1、1wH翰威特 Improve Business Results Through People通过人改进经营结果通过人改进经营结果NEUSOFT Corporation软件集团有限公司软件集团有限公司March 2001二二OO一一年三月年三月2wH翰威特About this Material关于这份材料关于这份材料vIn response to “Neusoft” invitation, Hewitt provide in this material our suggested project approach to help Neusoft build up the world-wide s
2、tandard human resource management system, which will be especially focused on the job design/evaluation, compensation design and performance management. This documentation demonstrates how we will proceed this project. We also emphasize our understandings upon your needs, our methodologies for the f
3、ulfillment and some detailed issues during the co-operation between Neusoft and Hewitt.v我们接受了我们接受了软件集团有限公司的委托，为贵公司提供一份关于软件集团有限公司的委托，为贵公司提供一份关于公司公司将如何帮助制定一个世界标准的人力资源管理系统，尤其是东大特别关注的将如何帮助制定一个世界标准的人力资源管理系统，尤其是东大特别关注的工作设计工作设计/评估，薪酬激励及绩效管理系统评估，薪酬激励及绩效管理系统的设计方案。本文本中所包的设计方案。本文本中所包括的信息说明了我们将如何进行这个项目。我们特别指出了我
4、们对贵公司需括的信息说明了我们将如何进行这个项目。我们特别指出了我们对贵公司需求的理解、完成这个项目的方法过程以及求的理解、完成这个项目的方法过程以及公司与东大合作的许多细节问公司与东大合作的许多细节问题。题。vThe suggested project approach adopts some successful ideas and procedures which have been proved in other human resource consulting projects. We acknowledge that you will have some modification
5、s based on our suggestions to ensure the success of this project. We look forward to getting your input. 这个建议的过程采纳了一些其他人力资源发展项目中运行较好的步骤。我们这个建议的过程采纳了一些其他人力资源发展项目中运行较好的步骤。我们认识到为了保证项目的成功运作你们可能会对我们所提出的设计方案做出相认识到为了保证项目的成功运作你们可能会对我们所提出的设计方案做出相应的改动。我们随时欢迎贵公司的指导，并希望贵方提出你们的想法以改进应的改动。我们随时欢迎贵公司的指导，并希望贵方提出你们的想法
6、以改进我们的建议方案。我们的建议方案。3wH翰威特Contents内容内容vAbout Hewitt Associates 关于关于公司公司 vOur Understanding of Your Situation 对贵公司情况的理解对贵公司情况的理解 vLinking HR Issues to Business 人力资源问题与公司业务相结合人力资源问题与公司业务相结合 vConsidering Factors in Design and Implementation设计和实施所要考设计和实施所要考虑的因素虑的因素vOur Suggested Approach 我们的设计方案我们的设计方案vO
7、ur Consulting Team 我们的咨询团队我们的咨询团队 vOur Experience in Telecom Industry in Asia Pacific我们在亚太区电信我们在亚太区电信业上的经验业上的经验vFee and Timing 费用与时间结构费用与时间结构 4wH翰威特Hewitt Associates LLC咨询公司咨询公司5wH翰威特Hewitt Associates公司公司vGlobal management consulting firm specializing in people solutions to business issues专长于从人员管理入手
8、解决商业经营问题的全球性管理咨询公司专长于从人员管理入手解决商业经营问题的全球性管理咨询公司vLargest human resources consulting firm in the U.S.A为美国最大的人力资源咨询公司为美国最大的人力资源咨询公司 v12,000 Associates world-wide全球全球 12,000 名员工名员工v75% of Fortune 500 are Hewitt clients财富财富500强中强中75%的公司为翰威特公司的客户的公司为翰威特公司的客户vOver 1.28 billion USD in revenue in FY 2000 2000
9、年度年度销售收入达销售收入达12.8亿美金亿美金v81 offices in 37 countries在在37个国家建立了个国家建立了81个办事处个办事处19 offices in Asia Pacific 在亚洲建立了在亚洲建立了19个办事机构个办事机构6wH翰威特Hewitt in China (Cont)公司公司( (续续) )vLargest and most experienced workforce consulting firm in China中国规模最大并且经验最丰富的人力资源咨询公司中国规模最大并且经验最丰富的人力资源咨询公司v3 offices in Shanghai,
10、Beijing, and Hong Kong with nearly 100 Associates在上海、北京、和香港办事处拥有近在上海、北京、和香港办事处拥有近100名员工名员工v6 years of client experience in China六年在华咨询经验六年在华咨询经验v800+ clients in China在中国已拥有在中国已拥有800多家跨国客户公司多家跨国客户公司的客户基础的客户基础vMulti-cultural, multi-lingual, multi-talented staff跨文化、多种语言能力、多方面经验技能的咨询队伍跨文化、多种语言能力、多方面经验技能
