分享
分享赚钱 收藏 举报 版权申诉 / 48

类型台湾福特人力资源管理实务.PDF

  • 上传人:德鲁克管理课堂
  • 文档编号:13327182
  • 上传时间:2022-08-05
  • 格式:PDF
  • 页数:48
  • 大小:1.17MB
  • 配套讲稿:

    如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。

    特殊限制:

    部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。

    关 键  词:
    台湾福特人力资源管理实务.PDF
    资源描述:

    1、1福特六和汽車公司HR Best Practices福特六和汽車公司2Ford Lio Ho HRPresentation Objectives Share a common vision and value ofHR and understand how we achieve it Understand the strategic role of HR indelivering key business results Be aware to the transformation andgrowth mindset to deliver HR business34傳統的人事管理與現代人力資源

    2、管理的異同(一)傳統: 勞動商品(二)現代: 人性化 項目 人事管理 人力資源管理 勞資關係 對立的 和諧的 導向 成果 過程 組織 分散式的 整合式的 對象 員工 勞資雙方 價值觀 視員工為成本負擔 視員工為有價值之資源 角色 例行的記載的變化的挑戰的 重點 績效評估 人力開發5策略人力資源方法和傳統人事方法的差異層面 策略人力資源方法 傳統人事管理方法規劃與策略形成包括整體性組織策略規劃的形成及人力資源功能與公司策略的合作。只包括作業性規劃職權 高層人士人員具有崇高地位和職權,例如:人力資源管理副總裁。中階地位和職權,例如:人事經理。範圍 考慮所有管理者和雇員。 考慮計時性、作業性及文書繕

    3、寫雇員。決策 包含策略性決策。 只進行作業性決策。整合 和其他組織功能(行銷、財務、法律、生產)完全整合。和其他組織功能小規模整合。協調 協調所有人力資源活動,例如:訓練、招募、用人等。沒有協調所有人力資源。6人力資源部門在人力資源規劃形成與執行中所扮演的角色第一階段: 人力資源部門基本上其觀點是負面的,及防弊而非興利。第二階段:人力資源部門幕僚視自己為專業人員。第三階段: 高階管理者給予人力資源部門人員高度的尊敬,且願意讓其參與策略規劃之形成。第四階段: 高階管理者相信人力資源部門可以提昇公司的競爭優勢,此時人力資源部門與財務、生產、行銷部門真正平起平坐。人力資源幕僚不僅在策略性規劃中擔任關

    4、鍵性角色,甚至是領導者。避免人事問題功能專業化有限參與策略規劃策略規劃的夥伴7不同管理層次的人力資源管理活動(一) 公司領導階層設計人力資源政策以配合組織的策略挑戰對外來環境變化之監測及反應(二) 中級管理階層設計系統、 制度以配合人力資源政策方向促進達成企業的成本效益目標(三) 作業階層執行人力資源政策及計劃日常人力資源實務 (如:招募、 任用、 訓練)8公司策略vs.人力資源策略人力資源策略積極主動的雇用、訓練、陞遷解僱、提前退休新公司成員的雇用配置、陞遷、訓練公司文化整合、雇用或解僱人員重新配置、解僱、重新分派任務分權化的雇用及訓練薪資裁減、效率改善雇用高技能員工、訓練、特殊的酬償計劃公

    5、司策略成長縮減多角化購併化整為零差異化低成本高品質9Building Business Successthrough HRHigh PerformanceWork CultureltureWhat? Work to achieve Business ObjectivesWhat? Work t achieve Business ObjectivesHow? Employee/Organization Capability E l e/Organization a abilityWhy? Employee Engagement/Commitmentployee Engagement/ t ent

    6、Aligned With Business Strategy Reward System Communication System Performance System Learning Systemlig With Business Strate Reward Syst ion System Performance Syst Learning SystAligned With Resource Technology Mgr/Spvr Work Environment Organization Structure Processeslig With Resource Technology M

