Distinctive
human resources
are firms' core
competencies
BCG McKinsey
吸引有经验的业界人士
强调不同背景和企业家精神
直接投入工作
外部培训
创业 /创新环境
着眼于个人的激励性薪酬
员工离职一般自己创业战略：客户化解决方案
校园招聘
倾向于技术背景
在咨询方面“一张白纸”
全面的内部培训
员工离职一般就任公司高级经理战略：标准化的产品富有特色的人力资源是公司的核心竞争力
Sears Nordstrom
严格、科学的招聘测试
全面的精细的培训（产品知识、操作系统、推销技巧）
通过定期的员工调查了解员工的态度和士气
直接工资为主，佣金为辅的薪酬制度以日用品为主的零售连锁店
分散化的招聘，无正式考试
应聘者要具有与客户交往的经历
强调雇员的判断力和自主性
按业绩排名，内部晋升，末位淘汰
佣金制时尚导向的零售连锁店富有特色的人力资源是公司的核心竞争力
FedEx UPS
分权化：员工被授权采取一切措施完成工作
没有细致的条例
精细的导向课程，发达的沟通渠道，确保员工得到充分信息
每六个月进行一次互动（交谈）
技能测试
技能工资制
外部招聘集中于隔夜快递
通过时间动作分析规定工作细节
规定工作标准并传达给员工，
天天评估每个人的工作
除集体谈判签约外没有员工参与
高工资、高福利，提供收益分享计划和股票期权计划
内部晋升宽产品线，流水化生产富有特色的人力资源是公司的核心竞争力
Coca-Cola Pepsi
雇佣大学毕业生
集中、细致的培训
工作安全性
内部晋升
资历为基础的工资
家庭文化
集中决策
针对部门、公司层次的业绩评估维持地位和形象
招聘有经验的人
工作安全性低
鼓励个人间的竞争，提拔竞争优胜者
股票期权计划
员工忠诚度低
分权化
针对个人的业绩评定通过多元化占领市场空档富有特色的人力资源是公司的核心竞争力
SHRM is the linking of HRM with strategic goals and objectives in
order to improve business performance and develop organizational
cultures that foster innovation and flexibility.
SHRM is the pattern of planned human resource deployment and
activities intended to enable an organization to achieve its goals.
Strategic human resources management is largely about integration
and adaptation,Its concern is to ensure that,(1) human resources
(HR) management is fully integrated with the strategy and the
strategic needs of the firm; (2) HR policies cohere both across policy
areas and across hierarchies; and (3) HR practices are adjusted,
accepted,and used by line managers and employees as part of
their everyday work.
Strategic Human Resource Management
The 5-P Model
ORGANIZATIONAL STRTEGY
Initiates the process of identifying
strategic business needs and
provides specific qualities to them
STRTEGIC BUSINESS NEEDS
Expressed in mission statements or
vision statements and translate into
strategic business objectives
EXTERNAL
CHARACTERISTICS
STRATEGIC HUMAN RESOURCES
MANAGEMENT ACTIVITIES
INTERNAL
CHARACTERISTICS
Linking Strategic Business Needs & Strategic HRM Activities
Pepsi-Cola International’s strategy
Being No,1 by Creating Value through Leadership and Excellence.
The fastest growing
The most committed to customer service and attuned to customer
needs
The best operators
The best selling and marketing company
The best people-oriented company
The 5-P Model
PCI’s strategic business objectives
Committed bottling organization
Uncompromising dedication to quality
Development of talented people
Focus on growth
Quality business plans
The 5-P Model
Human Resources Policies
Expressed as shared values
(guidelines)
Human Resources Philosophy
Expressed in statements defining
business values and culture
Human Resources Programs
Articulated as Human Resources
Strategies
Human Resources Practices
For leadership,managerial,and
operational roles
Human Resources Processes
For the formulation and
implementation of other activities
Express how to treat and
value people
Establishes guidelines for action
on people-related business issues
and HR programs
Coordinates efforts to facilitate
change to address major people-
related business issues
Motivates needed role
behaviors
Defines how these activities
are carried out
The 5-P Model
STRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES
1,HUMAN RESOURCES PHILOSOPHY
This is a statement of how the organization regards its human
resources,what role the resources play in the overall success of
the business,and how they are to be treated and managed.
Instead of using the terms HR philosophy or HR values to describe
how human resources are regarded,treated,and managed,some
organizations use the term culture.