11、的咨询队伍vOne-firm firm全球一体化的组织结构全球一体化的组织结构7wH翰威特Our Consulting Experience我们的咨询经验我们的咨询经验vLargest and most experienced restructure, compensation and performance management consulting practice in China中国最大、最有经验的重组，薪酬及绩效管理咨询队伍中国最大、最有经验的重组，薪酬及绩效管理咨询队伍40 full-time consultants40 名全职咨询顾问vMost experience in pro
12、gram design在项目设计方面拥有丰富的经验在项目设计方面拥有丰富的经验Organizational change, Salary structure, job evaluation, pay delivery .机构重组，工资结构、职位评估、工资发放.vExperience with SOEs, JVs, Rep Offices, WOFEs, Private Chinese companies与国营企业、合资企业、外商代表处、独资企业及中国的私营公司均有合作经验与国营企业、合资企业、外商代表处、独资企业及中国的私营公司均有合作经验vWorking relationship with
13、MOF and CSRC 与财政部和证监会的良好合作关系与财政部和证监会的良好合作关系 8wH翰威特How to Help Our China Clients(current project)如何帮助在华的客户企业如何帮助在华的客户企业(近期项目近期项目)AdidasAir ProductsAllied SignalB. A. T.Butler ManufacturingFordFudian AutomotiveCaltexCarrefourChina Eagle SecuritiesChina Grand EnterprisesChina National InvestmentGuarant
14、ee Company (NIGC)China World Trade CenterCoca ColaDecathlonDow CorningDelphi AutomotiveDanoneDuPontExxonGeneral ElectricGeneral MotorsGilletteGraceHenkelHoneywellIBMJohnson & JohnsonLegendMary KayMesserMobilMotorolaNestleNikeNovartisNovo NordiskOwens CorningPillsburyProcter & GamblePraxairRocheS.C.
15、JohnsonSchneider ElectricShanghai East DragonZipper Making CoShanghai Fudan KingstarLimitedShellWyeth-Ayerst9wH翰威特 Our Experience in Telecom Industry in Asia Pacific 在亚太地区电信业的服务经验10wH翰威特Our Clients in Telecom Industry and Information Industry (在电信及信息行业的客户在电信及信息行业的客户)Airtouch Com m unicationAlcatel C
16、om m unicationsAm eritechAT& TBC TelecomBCE (Bell CanadaEnterprises)Bell AtlanticBellSouthBritish Telecom m unicationCable & W irelessCable & W ireless Com mCincinnati BellDDIDeutsche TelekomFrance TelecomG TEJapan TelecomK oninklijke PTTLegend Com puterNederlandM annesm annM CI Com m unicationsM ed
17、iaone G roupNetcom System sNew Zealand TelephoneCom panyNigerianTelecom m unications(Nitel)Nippon Telegraph &TelephoneO livettiO rangePhilippine Long DistanceTelephone Co.Portugal TelecomSBC Com m unicationsSingaporeTelecom m unicationsSK TelecomSouthern New EnglandTelecom mSprintTele Danm arkTelebr
18、asTelecom Corp of NewZealandTelecom ItaliaTelefonica de EspanaTelefonos de M exicoTeleport Com m unicationsG roupTelstra TIMU S W estVodafone G roupW orldcom11wH翰威特vSuccess in workforce planning requires HR to:成功的进行员工队伍战略部署计划需要人力资源部门来：成功的进行员工队伍战略部署计划需要人力资源部门来：Understand outcomes desired by business了
19、解企业经营的预期成果Understand business strategies for obtaining outcomes了解获得这些成果所要采取的经营策略Define best organization structure to support business strategy设计最佳组织结构来支持经营战略Define people requirements needed to achieve business strategy确定完成企业经营策略所需的员工素质能力要求Develop strategies for delivering people requirements制定将员工能
20、力付诸于实践的策略Develop techniques for monitoring progress toward goals发展对于达到目标的进程进行监控的技能Linking People Strategy to Business Strategy将人力资源战略与企业经营战略相联系将人力资源战略与企业经营战略相联系12wH翰威特薪酬管理薪酬管理Align Organization to Business Strategy组织与经营策略相统一组织与经营策略相统一Desired Business Results经营目标经营目标Business Strategies经营策略经营策略People
21、Requirements对对员工的要求员工的要求HR Strategies人力资源策略人力资源策略Employee Needs员工的需求员工的需求HR人力人力资源资源Performing绩效管理绩效管理Learning培训发展培训发展Staffing人员配置人员配置员工满意员工满意Customer Satisfaction客户满意客户满意组织管理组织管理13wH翰威特Our Understanding of Your Situation我们对贵公司的理解我们对贵公司的理解14wH翰威特Our Understanding of Your Situation我们对贵公司情况的理解我们对贵公司情况的
