人力资源管理案例之普华永道pwc..pptx
(超级)231普华永道--天歌科技人力资源管理-文档资料
• 制定公司人力资源管理 人力资源需求和发展计 划 核心团队的建设和培养 工资体系策略建议 考核激励机制
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天歌人力资源管理的总体思路
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… 以吸引和激励优秀人才充分发
• 评估和定义岗位 • 定义招聘策略 • 招聘人才 • 定义候选人选择 策略策略 • 选择人才 • 实施内部招聘
• 管理和促使员工 适应环境 • 部署员工队伍 • 管理重组、兼并 、和拆分 • 管理调动和搬迁 • 管理跨国工作指 派 • 管理免职 • 管理请假和缺席 • 提供新职介绍和 职业转变辅导
天歌光盘的使命 建立中国最大的光盘生产基地和天歌集团的核 心产业基地
天歌光盘的人力资源使命
发展战略 通过与国内外伙伴的广泛合作, 企业管理和技 术创新,为消费者提供高附加值的储藏产品 追求的价值和目标 建立一个学习型的组织,为所有希望有所做为 的有能力的人才提供一个发挥他们才能的舞台
培养和造就一批人才:
• 制定员工保留策 略 • 制定薪酬策略 • 设计和管理奖励 制度 • 设计和管理福利 制度统计考勤 • 管理工资发放 • 设计和实施人力 资源相关的活动 • 管理员工关系
• 制定和管理职 业道路模型 • 管理技能和能 力 • 管理员工绩效 • 管理员工沟通 • 规划和实施员 工学习和提高 活动 • 辅导员工
知识价值链
知识的采集 和加工知Fra bibliotek的 使用 和创新
知识分类
企业内部知识
企业外部知识
知识创新项目 支持技术 信息共享平台
本人有最新名师培训视频6千集， 管理文档8千份。想要的请联系
《普华永道模板》课件
ABCD
质量管理
为企业提供质量管理方面的专业建议和解决方案 ，提高产品和服务质量。
信息化管理
为企业提供信息化管理方面的专业建议和解决方 案，提高企业信息化水平和管理效率。
05 普华永道市场地位与未来 发展
市场地位
全球领先的专业服务机构
市场份额稳定
普华永道在全球范围内提供审计、税 务、咨询等服务，是全球领先的专业 服务机构之一。
普华永道在专业服务市场中占据稳定 的份额，具备强大的品牌影响力和口 碑。
客户覆盖广泛
普华永道的客户覆盖各行各业，包括 跨国公司、政府机构、非营利组织等 ，为其提供全方位的专业服务。
竞争优势
人才优势
普华永道拥有高素质的专业人才 ，具备丰富的行业经验和专业技 能，能够为客户提供卓越的服务
。
品牌影响力
普华永道作为全球领先的专业服务 机构，具备强大的品牌影响力和口 碑，能够吸引更多的客户。
审计标准
国际审计准则（ISA）
各国审计准则
国际会计师联合会（IFAC）制定的全球统 一的审计准则，旨在提高审计质量和透明 度。
各国会计师协会制定的审计准则，需符合 国际审计准则的基本原则和方法。
监管要求
专业道德规范
各国政府和监管机构制定的相关法律法规 和规范性文件，如公司法、证券法等。
会计师事务所和注册会计师需遵守的职业 道德规范，包括独立性、客观性、保密性 等方面的要求。
和质量。
可持续发展计划
环保责任
普华永道将积极履行环保责任，采取可持续的生 产方式和服务模式，减少对环境的影响。
社会贡献
普华永道将积极参与社会公益事业，为社会做出 积极贡献。
员工福利
普华永道将关注员工福利，提供良好的工作环境 和发展机会，促进员工的成长和幸福感。
(整理)PWC的人力资源方案
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战略
人力资源重整方案的战略重点是理顺工作流程以便在组织结构、人员文化、流程
与技术几个(jǐ ɡè)方面到达预期的收益与成果。
组织(zǔzhī)结构
消除企业内多余的人力资源行为，向创立增值的人力资源文化方向努力。
人员/文化