    7、r/Spvr Work Envir ent Organization Structure Processes10Global HR Strategies Recruit Talent at All Levels Develop Business Leaders Reward, Engage and Retain Talent Create a Global Environment That Values Diversity Create a Safe Workplace Leverage Effective Labor Relations Achieve Operation Excellenc

    8、e Through Technology and Efficient People Processes Drive Customer Satisfaction Through People Processes Ensure Organization Design, Capability and Behaviors Deliver Consumer Strategy11Ford HR delivers:“Leadership in developing a high performing diverse organization which creates competitive advanta

    9、ge.”Alignment Anticipation AccountabilityActionHUMAN RESOURCES DESIREDSTATE12STRUCTURE One HR, leveraging multiple delivery channels (on site, on call, on line) Partners in the business aligned with each customer base Integrated Labor and O&PP Enterprise-wide/shared services Centralized Customer Cen

    10、ter(s) for transactions, information, and administration, leveraging a strong technological base Lean corporate staff with strategic expertise Effective decisive governance with input from all Consumer Business Groups and Centers of Excellence Integrated enterprise-wide systems with high data integr

    11、ity, reliability, & accessibility Resource flexibility13PEOPLE Strong business acumen Intimate with customer business needs Strong consulting skills Systemic thinking Multi-skilled generalists Expert specialists Transformational/change expertise Diverse, inclusive Courageous; high integrity Shared u

    12、nderstanding(vision, roles,etc.) Highly committed, hard working, durable Effective cohesive, leadership team Effective in dealing with all constituencies14PROCESS Leading on people strategies/initiatives Business partnering/business driving Organizational diagnosis and creative innovative solutions

    13、Integrated seamless service delivery Operational efficiency:- Maximum economies of scale- No duplicate efforts/redundancy- Common and streamlined core processes - Automated transactions, administration Nimble/fast Best-in-class product/service quality Global15CULTURE Business/consumer driven Custome

    14、r/outward focused Diversity championing/role modeling Innovative, creative, resourceful Continuous improvement and people development oriented Teamwork focused within HR & with customer Risk taking, change driving High performance/business results oriented Open, communicative Proactive/anticipatory/

    15、predictive Reward-for-contribution mindset16Director ofMktg. & SalesYork ChenDirector ofPublic &Govt AffairsT.B.D.Director ofHumanResourcesLawrence YehFAPPublic and Govt AffairsJim Bright/B. Kelly/K. HsuFAPHumanResourcesC. SloatFAPFinanceD.L. SchochLocalCountryTeamFord Lio Ho Organization ChartDirec

    16、tor ofAutomotiveConsumerService GroupSteven ChangChairman &CEOFord ChinaMeiWei ChengFAPManufacturingGary RoeFAPFord CustomerService DivisionG. HendersonFAPPurchasingR. SuttonPresidentJeffrey ShenDirector ofLocal VehicleTeamC. C. YangDirector ofPurchasingRichard ChenDirector ofManufacturingRingo LinD

    17、irector ofMazda & NewBus. GrowthStrategyK. C. HuDirector ofFinanceJeff Nemeth17Ford Lio Ho HR Pre-Ford 2000Ford 2000ConsumerBusiness GroupsNext EvolutionDescriptionTiming Pre-1990 Industrial Relations Personnel Administration Tense Labor - Management “They” mentality Homogeneous HR/inward focus Clos

    18、ed, secretive1990 -1999 Employee Relations Localization Changing to “Human Resource” Concept Accessible Develop local HR People 2000-2001 Human Resources Customer Oriented Service Team Communicator Participator More Positive Feedback2002?18Ford Lio Ho HR Pre-Ford 2000Ford 2000ConsumerBusiness Groups

