人力資源戰(zhàn)略的規(guī)劃與實(shí)施
講師：劉向明 瀏覽次數(shù)：2546
課程描述INTRODUCTION
· 人事總監(jiān)· 人事經(jīng)理· 高層管理者· 中層領(lǐng)導(dǎo)
培訓(xùn)講師：劉向明
課程價格：￥元/人
培訓(xùn)天數(shù)：2天
日程安排SCHEDULE
課程大綱Syllabus
人力資源戰(zhàn)略的規(guī)劃與實(shí)施
課程導(dǎo)言
人力資源戰(zhàn)略有四個維度，即效率、人才、組織、文化。卓越的人力資源戰(zhàn)略，是借助這四個維度上張力，為企業(yè)構(gòu)建核心優(yōu)勢（見下圖）。
企業(yè)的硬實(shí)力，來自效率戰(zhàn)略，它是強(qiáng)大執(zhí)行力的基礎(chǔ)。企業(yè)的人才優(yōu)勢，來自人才戰(zhàn)略，它讓企業(yè)人才濟(jì)濟(jì)、英雄輩出。企業(yè)的系統(tǒng)優(yōu)勢，來自組織戰(zhàn)略，它讓各部門協(xié)調(diào)一致、配合順暢。企業(yè)的軟實(shí)力，來自文化戰(zhàn)略，它讓企業(yè)形象積極正面、深入人心。本課程圍繞人力資源戰(zhàn)略的四個維度，闡述人力資源戰(zhàn)略的規(guī)劃和實(shí)施步驟。
Overview
There are four dimensions of human resource strategy, namely, efficiency, staffing, organization, and culture. An outstanding HR strategy, is a combination of those four sub strategies (as shown in the diagram above).
A company's hard power is based on executive power, which comes from the company's efficiency strategy. A company's personnel advantages come from the company's staffing strategy. A company’s system advantage comes from the organizational strategy, which makes all departments coordinate and cooperate smoothly. The company's soft power comes from the company's cultural strategy, which can build the company's positive image, and can root the image deeply in people's minds.
Aligning with the four dimensions of HR strategy, this course introduces the planning and implementing of HR strategy.
課程收益
1、系統(tǒng)知識：學(xué)習(xí)該課程，學(xué)員能全面了解人力資源戰(zhàn)略的組成部分，以及各部分之間的相互作用。
2、關(guān)鍵技能：學(xué)習(xí)該課程，學(xué)員能迅速掌握人力資源戰(zhàn)略的規(guī)劃過程，以及戰(zhàn)略實(shí)施要點(diǎn)。
Benefits
1、Systematic knowledge: In this course, you will see the big picture of human resource strategy.
2、Critical skills: In this course, you will develop new skills for planning and implementing human resource strategy.
目標(biāo)學(xué)員
成熟企業(yè)的中高層經(jīng)理、創(chuàng)業(yè)公司的創(chuàng)始團(tuán)隊(duì)
Intended participates
Top managers of established companies, executive team of startup companies.
課程大綱
Course outline
第一章 戰(zhàn)略概述：人力資源的戰(zhàn)略意義
本章的課前思考問題：怎樣判斷企業(yè)人力資源管理的成熟度？
一 人力資源管理的三個階段
1、人事階段：專業(yè)事務(wù)導(dǎo)向，提高效率 1960s以前
2、資源階段：資源價值導(dǎo)向，發(fā)現(xiàn)價值 60s到80s
3、戰(zhàn)略階段：核心優(yōu)勢導(dǎo)向，構(gòu)建優(yōu)勢 80s以后
二 人力資源的戰(zhàn)略因素
1、個人內(nèi)隱因素：特質(zhì)、信念、習(xí)慣
2、個人外顯因素：知識、技能、能力
3、組織外顯因素：程序、流程、結(jié)構(gòu)
4、組織內(nèi)隱因素：理念、慣例、習(xí)俗
三 人力資源的戰(zhàn)略價值
1、內(nèi)部容易復(fù)制：高效執(zhí)行力
2、外部難以模仿：核心競爭力
案例講解：麥當(dāng)勞、海底撈、蘋果、迪斯尼的外包體系
本章的教學(xué)目標(biāo)：讓學(xué)員了解人力資源的戰(zhàn)略因素。
Chapter 1 Overview, understanding human resource strategy
Pre-training question of this chapter: How to judge the of maturity level of a company’s human resource management.