流程
技术
确认并开展一批既熟悉业务，又有人力资源专长的人力资源管理人员，支持业务部门的人力资源需 求；包括提升人力资源部员工的素质。
➢ 为保持竞争力, 我们必须利用新科技/新文化加强我们的人才竞争优势
第二页，共二十七页。
中国企业人力资源流程(liú ché ng)的员工满意度与国际公司差距较大
3
PwC 瑞士人力资源调查
ABC 公司公司人力资源调查
70
60 50
40 30 20 10
0 %公司
不满意
满意
招聘
6
64
业绩 管理
21
68
1
迈向全球(quánqiú)竞争市场的
企业人力资源管理
第一页，共二十七页。
人力(ré nlì)资源管理为什么要变革？
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➢ 技术应用的难以置信的增长，已经为企业经营方式带来革命
➢ 网络市场带来了真正的全球贸易市场, 使供给商和客户的竞争到达了新的高度并引入了 新的风险因素。
➢ 贸易壁垒在全球范围内降低。中国即将参加WTO。中国企业将面临前所未有 (qián suǒ wèi yǒu)的挑战与时机
普华永道公司是一个拥有150多年专业咨询效劳经验的 ，全球规模最大的商业咨询公司, 成功地为41%的全球500强企业提供全面的咨询效劳。 普华永道进入中国已有23年了，在过去的23年中，我们为50% 以上的全球500强 企业的中国公司和30%的中国200大企业提供市场进入策略、企业开展战略 (zhànlüè)、绩效改进方案和ERP 系统实施; 为30多家中国企业提供企业上市的审 计和咨询效劳。
对于普华永道的人力资源管理战略的分析报告
关于普华永道的人力资源开发与管理战略的分析报告一、关于普华永道的企业简介美国普华永道(Price Waterhouse Coopers Consulting，PwC)是全球及中国最大的专业服务机构之一，它由两大国际会计师事务所Price Waterhouse(普华)及Coopers Lybrand(永道)于1998年7月1日全球合并而成，为世界最大的会计师事务所及专业服务机构，命名为PricewaterhouseCoopers。
在152个国家中设有860余家分公司和办事处，超过155,000名的专业人才，普华永道向国际、中国及本地的主要公司提供全方位的业务咨询服务。
在大中华区域，普华永道不仅拥有最雄厚的实力和最广大的地域覆盖，拥有4,000多名员工，在北京、天津、大连、广州、上海、青岛、西安、厦门、苏州、重庆及深圳设有办事处。
普华永道的策略咨询现已成为世界第三大策略咨询业务，该业务1998年的销售额达9亿美元。
普华永道的主要服务包括战略变革，流程优化和技术解决方案。
普华永道正全力培养顶尖的IT咨询人员。
为此，公司于1999年在佛罗里达州的Tampa建造了一个方圆23英亩的培训中心，全美750多名未来的咨询员将被送往这里进行为期12周的技术培训。
除技术培训以外，接受培训的咨询人员还要通过一系列的讲座和小组活动了解公司及其运作。
已经经过培训的IT咨询人员也将在日后的工作中定期的来到Tampa培训中心接受更高层次的培训。
普华永道的主要业务简介1.保证及企业咨询服务。
具体包括：财务报表审计、石油行业价值证分析、全球扩展及私有化、内部控制服务、内部审计服务、风险管理、外包服务等；2.商业程序外包。
具体包括：财务及会计、应用流程、采购、人力资源、不动产管理等；3.财务咨询服务。
具体包括：企业重组服务、致力于有形及无形资产评估等的公司价值咨询服务等；4.全球人力资源。
具体包括：全球人力资源解决方案、人力资源咨询支持等；5.管理咨询服务。
普华永道人力资源管理
综合分析
