人才管理--员工的态度与留住人才的方式(PPT 34)中英 文
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人才管理——精英的确很重要
– Jobs offer more scope for contributions
工作为贡献提供更大的空间
– Poor performers are demoralizing
绩差员工日子不好过
• Performance Management – how can you tell who the best are
– Or is the problem more complex? 或者这个问题更复杂？
• How About Technical and IT Skills? 技术与IT技能
– The ―Cobweb‖ Model ―蛛网”模型
…What Else?
还有什么? • Talent Management – the best really matter
这种安排是开放的、可协商的、以外部市场为基础的
• Why does that matter? 为什么很重要？
Is This Really New?
真是新事物吗？
• That Depends on How Old You Are
– The Short History of Lifetime Employment 这要看你的年纪有多大 – 终身雇用制短史
Is There Something Really Different About Jobs Now?
现在的工作真的有所不同吗？
• Yes. The notion of a secure, long-term career is harder to imagine. 是的，一份安全、长期的工作的概念职业更加
绩效管理——你怎么知道谁最好？
If your best employee had an offer to leave at 2x the pay…
如果你的最佳员工离去，投奔另一个报酬 翻番的工作…
Could you match it?
你能给他同样的报酬吗？
How do you feel about forced rankings?
Characteristics in First Employers
第一位雇主的特征
Please rate the importance of each of the following in choosing a first employer
请Βιβλιοθήκη Baidu下面这些在挑选第一位雇主时所考虑因素的重要性打分
Good reference for my future career对未来发展有帮助-------------------------------------------42% Company values balance between personal life and career 公司重视工作与生活的平衡---41% Likeable/inspiring colleagues 同事令人喜爱与鼓舞 ------------------------------------------37% Competitive salary工资有竞争力-------------------------------------------------------------34%
你对强制性等级有何看法？
Why are they popular?
为什么流行？
…Does the Next Generation Really Have Different Attitudes? …新一代真有不同态度吗？
What do they expect from jobs?
他们对工作有何期待？
难以想象。
• During the economic ―boom‖ 49% still had downsizing 即便在经济繁荣期，依然有49%的企业在缩小规模。 • AMA survey – 63 percent cutting in one division and expanding in another 美国管理学会调查-63%的企业在边减边扩 • Economy turns fast – 经济转变迅速
Challenging assignments工作的挑战性 --------------------------------------------------33%
Competitive benefits福利有竞争力------------------------------------------------------32% Opportunities for continuous learning有机会继续学习----------------------------31% Opportunity to specialize有机会精专--------------------------------------------30% Secure employment安全的聘用------------------------------------------------30% Financial strength财务有实力-------------------------------------------------29% High ethical standards道德水平高------------------------------------------29% Ongoing educational opportunities继续教育机会------------------------27% High-achiever program高成绩者计划---------------------------------------26%
• • • • • • • • • • • • • • • • • Challenging assignments 工作的挑战性 Company values balance between personal life and career 公司重视工作与生活的平衡 Competitive benefits 福利有竞争力 Competitive salary 工资有竞争力 Financial strength 财务有实力 Good reference for my future career 对未来发展有帮助 High-achiever program 高成绩者计划 High ethical standards 道德水平高 Immediate responsibility 立即负责 Likeable/inspiring colleagues 同事令人喜爱与鼓舞 Ongoing educational opportunities 继续教育机会 Opportunity to influence my own work schedule 有机会影响自己的工作安排 Opportunity to specialize 有机会精专 Opportunities for continuous learning 有机会继续学习 Secure employment 安全的聘用 Variety of tasks or assignments 多样的任务或工作 From Pricewaterhouse survey of 1500 MBA students from around the world 来自普华的调查， 范围包括1500名世界各地的MBA。
下降
• The Big Management Challenges 管理大挑战
– Retention, Training Investments, Commitment
留用、培训上的投资、承诺
How About Demographics?
人口统计学的状况如何？ • Are There Shortages of Skills? 有否技能短缺？
• Why We Moved Toward Careers Inside Companies 我们为什么把事业转移到公司里？ • It Wasn’t Always So Great. Remember The Organizational Man? 情况并不总是很好。记得“组
织人”吗？
What Caused the Change?