The 5-P Model
A statement of the culture at PCI
LEADERSHIP IN PEOPLE
We will develop an excellent organization focused on building the business by:
Empowering people to drive the business from the closest point to the market
Developing the right skills to be the best in the business
Building career opportunities
Building teamwork:
With bottlers to ensure that we maintain strong partnerships
Among area,division,and headquarters staff to ensure that we coordinate
functional strengths to produce the best possible results
Across markets to ensure that we share the best practices throughout the
enterprise
Helping people succeed by building an environment with:
High integrity
Strong and consistent values
Continuous improvement
The 5-P Model,PHILOSOPHY
LEADERSHIP IN OUR BRANDS
We will achieve brand superiority by:
Delivering the best products in the marketplace:
The highest quality
The best tasting
The most consistent
Communicating these benefits in a high-impact,persuasive and consistent manner
LEADERSHIP IN MARKETING
We will build on our brand platforms by:
Creating new brand,channel,and package segments that build the business:
Faster off the mark
Better ideas
Quicker to create and take advantage of opportunities
The 5-P Model,A statement of the culture at PCI
LEADERSHIP IN OPERATIONS
We will build excellence in our own and bottler operations by:
Being the low-cost producer
Establishing and maintaining a strong focus on customer services and sales
management,These cornerstones will make us the best sales company
Standardizing operating systems to:
Enhance our ability to provide the highest level of customer service
Develop an ability to measure and manage key parameters of the business in a
consistent fashion
Provide a common set of practices and disciplines for the organization
The 5-P Model,A statement of the culture at PCI
2,HUMAN RESOURCES POLICIES
All of these statements provide guidelines for action on people-related
business issues and for the development of HR programs and practices based
on strategic needs,The term HR Policy,as used here,does not mean HR
Policy Manual.
The 5-P Model
HR policy can link values with a particular people-related
business need
Values,high standards of personal performance
Need,to develop communication skills that would foster such performance in
a decentralized international environment
HR policy,instant feedback,if you have a problem or an idea about any
aspect of the business,or about an individual's performance,then the
organization demands that you raise the issue appropriately and discuss it
maturely.
The 5-P Model,POLICIES
3,HUMAN RESOURCES PROGRAMS
Shaped by HR policies,HR programs represent coordinated HR efforts
specifically intended to initiate,disseminate,and sustain strategic
organizational change efforts necessitated by the strategic business needs.
The 5-P Model
Generic questions help to identify the fundamental issues for
programs
What is the nature of the corporate culture? Is it supportive of the business?
Will the organization be able to cope with future challenges in its current
form?
What kind of people and how many will be required?
Are performance levels high enough to meet demands for increased
profitability,innovation,higher productivity,better quality,and improved
customer service?
What is the level of commitment to the company?
Are there any potential constraints such as skill shortages or HR problems?
The 5-P Model,PROGRAMS
4,HUMAN RESOURCES PRACTICES
LEADERSHIP ROLES
Establishing direction
Aligning people
Motivating and inspiring individuals
Causing dramatic and useful change
e.g,FPC
Live by the basic values of the Forest Products Company
Demonstrate honesty and ethical behavior in business transactions
Show a high degree if personal integrity in dealing with others
Avoid wasting time or resources
Strive for continuous improvement in all you do
Demonstrate confidence in yourself as a leader
The 5-P Model
MANAGERIAL ROLES
Make sure that objectives are clearly understood
Level with people on what is not negotiable
Give appropriate orientation to people on new assignments
Deal effectively with performance problems
Give people the information they need to be successful
Give developmental performance feedback in a timely manner
Give people the freedom they need to do their jobs
Give co-workers the opportunity to try out their new ideas
Encourage appropriate collaboration on work assignments
Encourage people to participate when appropriate
OPERATIONAL ROLES
Content is far more specific than for the other roles
The 5-P Model,PRACTICES
5,HUMAN RESOURCES PROCESSES
This area deals with "how" all the other HR activities are identified,formulated,
and implemented.
The 5-P Model
Strategy - HR fit,
Does it really
matter?
FIT,the effectiveness of any HR practice or set of practices for
impacting firm performance depends upon the firm's strategy,or
conversely,the effectiveness of any strategy depends upon having the
right HR practices.
While some studies provided
minor support for the efficacy
of fit,overall the results were
far from conclusive
Strategy - HR fit
If the facts don't
fit the theory,fix
the facts.