项目 用人理念认可度 收入福利 工作氛围 办公环境 培训机会 出国机会 弹性工作时间 校园声望 尊重员工 稳定雇佣关系 内部关系 鼓励创造性和个性发展 企业知名度于影响力 国际化氛围 评分 四颗星 四颗星 三颗半 四颗星 四颗星 三颗星 两颗半 四颗星 四颗星 三颗星 三颗半 五颗半 五颗星 五颗星 说明 普华永道强调招合适的人，晋升路途 明确 在会计行业相对高 紧张工作量大 工作环境好 普华永道为新员工提供完善的服务 中等，看所在组别和所负责的项目 经常加班，工作时间弹性较小 受会计类学生的追捧 较为尊重 流动相较大，跳槽的人较多 较好 普华永道鼓励创新 世界四大会计事务所之一 国际化程度较高的公司，英语为主要 语言
四大会计事务所收入排名
• • • • • 普华永道收入281.8亿美元，从业人员 116935人 德勤收入274亿美元，从业人员124000人。 安永收入245.2亿美元，从业人员99203人。 毕马威收入226.9亿美元，从业人员93000人。 德豪国际收入51.45亿美元，与四大的差距非常大
上海普华永道PwC本科和研究生薪酬待遇和晋升路线介绍
上海普华永道PwC本科和研究生薪酬待遇和晋升路线介绍应届生进入普华永道PwC的待遇如何?有什么福利?怎么发展?来看看吧…上海普华永道PwC在市中心最繁华的地段的普华永道大厦，和花旗银行同处一楼，新天地对面，环境非常幽雅。
在普华永道工作，待遇不会低，但是想要有个好身体很难，因为压力太大，工作强度也大，加班和随时随地接电话是家常便饭。
先来看看一个应届生的情况：我普通本科毕业，家住黑龙江齐齐哈尔，刚毕业时在普华永道实习，半年后录用，当时月工资+奖金平均下来4500左右，现在从助理会计师升级，月工资奖金7000+.人在上海，去掉房租吃饭应酬每月最多能存下2000块钱，不知道何时能买上房子，哎，遥遥无期啊，最羡慕那些上海公务员，很多人什么都不干都能10000+哎顺便说下，我每天只能睡6个小时，压力巨大，外企不是人啊如果一个专业员工(Professional Staff)在普华永道终老一生的话(但是大多数人都不用妄想了)，他的职业路径会是如下所示：审计员(Associate,2年)--高级审计员(Senior Associate,3年)--经理(Manager,3年)--高级经理(Senior Manager,3年)--董事(Director,可选)--合伙人(Partner,终身)在审计员到高级审计员的5年时间里，由低到高可以细分为A2,A1,SA3,SA2和SA1。
无论是本科生还是研究生毕业，如果没有四大的专业经历的话，进公司必须从A2做起。
研究生可以多拿300-500元的工资，仅此而已。
所以研究生进四大绝对是鸡肋，一方面拼体力不是本科生的对手，另一方面，得到的回报也不能和3年研究生的投入相匹配，还要听一些比自己年少的senior的使唤，因此，这几年来，研究生入四大已经越来越稀少了。
通常在升经理之前，每年晋升一级是很有保证的，尽管在审计员升高级审计员会有一个小坎，但多数人都能顺利过关如果你因为工作不力或者结怨而被delay的话，那么你真的算混得比较惨的比delay更惨的则是劝退，现在上海普华永道的员工总数已近2000人所以每年有几个员工被劝退也是很正常的事情决定审计员阶段(含高级审计员)升迁的主要依据是高级员工(如高级审计员和经理)对下级员工的评价和推荐每年6月份，公司会要求下级员工在专门的考评系统中按项目进行自我评价再由高级员工在考评系统中对本项目的下级员工进行评分并撰写评语一般是高级审计员评审计员，经理评高级审计员，合伙人评经理因为项目实在太多，高级员工需要评价的下级员工也实在太多所以高级员工只管评分，评语部分也有下级员工自行撰写，高级员工审阅通过即可评分为5分制，1分最好，5分最低通常如果没有个人恩怨的话，就从3分开始起评为了保证大家评分标准基本一致，HR会计算高级员工打出的加权平均分，如果分数打得比较极端的话，会要求进行相应的更正评分完毕后就是开senior meeting(这里仅以为审计员升高级审计员为例)因为需要评价的员工实在太多，而会议时间也就2、3个小时因此只能按"枪打出头鸟"的方法形式，对特别优秀和特别失败的员工进行评价HR将各个审计员按照加权评分高低进行排列，选出评分最高的几位和最低的几位然后由各个高级审计员进行评价，然后大家就七嘴八舌的说开了除非你真的结怨很深，一般大家也就得过且过，默认分数的排列对于排列最末的几位，HR还会征询其他经理的意见，如果大家都觉得这些员工很差的话delay和劝退就是难免的事情了所以这个会议俗名"小黑会"小黑会结束后，就是论功行赏的时候，按照分数的不同分为5到6级渐次拉开每个分数段的工资水平，最高级和最低级的基本工资差距约在1500元左右(SA3 