某公司的人力资源管理(英文版)(ppt 20页)
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人力资源管理第最新版英文版教学课件第1章
1-26
Describe four important Human Resource Manager
compet1encies.
1Hale Waihona Puke 27Human Resource Manager’s Competencies
• Strategic positioners • Credible activists • Capability builders 1 • Capability builders • HR innovators and
• Size of HR reflects the company’s size • Reorganizing the HR Management function
1
o Transactional HR teams o Corporate HR teams o Embedded HR teams o Centers of expertise
1-6
Human Resource (HR) Responsibilities of Line
and Staff1 Managers
1-7
Line and Staff Aspects of Human Resource Management
• Authority is the right to make decisions, to direct the work of
integrators • Technology proponents
1-28
Human Resource Manager’s Competencies
• HRCI Certification o HR managers use certification to show their mastery of modern human resource management
Describe four important Human Resource Manager
compet1encies.
1Hale Waihona Puke 27Human Resource Manager’s Competencies
• Strategic positioners • Credible activists • Capability builders 1 • Capability builders • HR innovators and
• Size of HR reflects the company’s size • Reorganizing the HR Management function
1
o Transactional HR teams o Corporate HR teams o Embedded HR teams o Centers of expertise
1-6
Human Resource (HR) Responsibilities of Line
and Staff1 Managers
1-7
Line and Staff Aspects of Human Resource Management
• Authority is the right to make decisions, to direct the work of
integrators • Technology proponents
1-28
Human Resource Manager’s Competencies
• HRCI Certification o HR managers use certification to show their mastery of modern human resource management
人力资源管理(中英文经典概述) ppt课件
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笨，没有学问无颜见爹娘 ……” • “太阳当空照，花儿对我笑，小鸟说早早早……”
PART 1 人力资源管理简介
WHAT IS HRM？
什么是人力资源管理
人力资源管理就是预测组织人力资源需求并作出人力需求计划、招聘选 择人员并进行有效组织、考核绩效支付报酬并进行有效激励、结合组织 与个人需要进行有效开发以便实现最优组织绩效的全过程
Human resource management is to predict the organization human resources demand and to make human demand plan, choice of recruiting staff and pay the remuneration for effective organization, performance appraisal and effective incentive, to meet the needs of organizations and individuals to develop effectively in order to realize the whole process of the optimal organizational performance
their current job
and growth
培训的作用The role of training
响应环境的变化 Respond to changes in the environment
某公司的人力资源管理(英文版)(ppt 20页)
Internal Service Quality
Employee Satisfaction
External Service Value
Customer Satisfaction
Customer Loyalty
Revenue Growth
Employee Productivity
Profitability
constantly, creatively finding better
OPERATIONAL
ways to deliver our unique value proposition
and become the #1 or #2 player in each
MARKET
where we compete
HR – Business Partner
Page 1
Business Transformation
Com
World Markets
• V(com) = zero = death • V(com)<V(wm)= decline • V(com)=V(wm)=maintain • V(com)>V(wm)=growth
Page 6
Balanced Scorecard and the Profit/Value Chain
Talented, motivated, empowered
PEOPLE
resulting in the delivery of our revenue and margin
FINANCIAL
commitments
To deliver business results through customer-focused HR solutions.
人力资源管理(HRM)英文PPT
The worker Individual differences Maximum well being
1-9
A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
1-14
Strategic Importance of HRM
Key Concepts to Apply
Analyze/solve problems from a profit-oriented point of view Assess/interpret costs and benefits of HRM issues
Company structure
HRM
1-20
HRM and Organizational Effectiveness
The people who do the work and create the ideas
allow the organization to survive
1-21
HRM and Organizational Effectiveness
Use realistic, challenging, specific, and meaningful goals in planning models
Prepare reports on HRM solutions to problems Train HR staff to emphasize importance of profits
1-9
A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
1-14
Strategic Importance of HRM
Key Concepts to Apply
Analyze/solve problems from a profit-oriented point of view Assess/interpret costs and benefits of HRM issues
Company structure
HRM
1-20
HRM and Organizational Effectiveness
The people who do the work and create the ideas
allow the organization to survive
1-21
HRM and Organizational Effectiveness
Use realistic, challenging, specific, and meaningful goals in planning models
Prepare reports on HRM solutions to problems Train HR staff to emphasize importance of profits
某公司的人力资源管理(英文版)
•Employee Productivity
•Profitabilit y
•Balanced Scorecard and the Profit/Value Chain
•Talented, motivated, empowered
•PEOPLE
•resulting in the delivery of our revenue and margin
•Human Resource •Information System
•Human Resource •Strategy
•Product focus and driven •First to market •Do the right things •Common sense works •We are all in it together
•Style
•Make a difference personally •Proactive communications •Collaborative teamwork •Help others to succeed
•FINANCIAL
•commitments
•constantly, creatively finding better
•OPERATIONAL
•ways to deliver our unique value proposition
•and become the #1 or #2 player in each
某公司的人力资源管理( 英文版)
2020年4月21日星期二
Business Transformation
•Com
•
•World •Markets
• V(com) = zero = death • V(com)<V(wm)= decline • V(com)=V(wm)=maintain • V(com)>V(wm)=growth
人力资源管理(HRM)英文PPT精选文档
Career planning Training
Employee development
2-14
Government Law and Regulations