Strategy - HR fit
The system architecture level
(consists of the guiding principles)
Little reason exists for thinking that
the effectiveness of such principles
might vary across strategies
The policy alternatives level (the
different techniques or practices
through which the guiding principles
can be promoted)
How fit with strategy might take on
importance
”Product" level (the immediate
product the HR practices aim to
produce)
A strong need to tie HR to strategy
exists
Practice-process level (the best-in-
class implementation and/or
technique of the principles,practices,
and product systems)
This issue of internal fit will be left for
a future research
Strategy - HR fit
学习型组织的五项修炼
自我超越 （ Personal Mastery）
改善心智模式 （ Improving Mental Models）
建立共同愿景 （ Building Shared Vision）
团体学习 （ Team Learning）
系统思考 （ Systems Thinking）
学习型组织学习型组织是指通过培养弥漫于整个组织的学习气氛、充分发挥员工的创造性思维能力而建立起来的一种有机的、高度柔性的、扁平的、符合人性的、能持续发展的组织。这种组织具有持续学习的能力，具有高于个人绩效总和的综合绩效。
学习型组织
组织成员拥有一个共同的愿景
组织由多个创造性个体组成
善于不断学习
“地方为主”的扁平式结构
自主管理
组织的边界将被重新界定
员工家庭与事业的平衡
领导者的新角色（ 设计师、仆人和教师）
学习型组织学习型组织的特征战略特征核心竞争力 有意义的差别化力量源泉 变革 (change )
战略效能 创造市场 ( 而非从现有市场争份额 )
组织化观点 系统化 ( 而非部分的简单加总 )
发展动力 转换 (transf ormation )
结构化特征结构 网状结构控制系统 价值标准，自我控制力量基础 知识 ( 而非在金字塔上的位置 )
整合机制 团队不同网络间 强相关信息流 横向流动 ( 而非等级间流动 )
人力资源实践考绩制度 弹性报酬奖励基准 基于长期的财务状况和人力资源开发地位的标志 与众不同 ( 而不是官职和头衔 )
流动方式 跨部门、跨职能
( 份外的 ) 辅助工作 作为考绩过程的有机部分文化 集团主义领导者行为眼界、观念 开放解决问题的方针 系统思考反应风格 创造性的个人控制 有成效的信仰 善解人意，体贴下属学习型组织的特征善于不断学习
强调,终身学习,
强调,全员学习,
强调,全过程学习,
强调,团体学习,
学习型组织企业再造与人力资源管理
（ Business Process Reengineering，也叫做企业重建、
业务流程重组、企业流程重组）：即从本质上反思业务流程、彻底重新设计业务流程，以达到大幅度提高绩效的目的。
—— （美）迈克尔?哈默（ M,Hammer） 杰姆斯?钱皮（ J,Champy）,再造企业 —— 工商管理革命宣言,
企业再造
大幅度,企业再造的出发点并非经营管理上的微小进步,它着眼于绩效上的重大飞跃,着眼于突破 。
彻底,追根溯源,而不是改良现有的东西 。,假如今天还没有宝洁,
我们会怎样把它创建起来？,
流程,指一系列相互关联并共同为顾客创造价值的工作 。 在传统的公司里,流程是支离破碎,遍布各个部门,看不见管不了的孤儿 。
企业再造理论认为,流程支离破碎正是企业绩效问题的根源,只有把全部流程当做整体对待,才能大幅度提高业绩 。
重新设计,企业再造主要的就是工作方式的设计,人们往往认为只有产品才能设计,其实设计流程才最重要 。
企业再造企业再造的指导思想
顾客至上
以人为本
彻底改造企业再造企业建立,优质服务型,竞争优势的七个步骤
由上至下改进服务：优质服务的思想必须贯彻在企业文化之中,并且要由领导以身作则付诸实践 。
创造具体的优质服务目标,并由一套明确的制度来保证 。
雇佣重视顾客的员工：这种员工必须是愿意与顾客友好相处,善于了解顾客心理,又能敏锐地察觉顾客特别需要的员工 。
