《胜任力基础素质篇》由会员分享，可在线阅读，更多相关《胜任力基础素质篇（122页珍藏版）》请在金锄头文库上搜索。
1、KCI-HR : HR经理/总监胜任力综合素质模型版权属广州才博管理咨询有限公司所有Depew Chen Chief Training Coacher of CPM-HR, PHR, ICHR and MHR Certified Coacher of ACI of USA Chief Consultant of HRM Goodcareer Management Consulting Co.,Ltd.Module One以人为本, 实现组织目标 Achieving Organizational Objectives and Goals Based on Human CapitalsModule
2、 Two通过吸引、留住和激励员工使组织和员工获得成功 Make Organization and Employees to Gain Success through Motivating, Retaining and Attracting Human ResourcesRModule Three目标导向型组织设计技术 Technologies and Skills of OD Orienting by Objectives and GoalsModule Four激励性工作设计实务 Job Design Practice Containing Incentive IdealsModule Fi
3、ve目标导向型工作分析技术和工作说明书的编写实务 JA Skills Orienting by Goals and Practice Writing JDModule Seven员工劳动合同管理和劳动争议处理实务 Managing and Practice of Handling Collective BargainingModule Eight员工手册编写实务 Compiling Practice of Module Six激励导向的人力资源规划方法和技巧 Methods and Skills of HRP with incentiveKCI Course of CPM-HRM ,ICHR,
4、 PHR and MHR以人为本，实现组织目标Achieving Organizational Objectives and goals Based on Human CapitalsDepew Chen Chief Coacher of CPM-HR,PHR,ICHR and MHR Certified coacher of ACI of USA Chief Consultant of HRM Goodcareer Management Consulting Co. Ltd版权属广州才博管理咨询有限公司所有编首案例人力资源管理者的地位销售经理生产经理技术经理财务经理经营 性目标 Operat
5、ional Goalsa.总绩效 Total Performancesb.资源 Resourcesc.市场 Marketd.员工发展 Employees Developmente.创新与变革 Innovating & Changingf.生产率 Productivities盈利能力（营利性组织） Capabilities to gain profit (Organizations profit-targeted)组织经营要达到的结果 Business Targets例如：净收益、每股收益、投资回报率、销售额或利润的增长幅度等 For example: net income, sale incr
6、easing rate etc.人力、物力和财力 HR, Material Resource, Financial Resource市场份额、市场地位 Marketing share, marketing station培训、升迁、安全、成长等 Training, Promoting, Safety, Developing应变能力、灵活性 Cope with changing , flexible使命 Mission Goals单位产品成本 Piece costPart One: 组织和管理概论Introduction to Org. and Management组织的目标 Objective
7、s of Ogr.组织的资源 Organizational Resources Q: 组织有哪些资源？What kinds of resources within an organization?Q: 为什么说HR 是企业的关键资源？Why the HR is the key resources in an organization?物力 Material Resources技术 Techniques文化和形象 Culture & Image信息 Information客户 和顾客 Customers & Clients核心 资源Key reso-urces基础资源 Basic resourc
8、es竞争性 资源 Competitiveresources财力 Financial ResourcesPart One: 组织和管理概论Introduction to Org. and Management组织的绩效提高4%-5%Organizational performance will increase by 4%-5%HRM的有效性对组织的贡献 Contribution of HRMs effectiveness to organizationInformation come from U.S.A which is a result researched to 1000 large e
9、nterprises in 2003 by Michigan Business SchoolHRM的有效性提高1% Increased 1% of HRMEPart Two: 以人为本实现组织目标Base On Human Capitals to Achieving Organizational Objectives &Goals- 人力资源管理对组织成功的贡献HRM contributing to organizational successes公司 CompanyHRM活动变动变 革 HRM practices结结果 Results结论结论 Conclusion通用范纽纽克 公司（通用 电
10、电器公司和 一家日本公司 的合资资工厂 ）蒙特利银银行- HRM成功经验分享 Share successful experiences of HRMPart Two: 以人为本实现组织目标Base On Human Capitals to Achieving Organizational Objectives &GoalsGTCH101 N03Part Three: 人力资源管理框架HRM FrameworkWhat is定义 人力资源 Human Resources?Part Three: 人力资源管理框架HRM FrameworkWhat is定义 人力资源管理 Human Resourc
11、es Management?Managing expert 50%-70%Changing propeller 10%-25%Motivator 20%- 40%Strategic partner 5%-22%人力资源管理 HRM functions& activities人力资源管理专业人士Professionals of HRM管理专家 Managing expert雇员激励者 Motivator战略伙伴 Strategic partner变革推动者 Changing propellerQ:贵公司的人力资源部门的功能角色如何？What is the roles of HRH of your
12、 company?Viewpoint two人力资源管理者的职业发展 Career path of HRM人力资源管理职能的新角色New roles of HR function人力资源管理者的职业发展 Career path of HRM人力资源管理者不同角色的价值体现事务性活动(65%-75%) Business like activities -员工档案:EF -员工安全与健康:EH&S -员工薪金:ES -员工奖惩:ERP -员工福利:EB -合同管理:ECM -员工服务:ES - 传统性活动(15%-30%) Traditional activities -人力资源规划:HRP -开
13、发:HRD -工作分析:JA -绩效管理:PMS -招聘:Recruiting -报酬管理:CM -甄选:Selecting - 员工关系:ER -培训:Training - 变革性活动(5%-15%) Changing activities -知识管理:Managing knowledge -战略调整:Adjusting strategies -战略更新:Renewing strategies -文化变革:Innovating culture -管理开发:developing management较低的战略性Lower strategic values核心和瓶颈Mid-level strat
14、egic values战略性价值高High strategic values具备战略性HRM胜任力 Strategic competencies of HRM 重点在本公司：职业经理人人 力资源势行官证书班（CPM- HRD）培养具备竞争优势HRM胜任力 Competencies of HRM 重点在本公司：职业经理人 人力资源总监证书班（ CPM-HRD）培养具备业务伙伴HRM胜任力 Motivating competency of HRM重点在本公司：职业经 理人人力资源经理胜任力证 书班（CPM-HRM）培养HRM所需胜任力结构 Structure of competence to HR
15、 management市场 报酬培育和发展年薪6万20万年薪15万30万年薪30万以上人力资源管理职能的新角色New roles of HR function制定你现在和将来职业发展需要的以提升HRM不同职位 胜任力要求为目标的学习和培训计划，提升你职业发展竞争力发展阶段专员级 培训/报酬等主管级经理级总监级执行官级能力技巧经验态度个人人格魅力各阶段胜任力 结构培训内容Self-analysisAction PlanningReflectionSelf- Management DevelopmentLearning ActivitiesBusiness ObjectivesLearning R
16、elationshipCareer Objectives通过自我职业发展管理提升个人市场竞争力Improving your competitive advantage through SCDM人力资源管理者的职业发展 Career path of HRM- 自我诊断Self-diagnosed你所处的位置目前在企业中的角色目前薪金水平四个月后期望的角色期望薪金水平服务角色/事务性工作4K以下/月专家角色8K左右/月业务伙伴角色15K左右/月战略角色25K左右/月人力资源管理者的职业发展 Career path of HRM人力资源 专业人士 Professional manager of HRMCPM-HRM 文凭班CPM-HRD 文凭班CPM-HRE 文凭班 Low High Low High
