1、人力资源运营与管理,GE HR,日程表,人力资源管理角色的进化GE的人力资源管理 GE的价值观 GE的运营系统 GE的HR愿景 GE的HR能力素质模型 实现GEHR管理卓越的关键 GEHRM的内容 招聘入职 职业与组织发展 学习与发展 薪酬与福利 雇佣HR操作 终止雇佣,人力资源管理角色的进化,HR 角色的进化 ,People go into HR because they like people Anyone can do HR HR deals with soft side of a business so is not accountable HR focuses on costs, w
2、hich must be controlled HRs job is to be policy police and the health-and happiness patrol HR is full of fads HR is staffed by nice people HR is HRs job,二十世纪,HR must create the practices that make employees more competitive, not more comfortable HR must master both theory and practice HR must know t
3、o translate work into financial performance HR must add value, not reduce costs HR must help managers commit EEs and administer policies HR must see their current work as part of an evolutionary chain and explain their work with less jargon and more authority HR should be confrontative and challengi
4、ng as well as supportive HR work is as important to line managers as are finance, strategy and other business domains.,现状,GE HR的进化 下个角色,HR Business Partners Valued Staffer Facilitators HR Generalists Assessing Culture Proactive Employee Advocates US Centric Internal Idea Sharing,现状,Growth Leaders/HR
5、 Experts Influential Thought Leaders Transformers/Executive Coaches Human Capital Optimizers Shaping Culture Predictive EMPLOYEE ADVOCATES GLOBAL Internal & External Idea Exchanges,目标,GE 的人力资源管理,GE的价值观,GE Value and Growth Traits,Always Executing with Integrity,Outstanding strength: superior role mod
6、el for the GE value Solid values: consistently displays the GE values Development needed: inconsistent display of the GE values,GE Values Operational Definition,GE的运营系统,GE Operating System,Leadership Meetings,Core Business Processes,GE的HR愿景,HR at GE,CEO,CFO,HR,GE HR Vision GE The most competitive an
7、d exciting enterprise in the world HR - Credible, visible, value-added business partner,1Attract, develop and retain the best diverse and global talent 2. Build leadership pipeline 3. Anticipate business needs 4. Ensure that HR initiatives/outcomes are closely linked to business scorecard 5. Leverag
8、e and optimize best practices 6. Develop HR talent with world-class functional skills and business expertise 7. Serve as a voice for employeesemployee advocate 8. Make GE jobs the best jobs in the world,GE HR Agenda,1. Build the leadership pipelinebest of internal and external talent 2. Develop tale
9、ntfocused on growth 3. Drive Employee EngagementGE the worlds Best place to work 4. Optimize GE operations globallyreduce complexity 5. External/Customer Focus,GE HR能力素质模型,GE HR Competency Model,Business Partner,Personal Attributes,HR Expert,Organization Effectiveness Champion,Business Acumen Custom
10、er Focus External Relations Global Mindset,Communication Consulting and Coaching Employee Relations Staffing & Development M&A & Integration Negotiation & Conflict Resolution Process Excellence & HR Technology Performance Mgt & Reward Systems,Values Growth Traits Credibility Judgment Courage,Employe
11、e Advocate Relationship Building Change Agent Organization Effectiveness Corporate Citizenship,如何推动GE HR管理卓越 公司的角色,How to drive HR Excellence,- CEO commitment - A Shared HR Vision - Rigorous human asset management - Technology-enabled processes - HR Collaboration - Intense HR Development,实现GE HR管理卓越
12、的关键 HR的角色,Keys to HR Excellence,- Earn the trust of the leadership team - Have the courage to push back - Grow great, dedicated HR talent - Run disciplined HR processes - Leverage technologies - Know the business And Never forget the Human in Human Resources!,GE HR工作的内容 招聘入职 职业与组织发展 学习与发展 薪酬与福利 雇佣HR
13、实践 离职,招聘与入职,Recruiting: Job Requisition/Description Recruiting Channel Website / Newspaper Employee Referral Headhunter Campus Hire Internal transfer / promotion Job Fair Screening & Selection: Value assessment (Culture fit) Technical assessment (Job fit) Behavior Based Interview Offer & on boarding
14、 Offer template Pre-on boarding: Medical Check, Facility preparation Lead time, Checklist etc Labor Contract New Hire Orientation Business First Day Induction, Buddy Program Corporate GE & ME,职业与组织发展,员工业绩管理 大学关系 Probation Review - Campus Recruiting Program ( Intern & EID) Process and Evaluation Form
15、 - Leadership Program Performance Management - HRLP G&O Setting - OMLP Coach - IMLP Appraisal (Rating Definition) - FMP Feedback/Development Plan - CLP GE Value Managing Poor Performers Performance Improvement Plan ( PIP) 组织发展 Session C Employee Differentiation Process EMS 360 Feedback Leadership De
16、velopment Mentoring Program,员工业绩管理,The Performance Management Cycle,Annual Review (EMS) for salaried people With banding Performance Review - Development Needs - Career Discussion,Ongoing MonitoringReview Goals Coaching Feedback,Session C,Personal Development Plans,Personal Development Plans,Goal Se
17、tting,Web enabled process,Salary Planning Incentive Planning Stock Options Development Programs,Goal Setting Process,Business Goals set Session 1 & 2, strategical, operational.GEIT Leadership Team prepare their goals All Professional Bands and above prepare their goals - signed off by their manager.