22、理解Number of employees: Over2700员工人数: 2700余人Registed Capital:0.56billion RMB注册资本：5.6亿元Main line of business:经营范围: Products or services: Application software and solutions产品或服务: 应用软件的供应商和解决方案的提供者 Operation location: Shenyang & Dalian主要营业地: 沈阳和大连15wH翰威特Business and HR Issues企业经营及人力资源状况企业经营及人力资源状况vCompa
23、ny is experiencing increasing competition for talent and market share 面临日趋激烈的人才及市场份额的竞争面临日趋激烈的人才及市场份额的竞争vCurrent human resources systems do not support the firms need to be more competitive in the market and the war of talents现有人力资源体制不能有效支持企业提高人才及市场竞争力的要求现有人力资源体制不能有效支持企业提高人才及市场竞争力的要求vNeed to address
24、 the efficiency, competitiveness, and longevity of current organization structure需要提高现有组织结构的效率、市场竞争力以及有效寿命需要提高现有组织结构的效率、市场竞争力以及有效寿命WTO will have an impact on your competitive situation中国入世对你们的竞争地位将产生影响vNeed to develop an effective compensation and performance management program that:着手制定着手制定有效的有效的薪酬
25、激励和绩效管理计划薪酬激励和绩效管理计划，此计划将：，此计划将：Is in alignment with business needs and results与企业经营绩效相互协调Helps attract, retain and motivate employees, especially for management staffs帮助吸引，留用和激励员工,尤其针对管理层Rewards competency and/or contribution奖励员工能力和/或贡献16wH翰威特Our Response to Your Needs 我们对贵公司需要的反应我们对贵公司需要的反应vThe re
26、mainder of this document presents Hewitts initial suggestions regarding how we might partner with Neusoft to resolve the issues at hand.Our suggested approach is in three main phases: 这份文件的以后部分呈现了翰威特公司的初步建议，有关为了解决相关问题这份文件的以后部分呈现了翰威特公司的初步建议，有关为了解决相关问题我们将如何与东大进行合作。我们的建议方案包括以下三个主要阶段我们将如何与东大进行合作。我们的建议方案
27、包括以下三个主要阶段：Phase 1 - Executive Interviews阶段1-高级经理面谈Phase 2 - Assesment of Current HR Practices, Presentation to Management阶段2-现有人力资源方案评估，并向管理层人员演讲介绍Phase 3 - Re-design Compensation Structure, Long term Incentive Plan and Performance Management System阶段3-重新设计薪酬结构、长期奖励计划以及绩效管理体系17wH翰威特Our Response to
28、Your Needs 我们对贵公司需要的反应我们对贵公司需要的反应Because we understand from our meeting that development of a competency frame-work might also be valuable to Neusoft, we have included some suggestions on competencies and training in the appendix. Indeed, Hewitt advocates a holistic approach to all workforce program
29、s rather than a piecemeal approach. This approach is particularly relevant when considering both your short and long-term business strategy. We believe that competencies can form the basis for all the key elements of your workforce programs.通过会议，我们了解到通过会议，我们了解到核心能力结构的设计以及管理培训核心能力结构的设计以及管理培训也将对东大有也将对
30、东大有一定的价值。因此我们在附录中也包括了有关这两方面的建议。实际上，翰一定的价值。因此我们在附录中也包括了有关这两方面的建议。实际上，翰威特更主张提供一整套全面的人力资源方案，对公司的长远发展更为相关。威特更主张提供一整套全面的人力资源方案，对公司的长远发展更为相关。核心能力是形成人力资源方案所有关健要素的基础。核心能力是形成人力资源方案所有关健要素的基础。18wH翰威特Overview of the Project Phases 项目阶段概览项目阶段概览Phase 1 阶段一阶段一Executive Interview of Neusofts top management to set d
31、irectionfor long-term incentive plan, compensation philosophy, and performance management 与东大高级管理人员进行面谈，以便确定长期性奖励计划、薪资理念和绩效管理的方向与东大高级管理人员进行面谈，以便确定长期性奖励计划、薪资理念和绩效管理的方向 Phase 2阶段二阶段二A. Assessment of Neusofts current human resource system focusing on performance managementand the compensation systemA.
