高绩效与人才管理,2,Agenda,Business Priorities Human Capital Gubman, E., The Talent Solution, 1998 2.Huselid, M.A., “The Impact of Human Resources Management Practices on Turnover, Productivity, and Corporate Financial Performance”, Academy of Management Journal, 1995 3.Rucci, A., et al, “The Employee-Customer-Profit Chain at Sears”, Harvard Business Review, January-February 1998,Does the HR Manager Help Meet Financial Targets ?,5,What Differentiates High Performing Organizations ?,Characteristics of high performance organizations: Our Senior Executives take an active personal interest in people-development initiatives We anticipate and initiate change before change is imposed We have experienced HR executives who play a critical role in business planning/talent management We take a systematic approach to performance management and professional development We clearly and consistently align HR and competency development programs with the business needs We continuously and systematically foster employee engagement and commitment,Source: Accenture Research,6,Enhanced human capital capabilities in delivering business performance are built on a strong design foundation of Performance Management solutions.,What is the Impact of Performance Management ?,7,Strategic Alignment Expectations are set across the organization on the desired leadership behaviors (such as Value Creation, Business Operation involves reassignment, redeployment, and re-skilling,Aggressive/Organic Growth,Need for additional people with new and/or different skill sets; need to accelerate the speed to competency,Business Driver,Impact on HR strategy need to reshape the workforce to support the business strategy,New Strategic Alliances,Requires a new human capital approach to support changes to the way people need to be deployed to the new business model; may require new skills to use the new technology,Focus on Innovation (e.g., product development),Workforce Productivity,Need to look at mission critical workforces and drive value from workforce performance; need to provide proper tools to support day to day performance,Need for new and/or different skill sets to support new products and initiatives; need to accelerate the speed to competency,10,Customers of HR,3rd Party HR Services Rec. Agencies Testing Agencies Background checks Consultants Training Partners,Back Office,HR Administration Data Management Reporting Event logistics,Global HRIS,Recruitment DBs,Management,Employees,Candidates,HR Leadership,HR Strategy; Counseling; Career Development,Shared Services Capabilities Compensation Talent Devpt. Architecture,General Queries; HR Operational Support,SLAs on HR Services with Business,OLAs within the HR Orgn.,myLearning,Assessment Tool(s),HR Service Delivery Model,11,Annexure,12,Indicates the processes that form the foundation of talent management.,What Keeps You Awake at Night & What Helps You Sleep?,Improving Workforce Productivity,Quality of People Management,Leveraging Innovation,Client Value Creation,Key Performance Drivers,Business Results,Human Capital Processes,Competency Management,Career Development,Performance Management,Succession Planning,Recruiting,Workforce Planning,Workplace Design,Rewards and Recognition,People Care,Human Capital Strategy,Learning Management,Knowledge Management,Human Capital Infrastructure,Human Capital Capabilities,Change Management,Revenue Growth,Expand Operating Margins,Total Return to the Shareholder,Business Model Transformation,HR Operating Model,Engaged Employees,13,Performance Management : Best Practices,14,Performance Management : Best Practices,15,Performance Management : Best Practices,16,Performance Management : Best Practices,17,Talent Management viewed as a competitive differentiator,Recruitment delivery at scale and efficiency Robust Integration / Training model and infrastructure,Cost per joiner Quality of Hire Sourcing the required volume at the required time Time to fill ROI in training (measured through increase in chargeability and billing rates of trained resources ),Business Driver,Initiatives and Enablers,Success Measures,Talent Acquisition & Development,18,Aggressive and organic growth leads to need for a flexible, agile and high performing workforce,Responsive Resource Deployment Processes Robust Learning / Re-skill model and infrastructure Scalable and robust basic HR Processes (e.g. HR Services) Leveraging technology to deliver HR services and processes,Utilization and Chargeability HR Service Delivery Metrics,Business Driver,Initiatives and Enablers,Success Measures,Resource Management,19,Workforce Productivity,Well defined performance management processes Clearly articulated approach to rewards & recognition Career Management processes which linkages to performance and employee aspirations,Employee Satisfaction scores on Career Management Processes Compliance to performance management initiatives Retention of high performers in the organization,Business