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1、人力资源运营与管理GE HR日程表 人力资源管理角色的进化 GE的人力资源管理GE的价值观GE的运营系统GE的HR愿景GE的HR能力素质模型实现GEHR管理卓越的关键GEHRM的内容招聘入职职业与组织发展学习与发展薪酬与福利雇佣HR操作终止雇佣人力资源管理角色的进化HR 角色的进化 People go into HR because they like peopleAnyone can do HRHR deals with soft side of a business so is not accountableHR focuses on costs, which must be contro
2、lledHRs job is to be policy police and the health-and happiness patrolHR is full of fadsHR is staffed by nice peopleHR is HRs job二十世纪 HR must create the practices that make employees more competitive, not more comfortableHR must master both theory and practiceHR must know to translate work into fina
3、ncial performanceHR must add value, not reduce costsHR must help managers commit EEs and administer policiesHR must see their current work as part of an evolutionary chain and explain their work with less jargon and more authorityHR should be confrontative and challenging as well as supportiveHR wor
4、k is as important to line managers as are finance, strategy and other business domains.现状GE HR的进化 下个角色HR Business PartnersValued StafferFacilitatorsHR GeneralistsAssessing CultureProactiveEmployee AdvocatesUS CentricInternal Idea Sharing现状Growth Leaders/HR Experts Influential Thought LeadersTransfor
5、mers/Executive CoachesHuman Capital Optimizers Shaping CulturePredictiveEMPLOYEE ADVOCATESGLOBALInternal is not deterred by obstacles.OPEN Attentive and respectful when listening and responding to others. Willing to change based on the inputs of others. Communicates in an open, candid, and consisten
6、t manner. Accessible and approachable.ENERGIZING Displays an engaging, can-do, optimistic attitude. Makes work fun. Inspires others to achieve more than they imagined. Recognizes and rewards the contributions of others. Demonstrates Unyielding IntegrityGE的运营系统GE Operating SystemLeadership MeetingsCo
7、re Business ProcessesOctoberDecemberAugustAprilJuneFebruarySeptemberNovemberJulyMarchMayJanuaryGE Opinio n SurveySession D ComplianceSession C Org/Staffin g/SuccessionGrowth Playbook Session C follow up VideoSII/CII Operating PlanGlobal Leadership MeetingCorporate Executive CouncilCorporate Executiv
8、e CouncilCorporate Executive CouncilCorporate Executive CouncilCorporate Officers MeetingSEB OrientationGE的HR愿景HR at GECEOCFOHRGE HR VisionGE The most competitive and exciting enterprise in the worldHR - Credible, visible, value-added business partner1.Attract, develop and retain the best diverse an
9、d global talent2. Build leadership pipeline3. Anticipate business needs4. Ensure that HR initiatives/outcomes are closely linked to business scorecard5. Leverage and optimize best practices6. Develop HR talent with world-class functional skills and business expertise7. Serve as a voice for employees
10、employee advocate8. Make GE jobs the best jobs in the worldGE HR Agenda1.1. Build the leadership pipelinebest of internal and external talent 2. Develop talentfocused on growth 3. Drive Employee EngagementGE the worlds Best place to work 4. Optimize GE operations globallyreduce complexity 5. Externa
11、l/Customer FocusGE HR能力素质模型GE HR Competency ModelBusiness PartnerPersonal AttributesHR ExpertOrganization Effectiveness ChampionBusiness Acumen Customer Focus External Relations Global MindsetCommunication Consulting and Coaching Employee Relations Staffing expert in regulatory requirements in a par
12、ticular area) Special role employee is in a role that has a unique impact on the business (e.g., integration manager for pivotal business acquisition)This assessment is binary - an employee is designated as having an extraordinary skill or they are designated as not It is intended to be used quite s
13、electivelynot simply to acknowledge professional excellence or valuable contribution The overall assessment of the employees contribution to the organization Objectively based on past performance, demonstrated values, and unique skills Guidelines available to ensure appropriate differentiation acros
14、s the businessTop Talent: Represents the very best contributions within the organization. Consistently performs at a level that strongly differentiates their contribution within the organization, and recognizes this additional level of capability and performance. Highly Valued: Represents the streng
15、th of our organization. Consistently performs at a level that strongly supports business performance and GE Values . Highly capable and high- achieving performers, who are recognized for their contribution within the organization.Less Effective: Represents the least effective contributors within the
16、 organization. Not always able to contribute at a level that is desired. Recognizes a need for change, and generally associated with needed improvement in performance and/or values, with an action plan to address. Overall Rating Operational DefinitionOverall Rating How It Fits Together =Top TalentTop TalentUnique skillsOverall ratingPerformanceGE valuesHighly valuedHighly valuedLess