32、对东大当前的人力资源管理系统，尤其是绩效管理和薪资系统进行评估对东大当前的人力资源管理系统，尤其是绩效管理和薪资系统进行评估B. Presentation to management B. 向管理层汇报演讲向管理层汇报演讲Phase 3A阶段阶段三三ARe-design of Neusofts compensation structure/ Re-design of Neusofts longterm incentive plan重新设计东大的薪酬结构和重新设计东大的薪酬结构和长期奖励计划长期奖励计划 Phase 3B阶段三阶段三BRe-design performancemanagement
33、 system 重新设计绩效管理体系重新设计绩效管理体系19wH翰威特Phase 1 - Executive Interviews 第一阶段：高层经理面谈第一阶段：高层经理面谈vWe will meet with key executives to understand company goals and strategy and the overall business needs 我们将与关键的高层经理进行面谈我们将与关键的高层经理进行面谈，以了解公司目标、策略及总体经营需求，以了解公司目标、策略及总体经营需求vInterviews will be based on a pre-agree
34、d questionnaire and will be designed to last approximately 2 hours each. 我们将根据双方预先确定的问卷来进行面谈，每个面谈将持续两小时左右我们将根据双方预先确定的问卷来进行面谈，每个面谈将持续两小时左右We had agreed that we would meet with the following individuals 根据双方所达成的共识，我们将与下述人员进行面谈： Chairman, CEO, CFO, Senior Vice President, Secretary to the Board, GM, and
35、 the Director of Human Resources董事长、首席执行官、首席财政官、高级副总裁、董事会秘书、总经理及人力资源总监20wH翰威特Phase 1 - Executive Interviews 第一阶段：高层经理面谈第一阶段：高层经理面谈 vDuring the interviews, we will clarify several important questions that provide a context for the long term incentive plan and the compensation system, including: 在面谈过程
36、中，我们将明确与长期奖励计划及薪酬系统相关的诸多重要问题，其中包括在面谈过程中，我们将明确与长期奖励计划及薪酬系统相关的诸多重要问题，其中包括：How should the long term incentive plan fit with the rest of the total compensation package? Should fit vary by position in the company?长期奖励计划应如何与其它全面薪酬计划相匹配？匹配方式是否应根据职位而有所不同？What messages need to be delivered through the long t
37、erm incentive plan? Which performance measure(s) should be incorporated in the program design? Should payout be structured based on performance range(s)? 需要通过长期奖励计划传达什么信息？计划设计过程中应融入哪些绩效标准？是否应根据绩效幅度来确定费用结构？How will the company fund the program? 公司如何筹措计划基金？What should be the proper mix of base pay, sh
38、ort-term incentive, long-term incentive, and benefits in the compensation plan?在薪酬计划中，基本工资、短期奖励、长期奖励和福利应各占多少比例？21wH翰威特Phase 1 - Executive Interviews 第一阶段：高层经理面谈第一阶段：高层经理面谈vYour answers to these questions will generate a context within which Hewitt Associates can guide Neusoft in the identification o
39、f long term incentive plan provisions, including:咨咨询公司将根据您所提供的答案来引导东大确定基本的长期奖励计划条款询公司将根据您所提供的答案来引导东大确定基本的长期奖励计划条款，其中包括，其中包括：Eligibilityhow will plan coverage be determined and administered?享受资格：如何确定和管理计划的适用范围？Award sizes and target opportunitieshow will award levels be defined? 授予数额与目标机遇：如何确定授予级别？Aw
40、ard frequencyhow often will awards be issued? 授予周期：授予周期为多长时间？Vesting or exercise restrictionswhat will be the nature of time- or performance-related vesting restrictions? 兑现或承兑限制：与时间或绩效相关的兑现限制措施的实质是什么？Termination provisionswhat will happen at death, disability, retirement, etc.? 终结条款：计划享受者死亡、残疾、退休时应