level)考虑到加班费是按照基本工资计算的，实际到手的差距可能更大在公司里，如果你会做事的话，大家自然会为你说好话；如果你不会做事但是很会做人的话，大家也愿意睁一眼闭一眼，让你随大流晋升；如果你上述两件都不在行的话，那真的只能说sorry了。
人力资源管理经典案例(PPT 104页)
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未来领导者如 何加快发展的 步伐？
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分析技术需求
（拥有我们最需要的技术）
组织的成败取决于是否拥有关键技术。前面已对未来人员需求和 目前员工的技术、技能进行了分析，这一部分将确立使组织中的 人员具有竞争优势的技术和技能以及如何获得这些技术和技能。
参考确定的主要战略计划，明确哪些新技术对于完成每项战略计 划并使组织具有竞争优势。
3
现代人力资源管理的主要职能
吸收、聘用 保持 发展 评价 调整
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人力资源管理对企业发展的意义
人力资源管理是企业战略管理的重要组成部分 科学化的人力资源管理是推动企业发展的基本动力 现代化的人力资源管理能够使企业赢得人才 要获得人才并留住人才，必须要有良好的人力资源管理
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良好的人力资源管理的标志
第一章 人力资源管理概述
学完本章后，学员将能够：
– 理解和掌握人力资源管理的基本概念 – 明确人力资源管理的主要职能和关键环节 – 明确人力资源管理对现代企业发展的意义
主要内容：
– 人力资源管理的基本概念和主要内容 – 市场经济条件下人力资源管理的特点 – 现代人力资源管理的主要职能和关键环节 – 人力资源管理对现代企业发展的意义
确立人事相宜的人员配置体系 培育以人为本，尊重个人的企业文化 要有科学的机构、岗位、编制和职能划分 建立、健全有效的激励机制、监督机制和新陈代谢机制 高效率、高满意度、高成就感、合理的人力资源成本等
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现代人力资源管理的关键环节
人力资源规划
员工培训
人力资源管理 的关键环节
人员招聘
绩效管理与 生涯规划
各类活动
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主要保险险种
人力资源管理PPT(完整版)课件
目录
• 人力资源管理概述 • 人力资源规划 • 员工招聘与选拔 • 培训与开发 • 绩效管理 • 薪酬福利管理
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人力资源管理概述
人力资源管理的定义与重要性
定义：人力资源管理 是指通过一系列管理 活动，对企业的人力 资源进行合理配置、 有效开发和充分利用 ，以实现企业战略目 标的过程。
目的
确保组织在适当的时间和不同的岗位上获得适当的人选（包括数量、质量、层次和结构等），实现人 力资源的最佳配置，最大限度地开发和利用人力资源潜力，使组织和员工的需要得到充分满足。
人力资源需求预测
预测方法
定性预测（经验预测法、 德尔菲法等）和定量预测 （趋势分析法、回归分析 法等）。
影响因素
市场需求、技术进步、竞 争态势、政策法规、经营 策略等。
方法
绩效考核的方法包括目标管理法、360度反馈法、关键绩效 指标法等。
程序
