福特人力资源管理实务（英文版）

1福特六和汽車公司HRBestPractices福特六和汽車公司HRBestPractices2FordLioHoHRPresentationObjectivesFordLioHoHRPresentationObjectives•ShareacommonvisionandvalueofHRandunderstandhowweachieveit•UnderstandthestrategicroleofHRindeliveringkeybusinessresults•BeawaretothetransformationandgrowthmindsettodeliverHRbusiness•ShareacommonvisionandvalueofHRandunderstandhowweachieveit•UnderstandthestrategicroleofHRindeliveringkeybusinessresults•BeawaretothetransformationandgrowthmindsettodeliverHRbusiness34傳統的人事管理與現代人力資源管理的異同(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9BuildingBusinessSuccessthroughHRBuildingBusinessSuccessthroughHRHighPerformanceWorkCultureHighPerformanceWorkCultureWhat?–WorktoachieveBusinessObjectivesWhat?–WorktoachieveBusinessObjectivesHow?Employee/OrganizationCapabilityHow?Employee/OrganizationCapabilityWhy?EmployeeEngagement/CommitmentWhy?EmployeeEngagement/CommitmentAlignedWith•BusinessStrategy•RewardSystem•CommunicationSystem•PerformanceSystem•LearningSystemAlignedWith•BusinessStrategy•RewardSystem•CommunicationSystem•PerformanceSystem•LearningSystemAlignedWith•Resource•Technology•Mgr/Spvr•WorkEnvironment•OrganizationStructure•ProcessesAlignedWith•Resource•Technology•Mgr/Spvr•WorkEnvironment•OrganizationStructure•Processes10GlobalHRStrategies¾RecruitTalentatAllLevels¾DevelopBusinessLeaders¾Reward,EngageandRetainTalent¾CreateaGlobalEnvironmentThatValuesDiversity¾CreateaSafeWorkplace¾LeverageEffectiveLaborRelations¾AchieveOperationExcellenceThroughTechnologyandEfficientPeopleProcesses¾DriveCustomerSatisfactionThroughPeopleProcesses¾EnsureOrganizationDesign,CapabilityandBehaviorsDeliverConsumerStrategy11FordHRdelivers:“Leadershipindevelopingahighperformingdiverseorganizationwhichcreatescompetitiveadvantage.”AlignmentAnticipationAccountabilityActionHUMANRESOURCESDESIREDSTATE12STRUCTURE™OneHR,leveragingmultipledeliverychannels(onsite,oncall,online)™Partnersinthebusinessalignedwitheachcustomerbase™IntegratedLaborandO&PP™Enterprise-wide/sharedservices™CentralizedCustomerCenter(s)fortransactions,information,andadministration,leveragingastrongtechnologicalbase™Leancorporatestaffwithstrategicexpertise™EffectivedecisivegovernancewithinputfromallConsumerBusinessGroupsandCentersofExcellence™Integratedenterprise-widesystemswithhighdataintegrity,reliability,&accessibility™Resourceflexibility13PEOPLE™Strongbusinessacumen™Intimatewithcustomerbusinessneeds™Strongconsultingskills™Systemicthinking™Multi-skilledgeneralists™Expertspecialists™Transformational/changeexpertise™Diverse,inclusive™Courageous;highintegrity™Sharedunderstanding(vision,roles,etc.)™Highlycommitted,hardworking,durable™Effectivecohesive,leadershipteam™Effectiveindealingwithallconstituencies14PROCESS™Leadingonpeoplestrategies/initiatives™Businesspartnering/businessdriving™Organizationaldiagnosisandcreativeinnovativesolutions™Integratedseamlessservicedelivery™Operationalefficiency:-Maximumeconomiesofscale-Noduplicateefforts/redundancy-Commonandstreamlinedcoreprocesses-Automatedtransactions,administration™Nimble/fast™Best-in-classproduct/servicequality™Global15CULTURE™Business/consumerdriven™Customer/outwardfocused™Diversitychampioning/rolemodeling™Innovative,creative,resourceful™Continuousimprovementandpeopledevelopmentoriented™Teamworkfocused–withinHR&withcustomer™Risktaking,changedriving™Highperformance/businessresultsoriented™Open,communicative™Proactive/anticipatory/predictive™Reward-for-contributionmindset16DirectorofMktg.&SalesYorkChenDirectorofPublic&Gov'tAffairsT.B.D.DirectorofHumanResourcesLawrenceYehFAPPublicandGov'tAffairsJimBright/B.Kelly/K.HsuFAPHumanResourcesC.SloatFAPFinanceD.L.SchochLocalCountryTeamFordLioHoOrganizationChartDirectorofAutomotiveConsumerServiceGroupStevenChangChairman&CEOFordChinaMeiWeiChengFAPManufacturingGaryRoeFAPFordCustomerServiceDivisionG.HendersonFAPPurchasingR.SuttonPresidentJeffreyShenDirectorofLocalVehicleTeamC.C.YangDirectorofPurchasingRichardChenDirectorofManufacturingRingoLinDirectorofMazda&NewBus.GrowthStrategyK.C.HuDirectorofFinanceJeffNemeth17FordLioHoHRPre-Ford2000Ford2000ConsumerBusinessGroupsNextEvolutionDescriptionTimingPre-1990•IndustrialRelations•PersonnelAdministrat