训练员工关心和体谅顾客 。
激励员工提供特别的服务：企业要通过奖惩制度使优质服务措施得到巩固和加强 。
授权员工自行解决问题 。
奖励员工对顾客的英雄式行为企业再造企业再造与人力资源管理
建立再造承诺
人力资源管理与团队建设
在改变工作性质方面的角色
HR在集权到分权的转变中的角色
HR在从培训到教育的转变中的角
HR在从行为到结果的转变中的角色企业再造知识管理与 HRM
KNOWLEDGE MANAGEMENT
从工业经济到知识经济
单一地和尽可能地利用自然资源，全然没有考虑到环境、生态和社会效益之类的课题
需要大量资金、设备，有形资产能起决定性作用，
以开采有限的自然资源为主
带来的是稀缺经济，必须保护和控制资产
依赖完善的基础设施
科学、合理、综合、高效地利用现有资源，促进人与自然协调同时可持续发展
资产投入是以无形资产为主，引进了开发无限的人力资源 —— 人们的头脑的可能性
提供了一个创造充裕经济的平台，
以永不枯竭的思想为基础通过动态合作，汇集成为灵感的大动脉，
动脉中又孕育着更多的创造性
依赖生机勃勃的“信息结构”
知识管理知识管理的重要性
工作人口减少与老化之后,知识管理将是提高生产力的关键 。
想改善或甚至只是维持目前的生活水准,知识管理都将是基本条件 。 知识财产已成为我们时代的主要通货 。
—— 德鲁克知识管理知识型企业
知识型人员将占绝大多数
企业组织结构发生变化
生产组织系统发生变化
在家办公将成为一种可行的工作方式,经理人员也可以通过使用便携式信息技术随时随地办公
随时招聘的工作人员将取代固定性工作人员
,按业绩付酬,将取代,按岗位付酬,
灵活有效的生产组合形式：人员,时间,地点等 。 这种组合可以根据需要随时增减,甚至撤消；同时也可以为了掌握各种本领而进行彻底改组知识管理
大型企业将被改造成许多小的能提供某种专门服务的自行管理的单位。智能信息系统利用企业内综合通信网或者组件系统，把所有的生产经营活动合成一个工作整体，协调生产全过程和分散在各地的各单位之间的工作；
企业每一个单位的管理都通过由知识型人员组成的一个几乎拥有全权的自行指导班子来进行。这个指导班子对产品的设计、加工制造、
销售、售后服务和最终处理实行一抓到底的管理方法。由于实行计算机化取得了巨大的灵活性，任何一个用户只要确切说明他需要一种什么样的产品，都能得到满足；
管理部门按工作成绩分配预算、工资、奖金和其他资源，同时允许各部门按照自己认为最佳的方式自行组合和安排生产，以及同供应商和其他单位协作。
企业组织结构发生变化知识管理知识型企业的六个要素
你越使用知识型产品和服务,它们越具有职能
你越使用知识型产品和服务,你就越聪明
知识型产品和服务可随环境变化而做出调整
知识型企业可按顾客要求提供产品和服务
知识型产品和服务具有相对较短的生命周期
知识型企业能使顾客实时采取行动知识管理知识管理
知识管理不同于信息管理,它是通过知识共享,运用集体智慧提高应变和创新能力 。 知识管理的实施在于建立激励雇员参与知识共享的机制,设立知识总监,关注创新和集体创造力的培养 。
知识管理并不是一门技术,而是各种可行的解决办法的综合,其作用是作为一个单一系统满足各项具体需求 。
知识管理就是为企业实现显性知识和隐性知识共享寻找新的途径 。
显性知识易于通过计算机进行整理和存储；隐性知识则难以掌握,
它存储在各个雇员的大脑里,是雇员的个人经验 。
正是由于信息与人的认知能力的结合才导致了知识的产生 。 它是一个运用信息创造某种行为的过程 。 这就是知识管理的目标知识管理
Five Objectives for Knowledge Management Initiative
Connecting people with other knowledge people
Connecting people with information
Enabling the conversion of information to knowledge
Encapsulating knowledge,making it easier to transfer
Disseminating knowledge around the firm
知识管理的实施
实现有效的知识管理所要求的远远不止仅仅拥有合适的软件系统和充分的人员培训 。 它要求公司领导层把集体知识共享和创新视为赢得竞争优势的支柱 。 知识管理要求雇员共享他们所拥有的知识 （ 而不是为了保住各自的工作而隐瞒信息 ）,并且要求管理层对那些做到这一点的人给予鼓励 。,从许多方面来说,在公司内部实现知识共享同与竞争对手共享知识的难度一样大 。,
建立对积极参与知识共享的雇员予以奖励的激励机制 。
,雇员的价值并不在于他们掌握了哪些知识,而在于他们要具有不断创新和创造性运用新知识的能力 。,
设立知识总监 （ CKO）,知识总监的地位居于行政总监 （ CEO） 和信息总监 （ CIO） 之间 。
知识管理
