1、咨询项目审核The item checks before acceptance,咨询项目内容Progress of Consulting Project,岗位职责与工作标准梳理Job descriptions & work criteria,员工职业化规范Occupational Norm,薪酬福利体系设计System of salary & benefits,组织架构与关键流程梳理 Organization& key flow,培训体系设计Training system,全面激励系统设计Motivation system,项目总结验收The item checks before accept
2、ance,绩效管理系统 System of management by performance,愿景及战略梳理 Vision & strategy,管理权限表修改Manage Legal power modification,制度整合 Rationalization & formulation of regulations,管理人员PDP测评解读与管理改进建议PDP report and management advise,1、愿景与战略梳理 Vision & strategy,1.1愿景、使命和其它战略要素 Vision, Mission and Strategic Factors1.2战略
3、要素解析 Analysis of Strategic Factors,2、组织架构与关键流程梳理 Organization & key flow,董事会Board of Directors,总经理Managing Director,财务总监CFO,董事会监察组Internal Audit,销售委员会Sales Commission,内审办Audit Office,生产副总经理DMD-production,副总经理DMD,人力资源总助AMD - HR,财务会计总助AMD Fin. & Acc.,营销物流总助AMD - marketing & sales, logistics,技术总监CTO,厂长
4、Factory Manager,2.1机构图,采购部Purchasing dept.,总经办MD Office,物流部Logistic,华北销售部Northern Sales Dept.,南宁销售部Nanning Sales Dept.,客户服务部Customer Service Dept.,市场策划部Marketing Planning Dept.,会计部Accounting Dept.,财务部Financia Dept.,电脑部Computer Dept.,人力资源管理部HRM Dept.,人力发展部HRD Dept.,管理体系发展部 MSD Dept.,农务部Agriculture De
5、pt.,生产部Production Dept.,质量管理中心QA center,行政管理部Adm. Dept.,人事办公室Personnel Office,2.2跨部门关键流程管理（共31个文件） Control of Cross-department Key Flow (31 documents) 财务/审计/电脑 Fin./Audit/Computer4个 采 购 Purchasing 4个 生 产 Production 5个 销 售 Sales 1个 人事行政 HR & Adm. 10个 总 经 办 MD Office 6个,3、岗位职责与工作标准梳理 Job descriptions
6、& work criteria,3.1部门职能手册 Department Functions Manual3.2职位说明书（260份） Job Description (260 copies),3.3 集团各部门职能范围Scope of departments functions and powers,部门职能(续) Department Functions (continuation),部门职能(续) Department Functions (continuation),部门职能(续) Department Functions (continuation),4.员工职业规范 Occupat
7、ional Norm,4.1员工职业行为规范手册 Manual of Occupational Conduct Norm for Staffs 从2005年7月10月对全集团所有员工进行了全员职业化培训 Conducted occupational training for all staffs of the group during July to October 2005.,4.1-1员工职业行为规范手册主要内容 Contents of Occupational Norm Manual,第一章 总 则 第二章 价值观 Chapter 1 General principles Chapter
8、 2 Value 第三章 员工的胜任力 第四章 员工职业形象Chapter 3 Requirements on staffs quality Chapter 4 Occupational image 第五章 公司工作礼仪 第六章 员工职务准则Chapter 5 Working etiquette Chapter 6 Position guide line 第七章 时间管理 第八章 沟通与交流Chapter 7 Time management Chapter 8 Communication 第九章 接受工作委派 第十章 工作请示Chapter 9 Assignment undertaking C
9、hapter 10 Request 第十一章 工作汇报 第十二章 反馈 Chapter 11 Report Chapter 12 Feedback 第十三章 会议 第十四章 客户服务Chapter 13 Meeting Chapter 14 Customer service 第十五章 团队合作 第十六章 内部人际关系协调Chapter 14 Teamwork Chapter 16 Coordination of interpersonal relations 第十七章 情绪管理 第十八章 影响力的运用 Chapter 17 Emotion management Chapter 18 Appli
10、cation of influential power 第十九章 冲突的处理 第二十章 突发事情的处理Chapter 19 Conflict handling Chapter 20 Emergency handling,4.2管理人员职业行为规范手册Manual of Occupational Conduct Norm for Managerial Staffs,第一章 总 则 第二章 管理胜任力Chapter 1 General principles Chapter 2 Requirements on managing ability 第三章 管理人员的职业素养 第四章 角色扮演 Chapt
11、er 3 Occupational quality Chapter 4 Roles of managerial staffs 第五章 授权与委派工作 第六章 员工培养与辅导 Chapter 5 Authorization & assignment Chapter 6 Training and direction for staffs 第七章 绩效评估 第八章 离职谈话 Chapter 7 Performance evaluation Chapter 8 Resignation talk,5、绩效管理系统 System of management by performance,5.1绩效管理手册
12、 Manual of Management by Performance,5.2考核方法 Evaluation Method,5.3考核比例分布 Evaluation Result Proportion,5.4考核结果应用 Application of Evaluation Result,6、薪酬福利体系设计 System of salary & benefits,6.1薪酬管理手册 Manual of Pay System Management6.2工资分配细则 Rules of Salary Distribution 6.3职务管理手册 Manual of Job Management,6
13、.4薪酬构成 Salary Structure,6.5薪酬调整 Salary Adjustment,6.6特殊工资/生活费/补贴 Special salary/living expense/allowance,特殊工资/生活费/补贴(续) Special salary/living expense/allowance (continuation),6.7加班工资 Overtime,6.8职务管理 Position Management 6.8.1职务序列 Position order,6.8.2职务调整 Position Adjustment,1、公司员工职务晋升的通道一般按职务序列表执行，技