1、The three stages of human resource management
a) Personnel management, efficiency directed
b) Resource management, value directed
c) Strategy management, advantage directed
2、Elements of human resource strategy
a) Personal implicit elements, trait, belief, habit
b) Personal explicit elements, knowledge, skill, ability
c) Organizational explicit elements, procedure, process, structure
d) Organizational implicit elements, idea, custom, tradition
3、Strategic value of human resource elements
a) Easy to duplicate, effective execution
b) Hard to imitate, core competitiveness
Case study, the outsourcing system of Hi Hotpot, McDonald’s, Apple
Benefits from this chapter: distinguish the elements of HR strategy.
第二章 效率戰(zhàn)略：構(gòu)建強(qiáng)大的效率優(yōu)勢
本章的課前思考問題：怎樣讓平凡的人做出不平凡的事？
一 效率的來源
1、個人效率：作業(yè)管理
2、團(tuán)隊(duì)效率：崗位管理
3、項(xiàng)目效率：流程管理
二 提高作業(yè)效率
1、作業(yè)效率的障礙：技能主動優(yōu)化
2、提高效率的方法：動作時間分析
三 提高崗位效率
1、崗位效率的障礙：團(tuán)隊(duì)崗位同質(zhì)化
2、提高效率的方法：團(tuán)隊(duì)化工作設(shè)計(jì)
四 提高流程效率
1、流程效率的障礙：流程因素模糊
2、提高效率的方法：流程因素優(yōu)化
小組練習(xí)1：演練，流程缺陷的定位
本章的教學(xué)目標(biāo)：讓學(xué)員掌握的效率戰(zhàn)略的關(guān)鍵技能。
Chapter 2 Efficiency, building hard power of execution
Pre-training question of this chapter: How to enable ordinary people to achieve extraordinary works?
1、Source of efficiency
a) Personal efficiency: task management
b) Teamwork efficiency: post management
c) Project efficiency: process management
2、Increasing task efficiency
a) Obstacle of task efficiency: proactive improving of skills
b) Method of increasing task efficiency: motion/time study
3、Increasing post efficiency
a) Obstacle of post efficiency: homogenizing of posts
b) Method of increasing post efficiency: team-based job design
4、Increasing process efficiency
a) Obstacle of process efficiency: blurred factors of process
b) Method of increasing process efficiency: optimizing of factors
Team exercise 1: locating of process defects
Benefits from this chapter: understanding the implement steps of efficiency strategy.
第三章 人才戰(zhàn)略：構(gòu)建持久的人才優(yōu)勢
本章的課前思考問題：學(xué)習(xí)是員工的個人責(zé)任，還是企業(yè)的組織行為？
一 人才選拔體系：如何發(fā)現(xiàn)適合的人才
1、勝任力模型：人崗匹配的標(biāo)桿
2、高潛力人才：后備力量的來源
二 培訓(xùn)體系：如何引導(dǎo)員工掌握知識、提升技能
1、知識云庫：崗位知識的信息化
2、知識滴灌：如何高效獲取知識
3、情景模擬：工作情景的行為模擬
三 能力開發(fā)體系：如何激勵員工提升能力
1、主動適應(yīng)：工作壓力的分段適應(yīng)
2、主動脫敏：壓力情景的主動適應(yīng)
四 管理發(fā)展體系：如何助力管理者的成長
1、基層管理者：管理培訓(xùn)生
2、中層管理者：接班人計(jì)劃
3、高層管理者：初級董事會
小組練習(xí)2：演練，管理人才的生涯規(guī)劃
本章教學(xué)目標(biāo)：讓學(xué)員掌握人才戰(zhàn)略的關(guān)鍵技能。
Chapter 3 Staffing, building lasting personnel advantages
Pre-training question of this chapter: Is learning an employee's personal responsibility or the company's organizational behavior?