18、 Associates should set Goals wherever possible, although the format can differ by function,2006 Goal Setting,Performance Improvement Plan (PIP),Work Plans/ Goals (Make the deliverables clear, tangible and measurable),Due Date*,Review date*,Feedback (Give feedback on things that can be actionable. Fo
19、cus on specific behaviours that can be changed, avoid generalizations),Next Step,* Due and review dates should be less than 60 days after date of PIP,Name Function,Functional Manager,HR Manager,组织发展,Key Development Process Session C,Focuses both on the individual + the company,Who ? Target group of
20、session C? Basis for differentiation across the globe Career Banding What are GE Career Bands?,Mainly role Business ownership,Role and individual Strong GE Corporate Ownership,Values and Performance,Reward/promote Best leaders Great GE futures,Reinforce Clarify importance of values dimension Perform
21、ance Improvement Plan Train/ Coach/ Feedback Manage Exit,Restart Another opportunity to deliver results Performance Improvement Plan Train/ coach/ feedback Manage Exit,Action Performance Improvement Plan Train/ Coach/ Feedback Manage Exit,Performance,Values,Performance Exceptional Consistently Meets
22、 Expectations / Fully Satisfactory Needs Improvement Values Outstanding Strength Solid Values Needs Improvement Unique Skills Yes No,Overall Rating Top Talent Highly Valued Less Effective,PromotabilityHigh Medium Limited,Performance Differentiation,The combination of Performance, Values, and Extraor
23、dinary Skill ratings are the factors for determining Overall Rating,Note: New employees ( 3 months with GE) can be rated “Too New To Rate”,Exceptional,Consistently delivers on stretch targetsAchieves way beyond job descriptionPro-active through to executionSpots and anticipates problems; implements
24、solutions Sees and exploits opportunitiesSees wider picture - the impact across the businessFocuses on whats good for the businessHas a passion for the businessRisk takers.entrepreneurial.innovators.volunteers/takes ownershipSeen as role model by others Recognised as outstanding by other functions a
25、s well as ownIs positive, energetic, invigorating Visionarybrings team along with them,Performance Examples of Behaviour,Consistently Meets Expectations / Fully Satisfactory,Achieves goals and occasionally goes beyond Has skills, knowledge, and attributes for current roleRequires minimal supervision
26、, respected to get job doneSeen as team player, supports peersRaises critical issues in a timely fashion May be on learning curve in new jobMakes few and seldom repeated errorsManager has confidence in substance of recommendationsMotivates others to solve problemsDevelops and coaches othersProvides
27、open and honest feedbackVery focusedprioritisesable to see wood for the treesTakes ownership for own development -self motivated,Performance Examples of Behaviour,Needs Improvement,Often fails to hit goals Requires close guidance and coachingLimited level of creativity / innovationFails to recognise
28、 and report on critical issuesLow energy/driveLow level of enthusiasm / inconsistent level of enthusiasm Unable to handle difficult team, people and business issues Not putting in 100% commitmentDoesnt take ownershipPoor punctuality/attendanceTakes poorly judged risksMay be on learning curve (e.g. d
29、ue to mismatch in job),Performance Examples of Behaviour,Unique Skills Operational Definition,In limited circumstances, an employee may demonstrate special value to the company by possessing one or more of the following characteristics:Special skills employee recognized as having great knowledge/ski
30、lls in a specialized area necessary to perform the job that would be extremely difficult to replace (e.g., pension plan design expert) Special expertise employee has gained extensive on-the-job knowledge that would be extremely difficult to replace (e.g., unique commercial relationship; expert in re
31、gulatory requirements in a particular area) Special role employee is in a role that has a unique impact on the business (e.g., integration manager for pivotal business acquisition)This assessment is binary - an employee is designated as having an extraordinary skill or they are designated as not It
32、is intended to be used quite selectivelynot simply to acknowledge professional excellence or valuable contribution,The overall assessment of the employees contribution to the organization Objectively based on past performance, demonstrated values, and unique skills Guidelines available to ensure app
33、ropriate differentiation across the businessTop Talent: Represents the very best contributions within the organization. Consistently performs at a level that strongly differentiates their contribution within the organization, and recognizes this additional level of capability and performance. Highly
34、 Valued: Represents the strength of our organization. Consistently performs at a level that strongly supports business performance and GE Values . Highly capable and high-achieving performers, who are recognized for their contribution within the organization.Less Effective: Represents the least effe