41、如何加以处理？The right total compensation mix between base pay, short and long-term incentive, and benefits 全面薪酬计划中，基本工资、短期奖励、长期奖励与福利的合理比例。22wH翰威特Phase 1 - Executive Interviews 第一阶段：高层经理面谈第一阶段：高层经理面谈vKey Outcomes:关键结果：关键结果：At the end of this phase, we will have gathered inputs from various key executives
42、on the business strategy, and the goals and expectations for the long term incentive plan and compensation program 该阶段结束时，我们将收集到各位关键高层经理有关经营策略方面的意见与建议，以及对长期奖励与薪酬计划的目标与期望We also will have clarified the objectives and potential key design features of the program我们还将明确该计划的总体目标及潜在的关键设计要素23wH翰威特Phase 1 -
43、 Executive InterviewsFocus Group (Optional) 第一阶段：核心小组第一阶段：核心小组(备选备选)vYou may also choose to have us conduct focus group meetings with key groups of employees 您还可以您还可以选择由选择由咨询公司与关键的员工小组来进行核心小组面谈咨询公司与关键的员工小组来进行核心小组面谈vDuring these focus group discussions we would assess the employees views on:在核心小组面谈中，
44、我们将评估下述内容在核心小组面谈中，我们将评估下述内容：How satisfied employees are with Neusofts compensation system 员工对东大薪酬系统的满意度Their understanding of the various components of pay (I.e. base bay, incentives, bonus, benefits, etc.) 员工对各种薪酬要素的理解情况(即：基本工资、奖励、奖金、福利等)Their views on how competitive Neusoft is in terms of total c
45、ompensation员工对东大全面薪酬系统竞争力的看法Their overall satisfaction about the employment relationship a Neusoft 员工对东大聘用关系的总体满意度Their overall view of the various HR systems and management in general 员工对各种人力资源系统与一般管理的总体看法Their understanding of the companys business goals and their contributions to those goals员工对公司
46、经营目标以及他们在实现这些目标的过程中所发挥的作用的理解情况24wH翰威特Phase 1 - Executive InterviewsFocus Group (Optional) 第一阶段：核心小组第一阶段：核心小组(备选备选)vKey Outcomes: 关键结果：关键结果：At the end of this phase, we will have gathered inputs from employees on the business goals and their views on all HR systems including total compensation该阶段结束时，
47、我们将收集到员工们对于经营目标的建议，以及他们对包括全面薪酬在内的所有人力资源系统的看法We will use this information to help us design programs that both meet the needs of top management and employees.我们将根据该信息来设计相关计划，使之既满足高层管理人员的需求，也满足员工们的需求25wH翰威特Phase 2A - Assessment of Current HR Practices 第二阶段第二阶段A：现有人力资源方案评估现有人力资源方案评估vIn this Phase, Hewi
48、tt Associates will review all of Neusofts materials and procedures regarding Human Resources with a specific focus on Compensation and Performance Management 在该阶段中，在该阶段中，咨询公司将审核所有的东大人力资源材料与规程，尤其是咨询公司将审核所有的东大人力资源材料与规程，尤其是薪酬薪酬与绩效与绩效管理方面的内容管理方面的内容vHewitt will give Neusoft a list of materials it would l
49、ike to study 将为东大提供一系列分析材料将为东大提供一系列分析材料vOnce we have collected all materials we will review them and assess your systems against Hewitts database of best practices. We will: 收集到所有材料之后，我们将对其加以审核并对照收集到所有材料之后，我们将对其加以审核并对照最佳方案数据库来评估贵公司的最佳方案数据库来评估贵公司的系统系统。我们将：。我们将：Review all technical aspects of your sys
50、tems and determine where there are gaps and areas for improvement 审核东大系统中所有的技术要素，并确定其中的差距与不足之处Assess the link between your human resource practices and your stated business results 评估东大人力资源方案与您所陈述的经营结果之间的关联性 Determine if the link is strong or not 确定这一关联性是否紧密 Begin outlining how to improve the system