    19、Next EvolutionDescriptionTiming 2002 Transformation and growth Business Partner Consultant Learning organization Zest for life/ Work Life Integration e-HRPre-1990 Industrial Relations Personnel Administration Tense Labor - Management “They” mentality Homogeneous HR/inward focus Closed, secretive1990

    20、 -1999 Employee Relations Localization Changing to “Human Resource” Concept Accessible Develop local HR People 2000-2001 Human Resources Customer Oriented Service Team Communicator Participator More Positive Feedback19WHAT DOES TRANSFORMATION MEAN?FROM TOINTERNAL FOCUSBUREAUCRATICPOLICY DRIVENUPSTRE

    21、AM IN VALUE CHAIN STIFLING PROCESS ADMINISTRATORGROWTH FUELED BY REQUIREMENTFOLLOWING LEADERSHIP IN DEVELOPING A HIGH PERFORMING DIVERSE ORGANIZATION WHICH CREATES COMPETITIVE ADVANTAGE20WHAT DOES TRANSFORMATION MEAN?FROM TOEXTERNAL FOCUS ON EMPOYEES & COMPANY AND SHAREHOLDERSNIMBLE & ENTREPRENEURIA

    22、LCUSTOMER DRIVEN DOWNSTREAM IN VALUE CHAIN LEARNING ORGANIZATION CONSULTANT GROWTH FUELED BY VISION AND VALUELEADING INTERNAL FOCUSBUREAUCRATICPOLICY DRIVENUPSTREAM IN VALUE CHAIN STIFLING PROCESS ADMINISTRATORGROWTH FUELED BY REQUIREMENTFOLLOWING LEADERSHIP IN DEVELOPING A HIGH PERFORMING DIVERSE O

    23、RGANIZATION WHICH CREATES COMPETITIVE ADVANTAGE21HR What I See !StrengthValue Diversity Team WorkCost ConceptListen Customer Customer - Oriented mindsetGood serviceActingAttitude for learning B-I-C HR Among FAPB-I-C HR Among Competitors Have funThreatFCO/FLH HR SynergyCompetition from Chinese HR Out

    24、source TrendChallenge for SMART e-HR, Technology transformation Career crises/Development ceiling Talent RetentionCompete for talent to Ford Work/Life balance need Social/Environment/Labor Law ChangeHR Value-Sunset Business? Hardly to measure result in Short TermWeakness Speed for Transformation & g

    25、rowthNot creative (crazy) enough Leading Change Business X-Country networking among HRShared sometime Dreaming for future Out of box thinking Binding by Global policy sometime Global Regional mindset Opportunity Consultant Business Partner e-HRWork/Life Balance designer Cheer leader “Learning Organi

    26、zation” Creator “Performance - oriented culture” promoter“People Business” is future mainstream22Human Resources Headset Values, behaviors, people are the critical elements Structure is only a supporting mechanism Owns Business Heart not only Business Mind Quality = 80% attitude + 20% knowledgeFunda

    27、mental Shift in Our Way of Doing Business23Human Resources HeadsetFor success, must learn to: Feel and act responsible to multiple people (not just your direct supervisor) Collaborate across the organization (talk across before talk up) Share information freely and honestly Inspire trust in colleagu

    28、es Make effective trade offs Take initiative aggressively Effect new ways of working with other people24WE NEED TO USE PRINCIPLES TO GUIDE OUR ACTIONSDECISION MAKING HIERARCHY “Do the Right Thing” Best for the employees AND the Company Best for the Business Partners Best for the Function 25HR LEADER

    29、SHIP ACUMENLeadership Acumen Business Acumen: People Acumen: Organization Acumen: Emotional Strength:26HR LEADERSHIP ACUMENLeadership Acumen:A deep understanding of the business and strong profit orientation - an almost instinctive feel for how the business makes money. People Acumen: Judging people

    30、, leading teams, growing and coachingpeople; cutting losses where necessary. Organization Acumen: Engendering trust, sharing information, and listening expertly; diagnosing whether the organization is performing at full potential; delivering on commitments; changing, not just running, the business;