14、术类和操作（服务）类的员工可以晋升到管理序列的岗位。员工职务提升坚持逐级提拔的原则，特别优秀的员工可破格提升，但一般不应超过两个级差；员工不属犯严重错误降级的，降级一般不应超过两个级差。 Normally employees promotion will follow the position order, and the employees belonging to technical and operation (service) parts can be promoted to management part. Insist upon the promotion principle of
15、 level-by-level, but the promotion of particularly excellent employee can break the rule and cross no more than two levels; if employees are not reduced to lower ranks due to serious mistake, the demotion should not be over two levels.,职务调整(续) Position Adjustment (continuation),2、员工职务晋升必须与员工绩效考核相结合。
16、员工获得职务晋升的必要条件是： 在本公司原工作岗位至少工作一年以上 近两个(半)年度的考核等级均在A等以上 The promotion has to be related with performance evaluation. Necessary conditions for promotion are: Stay at the original position in the company for at least one year Evaluation of recent 2 years (half a year) are scored A or above,6.8.3跨级调整 Cro
17、ss-level adjustment,7、培训体系设 Training system,7.1员工培训管理手册 Manual of Staffs Training Management 7.2培训工作表单 Training Forms 7.3培训师资管理办法 Regulation of Training Teachers Management,8、全面激励系统设计 Motivation system8.1全面激励制度Comprehensive Motivation System,8.2激励办法 Motivation System,1、发放奖金 Bonus allocation 2、薪级晋升 S
18、alary increase 3、培训发展 Training 4、旅游考察 Travel for visit,9、制度整合 Rationalization & formulation of regulations,9.1劳动人事管理制度 Regulation of Labor & Personnel Management,9.2劳动人事制度主要内容 Contents of Labor & Personnel Management Regulations,第1章 总则 General Principle第2章 公司人力资源政策 HR Policies第3章 岗位管理 Position Manag
19、ement 第4章 员工聘用 Labor Employment 第5章 员工培训 Employee Training 第6章 员工绩效管理 Performance Management 第7章 员工工资福利 Pay & Benefits System 第8章 员工考勤管理 Work Attendance Management第9章 工作时间与休假 Working Hours & Holiday 第10章 员工请假 Leaves 第11章 员工奖惩 Awards & Punishment 第12章 劳动合同管理 Labor Contract Management 第13章 员工离职管理 Leav
20、e of Office Management 第14章 员工退休 Retirement,9.2.1公司人力资源政策 HR Policies,1、全员实行劳动合同制；Labor contract system 2、 “以人为本”的用人理念； 实行“人性化管理”；员工是公司最有价值的资产； Human dignity: employees are the most valuable assets of the company3、在合适的岗位上使用合适的人才。 员工胜任力： Right person for right position: 成功导向 Success-guided；系统性思维 Syst
21、ematic thinking；全局观念 Overall point of view； 服务导向 Service-guided；积极主动 Active； 奉献精神 Contribution,9.2.2 代刷卡处罚 Punishment on work attendance check for others,9.2.3工作时间与休假 Working hours & holiday,1、工作时间 Working hours 员工平均每周工作40小时，平均每天工作时间不超过8小 时。部分岗位的员工实行综合计时工作制，有些岗位的员工 实行不定时工作制 Work for 40 hours average
22、ly a week and not more than 8 hours a day. For some special positions, use comprehensive calculation of working hours; and for some others, adopt non-timing system. 、年休假 Annual holidays 工厂员工年休假由各厂根据工作安排统一休假； 总部员工年休假应在本榨季内根据员工申请 ，部门统筹安排休假； Factory will arrange for its employees annual holiday; Head o
23、ffice employees may enjoy annual holiday with approval. 、取消探亲假 Home leave、其它假期按国家规定执行 Other kinds of leaves are in accordance with state regulations.,9.2.4病假管理 Sick Leave Management,9.2.5 其他假管理 Other Leaves Management,9.2.6员工奖惩 Award & Punishment,9.2.7员工处罚 Punishment,9.2.8劳动合同管理 Labor Contract Manag
24、ement,劳动合同期限一般为三年，岗位聘任协议一年一签。高级人才引进可根据工作需要确定劳动合同的期限； Normally the time frame for labor contract is 3 years, and the position employment agreement shall be signed once a year. As for the introduction of senior talents, time limit for the labor contract can be confirmed according to the job requiremen
25、ts.,9.3行政管理制度 Regulation of Administrative Management,9.3.1住宿费 Accommodation Expense,9.3.2差旅补助 Travel Allowance,农务部员工到蔗区及蔗区周边地区工作不视为出差，但享受下乡补助（科长以上管理人员不享受下乡补助），标准为8元/天。Agricultural staffs work at cane area or area nearby is not regarded as travel but enjoy countryside travel allowance (section head
26、or above do not enjoy this allowance), as per RMB8/day.,9.3.3电话费,9.3.4住宿安排,9.4 人力资源及行政规章制度梳理前后对比HR and administrative regulations tuning comparison before & after,10、管理权限表修改Amendment of Authority Regulation,管理权限表 Authority Regulation,11、PDP测评,1、管理人员PDP测评报告 PDP Evaluation Result of Managerial Staffs 2、管理人员PDP测评分析报告 Analysis of PDP Evaluation Result of Managerial Staffs,管理人员培训课程汇总（人数60人） Collection of training courses for managerial staffs (60 persons ),集团公司各级管理人员需培训课程分布（60人）Distribution of required training courses for managerial staffs at different levels,谢谢!Thank you!,