– Employers expecting to hire 19% more college grads in Spring 2001 than in 2000. 2001年春季，雇主们计划比上年多招19%的大学毕业生。 – By Sept 2001, expecting to hire 20% fewer grads. 到2001年秋季，他 们却计划减少20%。
Talent Management – from Employee Attitude to Retention Approach
人才管理：员工的态度与留住 人才的方式
Peter Cappelli Professor and Director 教授及主任 Center for Human Resources 人力资源中心 The Wharton School 沃顿商学院
改变的原因
• Institutional Ownership and Shareholder Value: The Scott Paper Case
所有者制度与股东价值：斯哥特纸业案例
• Pressures from Markets: Speed and Variety
市场的压力：速度与变化
• The Third Wave of Corporate Restructuring
Their Attitudes Are Different
他们的态度确实不同
• They don’t believe the old deal. 他们不相信过去的规矩 • More willing to take risks -- failure ok
更愿意冒险——失败，没关系
It’s The New Deal at Work
工作中的新状况 • The End of Lifetime Commitments
停止终生承诺
• But Workers are not all Temps, Either!
但员工并不都是临时的
• It’s an Open-Ended Arrangement, negotiated and based on the outside market
Characteristics in First Employers*
第一位雇主的特征
Please rate the importance of each of the following in choosing a first employer 请为下面这些在挑选第一位雇主时所考虑因素的重要性打分
公司重组的第3次浪潮
• New Management Techniques: Bringing the Market Inside the Firm
新的管理技巧：将市场引入公司内部
Effects on Employee Management 对员工管理的影响
• Employee Tenure: 员工任期
Variety of tasks or assignments多样的任务或工作---------------------------26%
Immediate responsibility立即负责----------------------------------------------------24% Opportunity to influence my own work schedule有机会影响自己的工作安排---- 24%
– Down with employer: Up with occupation
随雇主变短：随职业变长
– Dismissals quicker 解雇更迅速
• Training: Not rising 培训：没有增长 • Wages: Returns to seniority falling 工资：年资上的回报
– Jobs offer more scope for contributions
工作为贡献提供更大的空间
– Poor performers are demoralizing
绩差员工日子不好过
• Performance Management – how can you tell who the best are
– Or is the problem more complex? 或者这个问题更复杂？
• How About Technical and IT Skills? 技术与IT技能
– The ―Cobweb‖ Model ―蛛网”模型
…What Else?
还有什么? • Talent Management – the best really matter
这种安排是开放的、可协商的、以外部市场为基础的
• Why does that matter? 为什么很重要？
Is This Really New?
真是新事物吗？
• That Depends on How Old You Are
– The Short History of Lifetime Employment 这要看你的年纪有多大 – 终身雇用制短史
Is There Something Really Different About Jobs Now?
现在的工作真的有所不同吗？
• Yes. The notion of a secure, long-term career is harder to imagine. 是的，一份安全、长期的工作的概念职业更加
绩效管理——你怎么知道谁最好？
If your best employee had an offer to leave at 2x the pay…
如果你的最佳员工离去，投奔另一个报酬 翻番的工作…
Could you match it?
你能给他同样的报酬吗？
How do you feel about forced rankings?
Characteristics in First Employers
第一位雇主的特征
Please rate the importance of each of the following in choosing a first employer
请Βιβλιοθήκη Baidu下面这些在挑选第一位雇主时所考虑因素的重要性打分
Good reference for my future career对未来发展有帮助-------------------------------------------42% Company values balance between personal life and career 公司重视工作与生活的平衡---41% Likeable/inspiring colleagues 同事令人喜爱与鼓舞 ------------------------------------------37% Competitive salary工资有竞争力-------------------------------------------------------------34%
你对强制性等级有何看法？
Why are they popular?
为什么流行？
…Does the Next Generation Really Have Different Attitudes? …新一代真有不同态度吗？
What do they expect from jobs?