    31、being decisive and incisive. Emotional Strength: The self-awareness and self-mastery that are the Foundation of people skills e.g., courage, energy, edge, coaching and counseling Business Acumen:27FLH HR BullseyeImage/Personality Product/ServiceProfessional Innovative TrustBusiness Partner- Proactiv

    32、e- Professional- Self-confidenceChange Agent- Envisioning- Leading- Executing“Zest for Work/Life”Promoter- Passionate / Energetic- Counseling /Consulting- Customer intimacyOperationalExcellence- Advancedplanning- Quality-focused- ReliableEfficient &Effective- Speedy- Flexible- MeasurableInnovative-

    33、Out-of-boxthinking- Feasible- Delight CustomersPeople Business- Developing people- Inspiring learning- Competitive advantagesTransformation& Growth- Breakthrough- Leading Change- e-TechnologyValue28福特六和人力資源處軸心圖形象/特質 產品/服務專業創新信賴企業伙伴- 極主動- 具專業- 有自信變革領導者- 預思未來- 領導改變- 落實執行活得精彩 推手- 熱情/有勁- 諮商 /諮詢- 走向顧客完善運

    34、作- 前瞻規劃- 堅持品質- 值得信任效率與效能- 超迅速- 富彈性- 可衡量創新- 跳脫思維框架- 可執行的- 取悅顧客人的經營- 人員發展- 激勵學習- 競爭優勢轉型與成長- 突破轉型- 領導變革- 科技再造價值29Best Employers in Asia:Findings from 2001 Study -Strengths & Opportunities for Ford Lio Ho Motor Co.30Hewitt A ssociates 1 Client Name1Key Business Issues for Ford LioHo Five key business is

    35、sues: Meeting Customers Needs Competitors Brand equity/ Brand recognition Acquisition & retention of talent Economic conditionsMost significant people issue: Employee workload and stress reduction31Hewitt A ssociates 2 Client Name2Key Business Issues Identified by CEOs across the RegionTaiwan Asia M

    36、eeting the needs ofcustom ers Acquiring and retainingtalent Organisational culture Technology Increasing brandequity/brand recognition Meeting the needs ofcustom ers Acquiring and retainingtalent fairly Organisation culture32Hewitt A ssociates 3 Client Name3Key People Issues Identified byCEOsacross

    37、the RegionTaiwan Asia Attract and Retain talent Develop em ployees formanagement positions Growth and developm entof talent Manager lack peoplemanagement skills Communication Developing the talentthe business needs33Hewitt A ssociates 4 Client Name4Key WordsEngagem ent Score% of em ployees answering

    38、 4.5 and above to core Engagement item s within surveyAlignm entalignment between CEO, PPI and em ployee perspectiveEngagem ent Factors% satisfied with Engagement drivers34Hewitt A ssociates 1 Client Name1The Engagement ModelWe see Engagement when .StayHave an intense desire to rem ain with the orga

    39、nizationConsistently speak positively about the organization to co-workers, potential em ployees and most critically, customers (current and potential)SayAre com m itted, exert extra effort and are engaged in work that contributes to business successStrive35Hewitt A ssociates 6 Client Name6Engagem e

    40、nt = SatisfactionSatisfaction = how much you like ithereCommitment= how much you want toimprove business resultsEngagem ent = how much you want to and actually doto improve business results36Hewitt A ssociates 7 Client Name7The Engagement ModelThe Seven Factors of Engagement:Engagem entOpportunityGr

    41、owth/DevelopmentAdvancementInteractionQuality of LifePhysical environmentTime/Work/LifeLeadershipCredibilityTrustRelationshipsCoworkersManagersCustomersWork ActivitiesImpactChallenge/InterestStatus/PrideTotal CompensationPay/Financial recognitionBenefitsCulture and PurposeSense of purposeOrganisatio