绩效考核的程序包括确定考核周期、制定考核标准、收集考 核数据、评定考核结果等步骤。
绩效反馈与面谈
反馈
绩效反馈是指将考核结果及时反馈给员工，让员工了解自己的工作表现。
面谈
绩效面谈是管理者与员工进行面对面沟通的过程，旨在讨论员工的工作表现、提 供改进建议，并制定下一阶段的绩效计划。
高企业的知名度和影响力。
员工选拔的方法与程序
初步筛选
根据应聘者提供的简历和应聘 信息进行初步筛选，确定符合 要求的应聘者进入下一轮选拔
。
面试评估
通过面试对应聘者的知识、技 能、素质等方面进行评估，确 定应聘者的适应性和发展潜力 。
测评工具
运用心理测验、能力测试等测 评工具对应聘者进行测评，辅 助面试评估的结果。
【人力资源】普华永道-PWC公司员工的福利及沟通要求资料
普华永道中国全体员工对薪酬福利制度和内部沟通制度的建议致：普华永道合伙人首先，我们非常感谢公司管理层积极听取和充分重视广大员工所提出的意见和建议，非常赞赏管理层锐意改革的魄力及风范。
我们相信，公司利益与员工利益密不可分。
员工薪酬福利政策和内部沟通体系的制定过程，不仅需要管理层充分考虑公司发展的长久需要、在同行业中的竞争能力、员工的应得权利、和对员工归属感和社会声誉的提升能力，也需要员工秉着对公司的热爱、忠诚和责任感，充分考虑公司整体利益、为全局和整体考虑。
通过与全国各个office的员工广泛接触和了解，我们对原有的《PricewaterhouseCoopers China Policy and Procedures》第四部分《薪酬和福利》，以及7月15日管理层信函《FY05 overtime compensation policy for associates and senior associates》公布的政策更新，在员工薪酬福利政策和内部沟通制度的具体细节上，对不够完善的地方提出如下三部分的主要建议及补充：一、加班报酬制度：1、每月以加班工资形式支付的时间，提高至60小时。
2、每月扣除上述60小时加班时间后的加班时间，将以相对应的休假时间作为补偿。
具体换算方法可采纳如下两个方案之一：（1）按照1:1的比例，将每个月60小时之外的加班时间，换算成休假时间；同时，将每个月60小时之外的加班时间，按照0.5倍、1倍或者2倍比例（扣除1:1的递延休假时间）换算成加班费，在公司财政年度末或者员工辞职的时候，全额支付给员工。
（2）按照1.5倍、2倍或者3倍的比例，将每个月60小时之外的加班时间，换算成休假时间。
3、加班假期不能在本财政年度休完的时间，可以全额递延1年；递延1年后，因为工作原因仍然不能全部休完的部分，按照该加班时间发生时对应的的工资水平，全额支付。
4、在员工辞职时，加班假期不能在本财政年度休完的时间，按照其发生时的对应工资水平全额支付薪水。
人资规划专题-普华永道项目管理8
对于潜在用户的每一个需求，您如何交付 - (交付和验收是可预测的)
确保所有的工作组都了解您想要发展的方向 (工作组及基础建设正高水平的进行工作)
那些有可能帮助您或阻碍您达到未来目标 的因素在步骤五中得到描述。
(降低风险)
12
pc
范围
效益
利益相关者 工作组 工作日程安排 风险
范围开发流程 - 步骤 7 至步骤 9
7. 克服障碍 开发驱动力
8.决定由谁在何时 从事何种工作
实际上您将如何使用驱动力、如何克服 （或避免）障碍?
您需要采取哪些步骤来从您现在所在的 位置达到您想要发展的方向? (使用6个 关键要素的阶段目标及实现途径)
9. 开始工作
开始执行第一个步骤
13
pc
管理范围
范围
效益
利益相关者 工作组 工作日程安排 风险
7
pc
范围
效益
利益相关者 工作组 工作日程安排 风险
有关范围的问题
• 范围是什么? • 它是何时被定义的? • 为什么它是重要的? • 谁与定义范围相关? • 范围是如何被定义的? • 当有人想要改变范围的时候您将会做什么? • 当范围变化没有能妥当管理的时候将会发生什么?
8
pc
范围蔓延!
范围
效益
当您已经给范围下了定义，接下来会发生什么呢?
