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, 2006 2006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
2、a nimble 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 t
3、eam. 美国银行凭藉强大的企业文化，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 Dri
4、ven and Measurement 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
5、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
6、Wealth & Investment Management 全球财富及投资管理部,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 dot
7、ted lined to LOB Executive and solid lined to head 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 Of
8、ficer 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 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
9、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,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,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 Matr
10、ix Management Relationships 矩阵式管理关系,Q&P Exec Global Consumer & Small Business Banking,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 Ba
11、nk of America personnel. See applicable contracts.,8,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,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
12、Materials. For use only by China Construction Bank and Bank of America personnel. See applicable 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
13、 and retaining world-class talent and by proactively advancing and defending the Companys interests 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
14、 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
15、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.
16、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。,PerformanceManagement 绩效管理 Clearly defined roles and expectations.Focus associates on thebehaviors that contribute toachieving 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-enforc
17、e 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 & direction Coaching & Feedback Associate 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 criti
18、cal 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/Strategic Focus未来/策略的焦点,Management of Strategic Human Resources 策略
19、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 of Human Resources Infrastructure 人力资源基础结构的管理,Management of Employee Contribution员工贡献的管理,Management of Transformation and Change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 An
20、alyze分析 Improve改善 Control控制,Tools工具,STAR Model STAR模式 MBF, Pareto, FMEA (riskanalysis),Cause & Effect,Process Maps, Etc.基于事实的管理MBF、帕累托原则Pareto、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 the Change Process The manager must Tirelessly:在贯穿整个的变化进程中，管理者必须不知疲倦地：Conta
21、ct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 Companies 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
22、 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 America 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 Fun
23、ction 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 competencies, 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
24、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 Description 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 r
25、esponsibilities 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 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 t
26、ools 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 partnersh
27、ip 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
28、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. Core 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
29、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 Efficiency 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,