他们对工作有何期待？
难以想象。
• During the economic ―boom‖ 49% still had downsizing 即便在经济繁荣期，依然有49%的企业在缩小规模。 • AMA survey – 63 percent cutting in one division and expanding in another 美国管理学会调查-63%的企业在边减边扩 • Economy turns fast – 经济转变迅速
Challenging assignments工作的挑战性 --------------------------------------------------33%
Competitive benefits福利有竞争力------------------------------------------------------32% Opportunities for continuous learning有机会继续学习----------------------------31% Opportunity to specialize有机会精专--------------------------------------------30% Secure employment安全的聘用------------------------------------------------30% Financial strength财务有实力-------------------------------------------------29% High ethical standards道德水平高------------------------------------------29% Ongoing educational opportunities继续教育机会------------------------27% High-achiever program高成绩者计划---------------------------------------26%
• • • • • • • • • • • • • • • • • Challenging assignments 工作的挑战性 Company values balance between personal life and career 公司重视工作与生活的平衡 Competitive benefits 福利有竞争力 Competitive salary 工资有竞争力 Financial strength 财务有实力 Good reference for my future career 对未来发展有帮助 High-achiever program 高成绩者计划 High ethical standards 道德水平高 Immediate responsibility 立即负责 Likeable/inspiring colleagues 同事令人喜爱与鼓舞 Ongoing educational opportunities 继续教育机会 Opportunity to influence my own work schedule 有机会影响自己的工作安排 Opportunity to specialize 有机会精专 Opportunities for continuous learning 有机会继续学习 Secure employment 安全的聘用 Variety of tasks or assignments 多样的任务或工作 From Pricewaterhouse survey of 1500 MBA students from around the world 来自普华的调查， 范围包括1500名世界各地的MBA。
下降
• The Big Management Challenges 管理大挑战
– Retention, Training Investments, Commitment
留用、培训上的投资、承诺
How About Demographics?
人口统计学的状况如何？ • Are There Shortages of Skills? 有否技能短缺？
• Why We Moved Toward Careers Inside Companies 我们为什么把事业转移到公司里？ • It Wasn’t Always So Great. Remember The Organizational Man? 情况并不总是很好。记得“组
织人”吗？
What Caused the Change?
– Employers expecting to hire 19% more college grads in Spring 2001 than in 2000. 2001年春季，雇主们计划比上年多招19%的大学毕业生。 – By Sept 2001, expecting to hire 20% fewer grads. 到2001年秋季，他 们却计划减少20%。
Talent Management – from Employee Attitude to Retention Approach
人才管理：员工的态度与留住 人才的方式
Peter Cappelli Professor and Director 教授及主任 Center for Human Resources 人力资源中心 The Wharton School 沃顿商学院
改变的原因
• Institutional Ownership and Shareholder Value: The Scott Paper Case
所有者制度与股东价值：斯哥特纸业案例
• Pressures from Markets: Speed and Variety
市场的压力：速度与变化
• The Third Wave of Corporate Restructuring
Their Attitudes Are Different
他们的态度确实不同
• They don’t believe the old deal. 他们不相信过去的规矩 • More willing to take risks -- failure ok
更愿意冒险——失败，没关系
It’s The New Deal at Work
工作中的新状况 • The End of Lifetime Commitments
停止终生承诺
• But Workers are not all Temps, Either!
但员工并不都是临时的
• It’s an Open-Ended Arrangement, negotiated and based on the outside market
Characteristics in First Employers*
第一位雇主的特征
Please rate the importance of each of the following in choosing a first employer 请为下面这些在挑选第一位雇主时所考虑因素的重要性打分
公司重组的第3次浪潮
• New Management Techniques: Bringing the Market Inside the Firm
新的管理技巧：将市场引入公司内部
Effects on Employee Management 对员工管理的影响
• Employee Tenure: 员工任期
Variety of tasks or assignments多样的任务或工作---------------------------26%
Immediate responsibility立即负责----------------------------------------------------24% Opportunity to influence my own work schedule有机会影响自己的工作安排---- 24%
– Down with employer: Up with occupation
随雇主变短：随职业变长
– Dismissals quicker 解雇更迅速
• Training: Not rising 培训：没有增长 • Wages: Returns to seniority falling 工资：年资上的回报