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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 BankConfidential and Proprietary materials. For use by China Construction Bank and Bank of America personnel only. See applicable contract. 2006 Bank of America Corporation. All rights reserved. 保密
2、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。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 a nimble and entrepreneurial organization, where client and customer, service, teamwork and coaching, integration, creativity, process excel
3、lence and disciplines of our core competencies are rewarded. These values are reinforced by the consistency and collective experience of our senior management team.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/
4、Business IntegrationRevenue Productivity/ Organic Profitable GrowthRigorous Expense ManagementBalancing Risk and RewardCapital Efficiency/ ManagementProcess Driven and Measurement Focus(1/1/01 12/31/04)-50%0%50%100%150%200220032004$239$174$132$117 $109$100Jan 1, 20012001% Return / 收益率2001年1月1日25th P
5、ercentile 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2Confidential and Proprietary materials. For use by China Construction Bank and Bank of America pers
6、onnel only. See applicable contract. 2006 Bank of America Corporation. All rights reserved. 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。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 Consume
7、r 员工选用Communication 沟通和领导力Performance Management; 绩效管理Associate Development;员工培养Recognition 评估和奖励Talent Management 人才管理10Confidential and Proprietary materials. For use by China Construction Bank and Bank of America personnel only. See applicable contract. 2006 Bank of America Corporation. All right
8、s reserved. 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。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 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
9、 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 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 anal
10、yses of the transition to the new model on the existing organization, roles, people and responsibilities 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-boardin
11、g 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 tools 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 compen
12、sation 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 partnership model 转换中人力资源部起到的作用合作模型16Confidential and Proprietary materials. For use by China Construction Bank and Bank of America personnel only. See applicable contract. 2006 Bank of America Corporation. All rights res
13、erved. 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。Strategy 发展战略Structure 结构Management Systems & Processes 管理系统及操作流程People Capability 员工能力Metrics & Rewards 考核及激励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
14、Confidential and Proprietary materials. For use by China Construction Bank and Bank of America personnel only. See applicable contract. 2006 Bank of America Corporation. All rights reserved. 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。What Key Aspects Do We Assess When Analyzing Organization Effectiveness? 分析组织有效
15、性时应关注什么关键问题？Metrics & Rewards 考核及激励 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
16、理系统及操作流程 Horizontal/Core 横向管理/核心管理 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 abo