Other areas of legislation and regulation Employment of illegal aliens Discrimination based on sex, age, disability Compensation regulation Benefits regulation Workers' compensation and safety laws Labor relations laws and regulations Privacy laws
2-11
HRM is One Function Among Many
Finance
Accounting
R&D
HRM
Marketing
Production
2-12
Government Law and Regulations
Government regulation directly affects:
Developing
Rewarding
Goals of ARDM: socially responsible, ethical practices
2-6
A Model to Organize HRM
Government requirements, regulations, laws
The union Economics Competitiveness Labor force composition
Success of any HRM activity
Employee development
2-14
Government Law and Regulations
Other areas of legislation and regulation Employment of illegal aliens Discrimination based on sex, age, disability Compensation regulation Benefits regulation Workers' compensation and safety laws Labor relations laws and regulations Privacy laws
2-11
HRM is One Function Among Many
Finance
Accounting
R&D
HRM
Marketing
Production
2-12
Government Law and Regulations
Government regulation directly affects:
Developing
Rewarding
Goals of ARDM: socially responsible, ethical practices
2-6
A Model to Organize HRM
Government requirements, regulations, laws
The union Economics Competitiveness Labor force composition
Success of any HRM activity
人力资源管理最新版英文版教学课件第1章
1-*
Introduction
Competitiveness – a company’s ability to maintain
and gain market share.
Human resource management (HRM) – the
policies, practices, and systems that influence employees’ behavior, attitudes and performance.
1-*
HR as a Business with 3 Product Lines
Business Partner Services
Human Resources
Strategic Partner
1-*
6 HR Competencies
Cultural Steward
Credible Activist
➢ This shift presents two challenges:
Self-service Outsourcing
1-*
Shared Service Model
Shared Service Model is a way to organize the HR function that includes centers of expertise or excellence, service centers and business partners to help control costs and improve businessrelevance and timeliness of HR practices.
agent and employee advocate are increasing.
Introduction
Competitiveness – a company’s ability to maintain
and gain market share.
Human resource management (HRM) – the
policies, practices, and systems that influence employees’ behavior, attitudes and performance.
1-*
HR as a Business with 3 Product Lines
Business Partner Services
Human Resources
Strategic Partner
1-*
6 HR Competencies
Cultural Steward
Credible Activist
➢ This shift presents two challenges:
Self-service Outsourcing
1-*
Shared Service Model
Shared Service Model is a way to organize the HR function that includes centers of expertise or excellence, service centers and business partners to help control costs and improve businessrelevance and timeliness of HR practices.
agent and employee advocate are increasing.
人力资源管理课件(英文版)共30页文档
人力资源管理课件（英文版）
11、用道德的示范来造就一个人，显然比用法律来约束他更有价值。—— 希腊
12、法律是无私的，对谁都一视同仁。在每件事上，她都不徇私情。—— 托马斯
13、公正的法律限制不了好的自由，因为好人不会去做法律不允许的事 情。——弗劳德
14、法和法律都是相互依存的。——伯克
谢谢你的阅读
❖ 知识就是财富 ❖ 丰富你的人生
71、既然我已经踏上这条道路，那么，任何东西都不应妨碍我沿着这条路走下去。——康德 72、家庭成为快乐的种子在外也不致成为障碍物但在旅行之际却是夜间的伴侣。——西塞罗 73、坚持意志伟大的事业需要始终不渝的精神。——伏尔泰 74、路漫漫其修道远，吾将上下而求索。——屈原 75、内外相应，言行相称。——韩非
人力资源管理英文PPT
Open, participative, empowerment
Developing people
Investment in human assets
1-13
Strategic Importance of HRM
For years, HRM was not linked to corporate profit Organizations focused on current performance HR managers did not have a strategic perspective Executives categorized HRM in a traditional manner It was hard to develop metrics for HRM activities
Until the 1960s, the personnel function was concerned only with blue-collar employees Filing, housekeeping, social worker, firefighter, diffuser of union trouble
Labor relations
Training, development
Performance evaluation, compensation
Safety, health, wellness
Recruitment, selection, motivation, orientation
1-5
HRM Orientation
1-15
Strategic Importance of HRM
Measured
HRM actions, language,
Developing people
Investment in human assets
1-13
Strategic Importance of HRM
For years, HRM was not linked to corporate profit Organizations focused on current performance HR managers did not have a strategic perspective Executives categorized HRM in a traditional manner It was hard to develop metrics for HRM activities
Until the 1960s, the personnel function was concerned only with blue-collar employees Filing, housekeeping, social worker, firefighter, diffuser of union trouble
Labor relations
Training, development
Performance evaluation, compensation
Safety, health, wellness
Recruitment, selection, motivation, orientation
1-5
HRM Orientation
1-15
Strategic Importance of HRM
Measured
HRM actions, language,
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Skills
•Product focus and driven •First to market •Do the right things •Common sense works •We are all in it together
•Make a difference personally •Proactive communications •Collaborative teamwork •Help others to succeed
Page 3
Change Change Change Change
Page 4
Business Transformation
High
Value To
Specialized
products
Yesterday
Aero, palmtop,
web appliances
Transformation
Company
CRM, Branding
Call Centers
•Training
Online Stores pcOrder/Supply Chain
•Infrastructure
Customer Database
Page 5
Company Culture
1982-1991
1992-1998
Shared Values Style
so we create unique value for our
CUSTOMER
As we help them meet their mission
Page 8
Human Resource Management
Staffing
Recruitment, Termination, Employee Relations Mgt. Transfer etc.