    42、nal valuesand behaviours37Hewitt A ssociates 8 Client Name8Cultureand valuesWhat Makes a Best Employer?Have the talent for the futureEngaged em ployeesAligned andsupportivepeople practices38Hewitt A ssociates 9 Client Name9Ford LioHo Engagement Scores & FactorsCompany Wise Comparisons: Ford Lio Ho M

    43、otor Company vs Best Employers in Taiwan and Other Companies828064886772728675 7577796690646067807853596545775144526870460102030405060708090100EngagementWork EnvironmentPay & BenefitsPurposeOpportunitiesWork ActivitiesSenior LeadershipManagersCoWorkerWork/Life BalancePercentageFord Lio Ho Motor Comp

    44、any Best Employers in Taiwan Other Companies in Taiwan39Hewitt A ssociates 10 Client Name10Most and Least Satisfied Factors Ford Lio Ho Taiwan AsiaMost SatisfiedFactors Purpose Relationship withManagers WorkEnvironm ent Purpose Relationship withco-workers Relationship withM anagers PurposeLeast Sati

    45、sfiedFactors Pay & Benefits Opportunities Work Activities Work/ LifeBalance Pay Benefit Pay40Hewitt A ssociates 11 Client Name11Ford Lio Ho Benchm ark Comparison on Engagem entEngagem entFactorsFord Lio Ho isabove the BEaverageRelativeDifferenceFord Lio Ho islower than BEaverage, but aboveothers ave

    46、rageRelativeDifferencePay and Benefits-2Purpose-2Co-workerRelationship-3Opportunities+3WorkEnvironm ent+1Senior Leadership+5ManagerRelationship+6Work Activities+8Work Life Balance+22O ver Engagem ent+541Hewitt A ssociates 12 Client Name12Engagem ent and Alignm ent Scores -Ford LioHo vs. Taiwan vs. t

    47、he RegionEngagem ent Score The regions engagem ent score is 55% (99% , highest) Taiwans engagem ent score is 77% (82% , highest vs 39% , lowest) Ford Lio Ho: 82%Alignm ent Score The regions alignment score is 61% (97% highest) Taiwans alignment score is 63% (83% , highestvs48% , lowest) Ford Lio Ho:

    48、 83%42Hewitt A ssociates 13 Client Name13Initial SW OT AnalysisStrengthWeaknessOpportunityThreats43witt A ssociates 14 Client Name14StrengthGood relationship with Direct Managers -employees have sufficient coaching and feedback from their managers and managers communicate/ cascade the com pany goals

    49、 clearly to help em ployees set their goals and manage their own performance.Work Activities -employees feel that they are able to use their skills, make decisions and have impact. Outperform Other Companies by 28% . Work Life Balance-em ployees feel they are able to appropriately balance work/life

    50、demands. Perhaps as a result of the sem inars offered to em ployees.44Hewitt A ssociates 15 Client Name15Im provem ent OpportunitiesPurpose is strong at 88% -however an area where Ford LioHo is weaker than other Best Employers. Pay and Benefits -Best Employers dont pay more but are better at com m u

    展开阅读全文
    提示  微传网所有资源均是用户自行上传分享,仅供网友学习交流,未经上传用户书面授权,请勿作他用。
    关于本文
    本文标题:台湾福特人力资源管理实务.PDF
    链接地址:https://www.weizhuannet.com/p-13327182.html
    关于我们 - 网站声明 - 网站地图 - 资源地图 - 友情链接 - 网站客服 - 联系我们

    微传网用户QQ群:732276833  微博官方号:微传网官方   知乎号:微传网

    Copyright© 2025 微传网 weizhuannet.com 网站版权所有世界地图

    经营许可证编号:粤ICP备2021046453号   营业执照商标

    1.png 2.png 3.png 4.png 5.png 6.png 7.png 8.png 9.png 10.png


    收起
    展开