1、Talents selecting system
a) Competency model, benchmark of abilities
b) High potential talent system, finding future talents
2、Training system
a) Knowledge cloud: digitalization of working knowledge
b) Knowledge drip-irrigation: behavioral approach of learning
c) Behavior imitation of working situation
3、Ability developing system
a) Progressive adaptation of work situation
b) Systematic desensitization of work stresses
4、Management developing system
a) Management trainee program
b) Successor program
c) Junior board meeting program
Team exercise 2: Career planning for managerial talents
Benefits from this chapter: understanding the stages of staffing strategy.
第四章 組織戰(zhàn)略：構(gòu)建全面的系統(tǒng)優(yōu)勢
本章的課前思考問題：品質(zhì)卓越的公司，會有哪些共同點(diǎn)？
一 組織戰(zhàn)略的作用對象
1、結(jié)構(gòu)：目標(biāo)分解與成果合并
2、機(jī)制：組織目標(biāo)的排序方式
二 組織結(jié)構(gòu)
1、結(jié)構(gòu)的因素：層級、線路、部門、跨度、規(guī)范
2、結(jié)構(gòu)的作用：組織效能的固化與調(diào)整
案例解讀：諾基亞、蘋果、谷歌，組織結(jié)構(gòu)的演化
三 組織機(jī)制
1、機(jī)制的類型：決策、保障、監(jiān)督、糾錯、優(yōu)化
2、機(jī)制的價值：組織智商的挖掘與升華
案例講解：拿破倫、毛奇、CEO，組織機(jī)制的演化
四 組織戰(zhàn)略的實(shí)施
1、結(jié)構(gòu)的主動調(diào)整：強(qiáng)化目標(biāo)效能
2、機(jī)制的主動引入：強(qiáng)化組織智商
小組練習(xí)3：討論，組織結(jié)構(gòu)的優(yōu)化
本章教學(xué)目標(biāo)：讓學(xué)員了解組織戰(zhàn)略的推進(jìn)步驟。
Chapter 4 Organization, building overall system advantages
Pre-training question of this chapter: What do companies of high quality have in common?
1、Functional components of Organization strategy
a) Structure: The breaking down sequence of organizational goal
b) Mechanism: the sequencing insurance of organizational objectives
2、About organizational structure
a) Structure factors: level, line, department, span, specification
b) Value of structure: stabilization of organizational efficacy
Case study: the evolution of organization structure
3、About system mechanism
a) Types of mechanism: decision, insurance, supervision, correction
b) Value of mechanism: exploring organizational wisdom
Case study: the evolution of system mechanism
4、Implementation of organization strategy
a) Structure adjusting, strengthening targeted efficacy
b) Mechanism adopting, strengthening organizational wisdom
Team exercise 3: adjusting of organizational structure
Benefits from this chapter: understanding the stages of organization strategy.
第五章 文化戰(zhàn)略：構(gòu)建深遠(yuǎn)的文化優(yōu)勢
本章的課前思考問題：年青人希望加入什么樣的公司？
一 什么是企業(yè)文化
1、共同觀念：成員共同的內(nèi)在信念
2、共同行為：成員共有的行為習(xí)慣
二 文化的因素
1、表象因素：距離、假設(shè)、追求、偏好、取向
2、作用因素：覺察、認(rèn)同、契約、歸屬、承諾
三 文化優(yōu)化的方法
1、理念排序：文化理念的順序排列
2、范式轉(zhuǎn)化：理念行為的提取固化
四 文化戰(zhàn)略的成果
1、多元適應(yīng)性：適應(yīng)多元文化社會
2、代際適應(yīng)性：適應(yīng)代際觀念差異
小組練習(xí)4：討論，文化理念的提取
本章教學(xué)目標(biāo)：讓學(xué)員掌握文化管理的關(guān)鍵操作。
Chapter 5 Culture, building universal soft power of culture
Pre-training question of this chapter: What kind of company do young people want to join?