35、ctive contributors within the organization. Not always able to contribute at a level that is desired. Recognizes a need for change, and generally associated with needed improvement in performance and/or values, with an action plan to address.,Overall Rating Operational Definition,Overall Rating How
36、It Fits Together ,=,Top Talent,Unique skills,Overall rating,Performance,GE values,Highly valued,Less effective,Exceptional,Yes,Solid values,Outstanding strength,-,Exceptional,Exceptional,-,Solid values,Outstanding strength,Yes,Consistently Meets / Fully Sat,Consistently Meets / Fully Sat,-,Solid val
37、ues,Needs improvement,-,Solid values,Development needed,-,Consistently Meets / Fully Sat,=,=,EXAMPLES ONLY,20- 30%,60- 70%, 10%,Overall Rating Guidelines,Top Talent 20% 30%Highly Valued 60% - 70%Less Effective 10%,An individuals capacity based on performance, aptitude and demonstrated ability and in
38、terest to take on broader responsibilities Demonstrates attributes that could be applied to bigger roles Demonstrates leadership capabilities Communication and influence skillsHigh: Continually expands personal capabilities and independently takes on greater responsibility. A high probability of com
39、peting successfully for higher banded positions. Demonstrates the capability to move up at least one band or to a position with significantly greater breadth and impact (within the same band) and realize significant additional progression thereafter. Medium: Continually expands personal capabilities
40、 and demonstrates willingness to take on greater responsibility. An individual with the likelihood of competing successfully for a higher banded position or take a job at the same band with broader responsibilities.Limited: An individual who is performing as a professional/expert, likely to remain i
41、n position or move laterally within the same band with similar responsibilities/depth. Is positioned at the appropriate level to maximize effectiveness.,Promotability Operational Definition,Link to reward,Base salaryIncentives/ Bonus,Stock OptionsCareer Development Programs,Performance Exceptional C
42、onsistently Meets Expectations / Fully Sat Needs Improvement Values Outstanding Strength Solid Values Needs Improvement Unique Skills Yes No,EMS,Standard form completed by all employees (professional band and above) on an annual basisTwo PartsEmployee Basic Information and AssessmentManager Assessme
43、ntThe EMS serves many purposes Tool to obtain annual performance feedback Documents your accomplishments and career interests Focal point for career development discussions Key data source for Session C Internal GE rsum/ CV that is used for posting on internal positions,Anatomy of an EMS,Anatomy of
44、EMS,Employee EMS,Individual Experience RecordEducationEmployment History Corporate Training ProgramsOther TrainingOther Qualifications,The EMS is your GE Resume/CV. It is an important document that represents your work and accomplishments throughout your career.,Manager EMS,Annual Accomplishment Sum
45、mary & Development ReviewContributions & TrendStrengths & Development NeedsJob/Career Recommendations,The Manager EMS Is the Managers Feedback and Review of Your Achievements and Plans for the Future.,Annual Accomplishment Summary & Development ReviewAccomplishmentsStrengths & Development NeedsCaree
46、r Interests,The EMS Is Your Opportunity to Discuss Your Accomplishments and Areas for DevelopmentsThe Years Accomplishments vs. Goals Development Issues for the Future,Manager EMS Assessment,You will need to contribute feedback in 3 sections within the EMS for your direct reports:Accomplishments & C
47、ontributions/TrendStrengths & Development NeedsCareer Interests & Recommendations,Employee Completes eEMS,Final Version?,Submit to Manager,Manager Completes Assessment,Employee Edits Needed?,Submit for one-over-one Approval,Approve as one-over-one manager,Employeewith the Help of HR,Final Version?,M
48、anager Edits Needed?,Release to Employee,HR Feedback,HR Feedback,Manager,One over one Manager,eEMS Review Process,Discuss,Discuss,Yes,No,Yes,No,Yes,No,Yes,No,Development,Development,Often we try to jump straight to the solution without clearly establishing the need Development is all about improveme
49、nt & growthThe challenge is to define the correct need where is someone now, where do they want to be and what is the gap,Lead a team on an important project Handle a negotiation with a customer or supplier Install a new system or implement a process Manage a product, program, equipment or systems p
50、urchase Interview job candidates Work on a cross-functional team Manage the visit of a VIP customer Lead a cost cutting project Resolve a conflict among team members Facilitate a meeting Lead a team of experienced people Lead a team of former peers Work on something you think you may not likeor is a brand new area for the employee Mentor a new employee Organize a team celebration Lead a course or workshop,