness Personal&Professional GrowthTeamwork&Fun!,OUR ATTITUDE:Proactive!,StrategicPartner,Administrative Expert,Employee Relations Expert,Change Agent,HRs 4 Roles&Key Accountabilities,Changin
22、g Role of HR Manager,HR Continues To Evolve,All Are Important!,Human Resource Vision,To attract talents to join the company,develop their skills so that their potential can be harnessed,motivate them to perform so that they can derive job satisfaction in a conducive,safe work environment,and retain
23、them so that they can progress and advance in their careers within the organization.,Human Resource Mission,To be an effective business partner in the organization by providing value-added services,timely support,accurate and prudent advice for decision-making that will positively impact the results
24、 of the Companys operations.,Strategic Components of Human Resources,COMPENSATION MANAGEMENTWe believe in paying competitive wages that commensurate with job size and individual performanceWELFARE MANAGEMENTWe believe in being a firm,fair and caring employer.We strive to make employees value their j
25、obs and want to remain in the organization based on their abilities to contribute and grow.PERFORMANCE MANAGEMENTWe believe in equipping employees with the necessary skills to do a good job,providing them with the tools,the environment,the support and the information needed to excel in their jobs.CA
26、REER MANAGEMENTWe believe in matching employees strengths and aptitudes to available jobs,developing them to their highest potential and offering them opportunities to advance in their careers.CULTURE/VALUE MANAGEMENTWe believe in instilling our corporate core values and promoting a corporate cultur
27、e that emphasizes results,teamwork,learning,sharing,service quality and work excellence.,Internalequity,Externalequity,Employeeequity,Administration,Concepts,Compensation Techniques,Planning,Budgeting,Monitoring,Evaluating,JobAnalysis,JobDescription,JobEvaluation,JobGrades,MarketDefinitions,SalarySu
28、rveys,PolicyLines,PayStructures,SeniorityIncreases,PerformanceEvaluation,IncreaseGuidelines,Compensation Objectives,Role clarity and accountabilityFacilitates administration and performance managementCompetitive wage policies and practicesInfluence employees workattitudes and behaviourAttract talent
29、s.Retain talents.Motivate employeesComply with regulations.Consistency in policyadministration.,The Strategic Compensation Model,Retaining Talent:Its About Dollars&SENSE,Need a balanced approach to maximize ability to attract,retain and compete effectively in this market,Dollars:Economic Equity,SENS
30、E:Emotional Equity,Lets look at what we are doing to develop and support stronger manager/employee relationships,Attraction&Retention:The Differentiating Quadrants,Ideals/Values,Mental,Emotional,Physical,Play,Compete,Win,Base PayHealth Benefits,Learning OpportunitiesTeamworkWork/Life BalanceBonuses/
31、Recognition,Performance ManagementLine of SightCareer AdvancementPay for Performance,Effective LeadershipMotivating CultureReal InvolvementDiversity Valued,Talent Secrets of Fortunes“Best 100 Companies to Work For”,Presented by Hewitts Dr.Edward Gubman,Human Resource Planning Society Annual Conferen
32、ce,April 2000.,ENGAGEDEMPLOYEES,Culture and Purpose Sense of purpose Organizational values,Total Compensation Pay/financial recognition Benefits,Job Tasks Impact Challenge/Interest Authority/responsibility,Relationships Co-workers Managers Customers,Leadership Credibility Trust,Quality of Work/Life
33、Physical environment Work-Life balance,Opportunity Growth/development Advancement,“Seven Factors”Make the Difference,Performance Management,Team Challenges,UncertaintyandNon-Participation,DisagreementandLowProductivity,DisunityandConflicts,Competitionand Resistance,GOALS,ROLES,PROCESSES,RELATIONSHIP
34、S,Individual Outcomes,Team Outcomes,Organizational Outcomes,Managing SelfandRelationships,Interdependencyand MutualSupport,Values andCulture Building,Total Qualityand HighProductivity,ResourceOptimization,Visionand MissionAlignment,UnifyingDirections andTeam Commitment,ClearAccountability andAssigne
35、dResponsibility,Effective andEfficientOperations,Knowing OnesStrengths and Weaknesses,PlanningandProblem-Solving,PersonalCommitmentand ActionPlanning,“Our people are our greatest strength.Developing them is our greatest strategy.”Hans W.Gutsch,People Development,Customer Service Excellence,Customer
36、Intimacy and Executive Touch,Solutions Oriented Customer Relations Management,HRD Focus Areas in the 21st Century,Skill-set Technical Project Management Management Function Skills Human Relations Managing change,Behavior Leadership Teamwork Change adaptability Work hard and smart Discipline,Mindset
37、Proactive Paradigm shift Continuous Improvement mindset Open minded,Core Values Integrity Value diversity Customer oriented Results oriented Passion to win,Managing Change Meaningfully,Managing Change Meaningfully,McKinseys 7-S Model,The Spectrum of Business Process Reengineering,Depth ofChange,Bene
38、fits Realized,Reinvent,Redesign existingprocess to worldclass standard,Streamline,10XImprovement,3-5XImprovement,1.5-2XImprovement,SingleFunction,MultipleProcesses,BusinessUnits,CompanyWide,Breath of Change,RE-ENGINEERING,CorporateCulture(Core Values),Responsiveness(Service-centred),Reliability(Qual
39、ity-centred),Relationships(People-centred),Resourcefulness(Innovation-centred),Responsible-mindedness(Results-centred),Corporate Culture and Organization Effectiveness,Lee Kok Wai-April 1998,Resilience(Character-centred),Human Resource Objectives,Provide trained manpower to meet the short-and long-t
40、erm business needs of the organization.Ensure staff clearly understand their roles and responsibilities and how they can contribute effectively to the achievement of the companys objectives.Institute and ensure that reward,recognition and incentive systems are effectively designed and administered.E
41、nsure that the companys policies and procedures are fairly and consistently implemented throughout the organization.Ensure that employee-management relations are cordial and harmonious at all times.Ensure that the working environment remains safe and conduciveEnsure the community outreach programs a
42、re effective and strengthen the companys image as a responsible corporate citizen,Human Resource Management,Recommended Readings,“Human Resource Champions”by Dave Ulrich,Harvard Business School Press,1997“A Handbook of Human Resource Management Practice 7th Edition”by Michael Armstrong,Kogan Page 1999Case study:The Newcom Technologies Pty Ltd,