•Drive and execution •Industry knowledge •Flexibility, versatility •Technical innovation •Listening •Persuasion
•Market focus and driven •Set the right directions •Be efficient - do more with less •Figure out how to get the job done •Be aggressive, but not confrontational •Tops down decision making •Focus on the job •Long hours symbolize contributions •Blame the matrix in event of failure
Page 1
HR – Business Partner
Page 2
Business Transformation
Com
World Markets
• V(com) = zero = death • V(com)<V(wm)= decline • V(com)=V(wm)=maintain • V(com)>V(wm)=growth
Solutions/ Service/ E-Business / Professional Service System integration
•Training •Organization Realignment
Volume
Products Today
Low
Cost of doing business High
•Customer focus and driven •Empowerment •Set the right priorities •Reward success •Intelligent risk-taking •Be effective
•Assertive •Open •Focus on the outcome of job •Getting job done symbolizes contributions •Fun
Internal Service Quality
Employee Satisfaction
External Service Value
Customer Satisfaction
Customer Loyalty
Revenue Growth
Employee Productivity
Profitability
Human Resource Information System
Human Resource Strategy
Compensation & Benefits
Career Devபைடு நூலகம்lopment
•Management •Drive and execution •Long run perspective •Ability to tolerate conflicting priorities •Industry knowledge •Field expertise
Page 6
1999 Onwards
•Leadership •Customer knowledge •Drive and execution •Effective listening •Teamwork •Field of expertise •Out-of-the-box thinking
Service Profit Chain
Employee Retention
Page 7
Balanced Scorecard and the Profit/Value Chain
Talented, motivated, empowered
PEOPLE
resulting in the delivery of our revenue and margin
FINANCIAL
commitments
constantly, creatively finding better
OPERATIONAL
ways to deliver our unique value proposition
and become the #1 or #2 player in each
MARKET
where we compete
•Product focus and driven •First to market •Do the right things •Common sense works •We are all in it together
•Make a difference personally •Proactive communications •Collaborative teamwork •Help others to succeed
Page 3
Change Change Change Change
Page 4
Business Transformation
High
Value To
Specialized
products
Yesterday
Aero, palmtop,
web appliances
Transformation
Company
CRM, Branding
Call Centers
•Training
Online Stores pcOrder/Supply Chain
•Infrastructure
Customer Database
Page 5
Company Culture
1982-1991
1992-1998
Shared Values Style
so we create unique value for our
CUSTOMER
As we help them meet their mission
Page 8
Human Resource Management
Staffing
Recruitment, Termination, Employee Relations Mgt. Transfer etc.
•Drive and execution •Industry knowledge •Flexibility, versatility •Technical innovation •Listening •Persuasion
•Market focus and driven •Set the right directions •Be efficient - do more with less •Figure out how to get the job done •Be aggressive, but not confrontational •Tops down decision making •Focus on the job •Long hours symbolize contributions •Blame the matrix in event of failure
Page 1
HR – Business Partner
Page 2
Business Transformation
Com
World Markets
• V(com) = zero = death • V(com)<V(wm)= decline • V(com)=V(wm)=maintain • V(com)>V(wm)=growth
Solutions/ Service/ E-Business / Professional Service System integration
•Training •Organization Realignment
Volume
Products Today
Low
Cost of doing business High
•Customer focus and driven •Empowerment •Set the right priorities •Reward success •Intelligent risk-taking •Be effective
•Assertive •Open •Focus on the outcome of job •Getting job done symbolizes contributions •Fun
Internal Service Quality
Employee Satisfaction
External Service Value
Customer Satisfaction
Customer Loyalty
Revenue Growth
Employee Productivity
Profitability
Human Resource Information System
Human Resource Strategy
Compensation & Benefits
Career Devபைடு நூலகம்lopment
•Management •Drive and execution •Long run perspective •Ability to tolerate conflicting priorities •Industry knowledge •Field expertise
Page 6
1999 Onwards
•Leadership •Customer knowledge •Drive and execution •Effective listening •Teamwork •Field of expertise •Out-of-the-box thinking
Service Profit Chain
Employee Retention
Page 7
Balanced Scorecard and the Profit/Value Chain
Talented, motivated, empowered
PEOPLE
resulting in the delivery of our revenue and margin
FINANCIAL
commitments
constantly, creatively finding better
OPERATIONAL
ways to deliver our unique value proposition
and become the #1 or #2 player in each
MARKET
where we compete