1、PeoplePeople Before StrategyBefore StrategyMichael ChanDirector,China/HKTel:(852)2527 9797Tel:8621 6279 8832Operationalize Operationalize Business Strategies Business Strategies throughthroughPeople Management Managementto to Achieve ResultsAchieve ResultsPeople Before StrategyMission/VisionStrategy
2、Work CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrga
3、nisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort Hay MethodologyFields of ManagementI.R.M.A.Process MappingHay JA methodologyJE Guide ChartHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External Competiti
4、veness Coaching and MMPI programsBEIMission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingR
5、ole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEGuide ChartHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngag
6、ed PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIConcept of Work CultureHigh Performing Organizations.How Value is CreatedFUNCTIONNETWORKPROCESSTIME-BASED Technical and specialist leadership Reliability Resource Management Customer satisfaction High service levels B
7、alanced returns Venture driven Entrepreneurshiprisk-taking Effective partnerships Speed to market Technical edge Exploring opportunitiesThese are the factors that need measuring and reinforcingTECHNOLOGYCUSTOMERRELIABILITYFLEXIBILITYC-Sort Hay Functional Work Culture Model“Our Functional Work Cultur
8、e Rewards,Encourages and Supports the Following Behaviors and Activities.”Very Frequently/To a Great Extent/In Most Parts of the OrganizationVery Infrequently/To a Small Extent/In Few Parts of the OrganizationSometimes/To Some Extent/In Some Parts of the OrganizationMaximizing customer satisfaction(
9、4)Limiting the downside of risks(32)Establishing clear,well-documented work processes(19)Minimizing unpredictability of business results(45)Being highly organized(7)Maintaining existing customer accounts(11)Being precise(48)Providing secure employment(3)Being loyal and committed to the company(55)Ma
10、intaining clear lines of authority and accountability(18)Treating employees fairly and consistently(22)Using proven methods to serve existing markets(8)Anticipating changes in the business environment(35)Minimizing human error(52)Establishing clear job descriptions and requirements(26)Using limited
11、resources effectively(15)Quality checking subordinates work(44)Attracting top talent(21)Supporting top management decisions(50)Delivering reliably on commitments to customers(13)Developing new products or services(54)Selling successfully(16)Continuously improving operations(20)Gaining the confidence
12、 of customers(46)Using resources outside the company to get things done(33)Respecting the chain of command(37)Responding to customer feedback(30)Participating in training and continuing education(31)Achieving budgeted objectives(56)Providing employees with resources to satisfy customers(10)Demonstra
13、ting understanding of thecustomers point of view(6)Increasing decision making speed(39)Rewarding superior performance(23)Pushing decision-making to the lowest levels(51)Supporting the decisionsof ones boss(2)Tolerating well-meaning mistakes(29)Encouraging innovation(40)Taking initiative(36)Pioneerin
14、g new ways of doing things(24)Being flexible and adaptive in thinking and approach(14)Taking action despite uncertainty(43)Applying innovative technology to new situations(28)Capitalizing on windows of opportunity(27)Establishing new ventures or new lines of business(12)Building strategic alliancesw
15、ith other organizations(41)Maintaining a high senseof urgency(25)Finding novel ways to capitalize on skills that people have(53)Acquiring cross-functional knowledge and skills(49)Encouraging expression ofdiverse viewpoints(47)Encouraging teamwork(1)Capitalizing on creativity and innovation(34)Organi
16、zing jobs around capabilities of individuals(38)Significantly decreasing cycle times(9)Experimenting with new management techniques(5)Promoting ones point of view strongly(17)Adapting quickly to changes in the business environment(42)Mission/VisionStrategyWork CultureStrategy De-codePerformance Mana
17、gement SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job Competenc
18、iesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIOrganisation Structure/Process
19、esField of Management External Relations Finance and Control Marketing Human Resource Management Production Physical Distribution(Logistics)Research and Development Secretarial and Legal IRMA and Process MappingMission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession
20、 PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual Competenc
21、iesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIJob/Role AnalysisNature and Scope of ActivitiesA Desc
22、ription of:How the job is performed(Environment/Structure)what is involved in achieving the Principal AccountabilitiesPrincipal AccountabilitiesList of End Results that are required from the jobholderKey Performance IndicatorMeasures of successful performance of the accountabilitiesCompetency/Skill
23、RequirementSkills and behaviors required for successful performance in the job and the organizationOrganisation Relationshipis a system for ranking jobs logically and fairly by comparing job against job or against a pre-determined scale to determine the relative value of jobs to an organisation.“The
