1、销售手册 IBM人力资源管理转型咨询,2010年9月,管理信息系统转型,2,人力资源转型是企业转型的关键,业务增长战略转型,业务模式和组织架构转型,管理流程转型,整合产品 研发管理 转型,整合供应链管理转型,销售模式和渠道转型,财务管理 转型,3,人力资源转型的动因,当企业发生如下活动时： 业务转型 信息化 扩张 重组 融资 上市 并购 企业领导更迭 ,当企业出现如下情况时： 关键人才匮乏 关键人才流失 人力成本异动 流言蜚语增多 企业风气不正 关键岗位人员违纪 人员流动率异常 员工满意度下降 ,需要考虑人力资源管理进行改善和/或转型,4,人力资源转型目标：获得企业成功的四个关键成功要素,转型
2、目标,1,2,3,4,能够带领员工队伍应对变化，并能产生高绩效的领导团队,一支可以迅速响应外部市场变化的高适应性员工队伍,一个伴随员工整个职业生涯发展的整合的人才管理模式,基于人力资源战略和劳动力效率的组织能力衡量体系,综合而言，人力资源转型咨询聚集于两大方面：人才队伍转型和人力资源管理转型,Enabling the Workforce to drive performance,Driving effectiveness and efficiency of the HR Function,Improve productivity develop and retain “Top Talent”,
3、 move out poor performers,Flexible HR Infrastructure, reduce costs, improve efficiency,(Strategic),(Foundation),HR Value,$,Globally integrated talent management HR workforce analytics Performance management Collaboration and knowledge Leadership development & optimization,Systems enabled transformat
4、ion Flexible, scalable operating models Shared services / centers of expertise Integrated IT infrastructure HR process re-design Employee self-service/portal Administration of outsourced elements,$,5,IBM人力资源转型咨询服务模型,Enabling and Driving,Revenue Growth Cost Saving Productivity Efficiency Retention Qu
5、ality Customer Satisfaction Innovation,$,Strategy and processes align workforces to business objectives which drive innovation and growth across the enterprise,6,We help clients transform the HR function by moving along the maturity continuum ,$,Strategic Alignment of HR,HR Organization & Delivery M
6、odels,HR Technology,HR Policy and Process,HR Skills and Capabilities,Emerging,Elementary,Mature,Differentiated,Next Generation,HR Isolated from Business,HR instrumental in Business strategy,Administrative focus, low value,Strategic focus, high value,Multiple ageing systems,Best of breed, tightly int
7、egrated,Local, inconsistent, manual,User-focused, global, managed,Detailed, transactional, administrative,Active, leading, influential,HR Strategy DevelopmentHR Organization Assessments HR Strategy Development,HR Service Delivery Model DesignHR Delivery Strategy Organization Design,HR Technology and
8、 Architecture Strategy Development HRIT Strategy Review Architecture Design Systems Selection Optimization,HR System Implementation and Upgrades ERP Implementation ERP Upgrades Best-of-breed Integration,HR Process Design Process Design and Implementation Component Business Modeling & SOA,HR Outsourc
9、ing Outsourcing Strategy Solution Design Business Transformation Outsourcing,HR Transformation for M&A HR Due Diligence Integration Support Capability Assessment Program Management HR Systems Integration,HR Analytics HR Data Warehouse Design and Implementation Workforce Analytics,with a solution por
10、tfolio that drives business results and excellence,$,IBM人力资源转型咨询服务模型各模块咨询服务内容（1）,$,咨询服务内容,模块,9,IBM人力资源转型咨询服务模型各模块咨询服务内容（2）,$,咨询服务内容,模块,10,IBM人力资源转型咨询服务模型各模块咨询服务内容（3）,$,咨询服务内容,模块,11,IBM人力资源转型咨询服务模型各模块咨询服务内容（4）,$,咨询服务内容,模块,12,人力资源转型的预期收益,$,13,有助于提升公司财务业绩 有助于提升劳产率 有助于提升员工绩效 有助于降低人工成本,About twice as man
11、y out-performers strongly agreed that their organizations were focused on two key practices: understanding and addressing workforce attitudes and engagement levels and aligning employee and workgroup incentives with appropriate business goals. IBM-HCI Study,* Percentage of companies that exceed the
12、samples median % Profit increase, by industry, 2003-2006,Percentage of financial out-performers within cluster*,% of financial outperformers within clusters by profit,From a subset of publicly traded companies, larger companies with a greater focus on talent management have higher financial performa
13、nce.,Optimizers,Talent Managers,Magnets,Engineers,14,人力资源转型的预期收益有助于提升公司财务业绩,“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces. As a comparison, the averag
14、e top-30 company increased profits per employee by 70 percent The target should be to improve profits per employee by 30 to 60 percent or more.”,The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-
15、intensive jobs in large companies feel they waste from half a day to two days out of every workweek. The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations)
16、of a companys workforce are vast.”,Top 30 Companies,Next 30 Companies,$83,000,$53,000,Mobilizing Minds Lowell L. L Bryan and Claudia L. I. Joyce,15,人力资源转型的预期收益有助于提升劳产率,Good people are great for business,“How much more does a high performer generate annually than an average performer?” - McKinsey,16,
17、人力资源转型的预期收益有助于提升员工绩效,“Organizations invest $30 in labor costs for every $100 in revenue generated Once again, this strongly illustrates the importance of measuring, managing, and maximizing the impact human capital has on the business.”- Saratoga,Labor Cost / Revenue Percent,17,人力资源转型的预期收益有助于降低人工成本,