1、What is culture
a) Common believes of organization members
b) Common behaviors of organization members
2、Factors of culture
a) Presentational: distance, hypothesis, pursuit, preference, choice
b) Functional: awareness, conformity, contract, belonging, commitment
3、Method of shaping corporate culture
a) Sequencing of cultural ideas
b) Patterning of cultural behaviors
4、The achievement of culture strategy
a) Adaptiveness of pluralistic society
b) Adaptiveness of mutigenerational groups
Team exercise 4: refining of cultural believes
Benefits from this chapter: Finding the path to upgrading culture effectiveness.
第六章 戰(zhàn)略實(shí)施：人力資源的戰(zhàn)略實(shí)施
本章的課前思考問題：人力資源總裁和人力資源總監(jiān)，崗位職責(zé)有什么不同？
一 人力資源戰(zhàn)略的預(yù)期目標(biāo)
1、效率目標(biāo)：建成持續(xù)優(yōu)化的系統(tǒng)流程
2、人才目標(biāo)：形成人才輩出的培訓(xùn)體系
3、組織目標(biāo)：構(gòu)建目標(biāo)導(dǎo)向的組織結(jié)構(gòu)
4、文化目標(biāo)：樹立以人為本的企業(yè)形象
二 戰(zhàn)略推進(jìn)的前期準(zhǔn)備
1、明確目標(biāo)：描述戰(zhàn)略目標(biāo)的預(yù)期形態(tài)
2、組建團(tuán)隊(duì)：組建戰(zhàn)略實(shí)施的核心團(tuán)隊(duì)
3、規(guī)劃路徑：規(guī)劃達(dá)成戰(zhàn)略目標(biāo)的路徑
4、單點(diǎn)突破：規(guī)范關(guān)鍵情景的操作程序
三 戰(zhàn)略推進(jìn)的實(shí)施步驟
1、效率戰(zhàn)略的步驟：作業(yè)、崗位、流程，由點(diǎn)到面
2、人才戰(zhàn)略的步驟：開發(fā)、培訓(xùn)、甄選，由面到點(diǎn)
3、組織戰(zhàn)略的步驟：產(chǎn)品、結(jié)構(gòu)、機(jī)制，由實(shí)到虛
4、文化戰(zhàn)略的步驟：理念、行為、動作，由虛到實(shí)
小組練習(xí)5：演練，選擇戰(zhàn)略推進(jìn)的起點(diǎn)
本章教學(xué)目標(biāo)：讓學(xué)員掌握文化管理的關(guān)鍵操作。
Chapter 8 Practice Knowhow of organization development project
Pre-training question of this chapter: What are the differences between the HR President and the HR Director in their job responsibilities?
1、Expected achievement of human resource strategy
a) Efficiency, building a total process system
b) Staffing, building a talent supply system
c) Mechanism, building a goal-oriented structure
d) Culture, building a people-oriented company image
2、Preparation of strategy implementation
a) Objective, describing the objectives of strategy
b) Team, forming a team of experts for strategy implementation
c) Path, planning the path to achieve strategic goals
d) Focus, Setting operation procedures for key situations
3、Stages of strategy implementation
a) Efficiency strategy, from motion to process
b) Staffing strategy, from development to selection
c) Organization strategy, from product to mechanism
d) Culture strategy, from idea to motion
Team exercise 5: locking the start point of strategy
Benefits from this chapter: Understanding the knowhow of HR strategy.
人力資源戰(zhàn)略的規(guī)劃與實(shí)施
轉(zhuǎn)載：http://szsxbj.com/gkk_detail/276106.html
已開課時間Have start time
- 劉向明
[僅限會員]