24、 term job evaluation refers to a formal procedure for hierarchically ordering a set of jobs or positions with respect to their value or worth,usually for the purpose of setting pay rates.”National Academy of Sciences 1979Job EvaluationTechnicalKnow-HowManagementBreadthHuman RelationsSkillsFreedomto
25、ActArea of ImpactNature ofImpactThinkingEnvironmentThinkingChallengePROBLEM SOLVINGKNOW-HOWACCOUNTABILITYElements of Job SizeMission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&Syste
26、mRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay Methodolo
27、gyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIHay/McBer Competency Definition Any motive,attitude,skill,knowledge,behaviour or other personal characteristic that is essential to perform
28、 the job,or differentiates average from superior performersUnderlying Competencies Become More Important as Job Complexity IncreasesNatural Tendencies and TraitsTask-Related Knowledgeand SkillsFor Example:Knowledge of Electronics,Companies Products,Labor Relations,Law Skill in active listening,Negot
29、iatingFor Example:TenacityInitiativeInterpersonal SensitivitySelf ConfidenceJob ComplexityRelative ImportanceHighLowIceberg Model of CompetenciesKnowledgeSkillSocial RoleSelf-ImageTraitMotiveInformation that a personhas in a particular areaThe image one projectsto others(“outer-self”)A general dispo
30、sition tobehave in a certain wayBehavioural demonstrationof expertiseA persons sense of identityand worth(“inner-self”)Recurrent thoughtsthat drive behaviourThe Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial Effectiveness Four key factors aff
31、ecting organisational performanceSelfAwarenessSocialAwarenessSelfManagementSocial Skills Emotional Self-Awareness Accurate Self-Assessment Self-Confidence Empathy Organizational Awareness Self-Control Trustworthiness Conscientiousness Adaptability Achievement Orientation Initiative Influence Develop
32、ing Others Service Orientation Leadership Communication Change Catalyst Conflict Management Building Bonds Teamwork&CollaborationCritical EI CompetenciesThe Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial Effectiveness Four key factors affecti
33、ng organisational performanceCompetency ModelBenchmark DataCompetency Model for HR ProfessionalPercent Commonality toAll HR Models(N=10)Critical HR CompetencySuggested Level100Leadership489Listening,Understanding and Responding378Analytical Thinking378Strategic Business Sense378Impact and Influence3
34、78Teamwork and Cooperation467Achievement Motivation367Conceptual Thinking367Developing Others367Customer-Service Orientation4The Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial Effectiveness Four key factors affecting organisational performanc
35、e0%10%20%30%40%50%60%70%80%90%100%10%20%30%40%50%60%70%80%90%100%1999 McBer and Company,Inc.All rights reservedManagerial Style InventoryParticipant VersionAsia Norms66=Dominant50-65=BackupCoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching0%10%20%30%40%50%60%70%80%90%100%CoerciveAuthorita
36、tiveAffiliativeDemocraticPacesettingCoaching10%20%30%40%50%60%70%80%90%100%Managerial Style InventoryEmployee Version(N=5)Asia Norms66=Dominant50-65=Backup1999 McBer and Company,Inc.All rights reservedThe Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsM
37、anagerial Effectiveness Four key factors affecting organisational performanceOrganizational Climate of Outstanding and Typical ExecutivesResponsibilityRewardsTeam Commitment0102030405060708090100FlexibilityStandardsClarityTotalOrganizational Climate Good ExecutivesOutstanding ExecutivesClimate Dimen
38、sionsEmployee AssessmentRewardHow willemployees be compensated?Recruitment and SelectionHow should qualified candidates be identified,assessed and selected?Career PlanningHow can we help employees realise their potential and aspirations?CompetencyModel and ProfilesTraining&DevelopmentWhat are the de
39、velopment requirements for our roles?How can we build these capabilities?Succession Planning and Work Force Audit What capabilities do we have?What do we need?Performance ManagementHow will we drive superior performance?Mission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemS
40、uccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual
41、CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIAlignment of Business StrategyAlignment of H
42、RStrategyAlignment of EmployeeNeedsEngaged PerformanceBusiness Model.People ModelEngaged PerformancelLifestylelWorkstylelBuilding for the FuturelQuality of WorklTangibleslCarslClubslDiscountslRetirementlHealth&WelfarelHolidayslAnnual IncentivelBonus/Spot AwardslBase SalarylHourly WageCommon Examples
43、Active BenefitsPassiveBenefitsLTIReward ElementsShort Term VariableBase CashDefinitionlStock/EquitylPerformance SharesTOTALDIRECTTOTALCASHIntrinsicAll things to which we can assign a monetary value COMP ENS A T I O NInternal value or motivationTotal RewardExtrinsicEngaged PerformanceAn Employee and
44、Employer Benefit Creating the Right Environment Sends a Message to Employees About the Companys ValuesEMPLOYER BENEFITInnovation,Optimal Performance,Sustained Competitive Advantage,Higher Shareholder Return EMPLOYEE BENEFITEnergize Employees(Physical,Mental and Emotional Wellness)Enhance Quality of LifeTangible RewardsInspiration/ValuesQuality of WorkFuture Growth/OpportunityWork/Life BalanceEnabling EnvironmentTangible RewardsInspiration/ValuesQuality of WorkFuture Growth/OpportunityFuture Growth/OpportunityWork/Life BalanceEnabling Environment