15
pc
范围 效益 利益相关者 工作组 工作日程安排 风险
2
企业效益得到实现
效益
预测、度量以及监控将从项目中获得的效益
PwC
企业效益实现
范围
效益
• 概况 • 介绍效益实现 • 描述效益 - 需要做什么事情 • 一些问题 • 介绍效益实现的模型 • 拥有效益 • 跟踪及度量效益
人力资源管理ppt课件(完整版)
绩效考核的方法与技巧
常见的绩效考核方法 目标管理法（MBO）。
关键绩效指标法（KPI）。
绩效考核的方法与技巧
360度反馈法。 平衡计分卡（BSC）。 绩效考核的技巧
绩效考核的方法与技巧
01
02
03
04
保持客观公正的态度，避免主 观偏见。
关注员工的实际表现，而非个 人喜好或关系。
结合定量和定性评估，全面反 映员工的工作表现。
培训效果的评估与反馈
培训效果评估的方法
培训效果反馈
反应评估、学习评估、行为评估、结 果评估。
将评估结果反馈给相关部门和人员， 为下一轮培训提供参考和改进建议。
培训效果评估的指标
员工满意度、知识掌握程度、技能提 升程度、工作绩效改善程度等。
2023
PART 05
绩效管理
REPORTING
绩效管理的概念与目的
01
确定分析目标、收集相关信息、分析培训需求、制定培训计划
。
培训需求分析的方法
02
问卷调查、访谈、观察法、小组讨论等。
培训需求分析的内容
03
组织分析、任务分析、人员分析。
培训计划的制定与实施
培训计划的制定
确定培训目标、设计培训内容、选择培训方法、制定培训时间表、确定培训资源。
培训计划的实施
组织培训活动、管理培训过程、确保培训质量。
目的
确保组织在适当的时间和不同的岗位上获得适当的人选（包括数量、质量、层次和结构等），实现人 力资源的最佳配置，最大限度地开发和利用人力资源潜力，使组织和员工的需要得到充分满足。
人力资源需求预测
预测方法
定性预测法（经验预测法、描述法、德尔菲法等）和定量预 测法（转换比率法、人员比率法、趋势外推法、回归分析法 、经济计量模型法、灰色预测模型法、生产模型法、马尔可 夫分析法等）。
人力资源管理案例PPT(共 38张)
什么叫人力资源贡献作用的教育、能力、技能、经验、体力等的总称。
知识能力
危险品 废品
精品
态度
半成品
什么叫管理？
指一定组织中的管理者，通过实施计划、组织、人员配备、 指导与领导、控制等职能来协调他人的活动，使别人同自己 一起实现既定目标的活动过程
人力资源管理（一）
什么叫人力?
人的劳力，指在一个国家或 地区中，处于劳动年龄、未 到劳动年龄和超过劳动年龄 但具有劳动能力的人口之和
人力 = 一个国家或地区的 总人口 - 丧失劳动能力人口
邦尼人力定律
也叫“华盛顿合作定律” ：一个人一分钟可以挖一 个洞，六十个人一秒种却挖不了一个洞。这种团队 协作中出现内耗的现象被称为邦尼人力定律。
第二天，当吴老二将豆腐 挑子架到毛驴身上时，毛 驴死活不肯，还踢吴老二， 差点把豆腐都洒落了。
毛驴辩解道：你买我回来 主要任务是碾磨的，要我 做其它的事，每天必须给 我再增加一公斤饲料。
吴老二心疼不已，但也不 得不照办。
碾磨职务说明书
岗位名称
碾磨
所在部门
吴老二家
岗位定员
2头
岗位工资
享受三流毛驴待遇
有形资源 无形资源
计划、组织 领导、控制
实现公司 个人目标
管理的境界
高管 经理 主管 员工
几个人全盘事
一批人几面事 一批人一面事 几个人一摊事 一个人一件事
考考您……
管理是科学， 还是艺术？
什么是人力资源管理？
企业运用现代管理方法，对人力资源的获取(选人)、 开发(育人)、保持(留人)和利用(用人)等方面所进行 的计划、组织、指挥、控制和协调等一系列活动， 最终达到实现企业发展目标的一种管理行为
人力资源管理PPT12P
PPT文档演模板
2024/2/1
人力资源管理PPT12P
内容介绍
· 流程图图解 · 修订后的人力资源管理系统流程
Ÿ 员工录用 Ÿ 员工基本信息管理 Ÿ 内部调动 Ÿ 员工晋升 Ÿ 终止合约/员工离职 Ÿ 员工退休
PPT文档演模板
人力资源管理PPT12P
流程图简介
·流程的细节描述，角色、责任等资料将 会记录在另一份名为 “人力资源管理 未来业务流程”的文档里.
6.3 处理 个人档案
6.5 根据清单到各部 门归还公司资产
6.6 安排离职面谈
工资科
6.7 发放最后一次 工资和奖金
PPT文档演模板
人力资源管理PPT12P
演讲完毕，谢谢听讲!
再见，see you again
PPT文档演模板
2024/2/1
人力资源管理PPT12P
1.4 正式定员
1.5a 为新员工创建档 案,建立正式职
位和职位代码
1.7 办理其他 员工录用手续
1.5b 为新员工创建档案 , 建立临时职位和
职位代码
1.6a 输入正式 工资代码/数据
1.6b 输入临时 工资代码/
数据
1.9a 发放首次 正式工资
1.8 输入银行帐号
1.9b 发放首次 临时工资
人力资源管理PPT12P
手工操作
系统处理
手工文档
系统文档
总帐以外流程
其他流程
决定
流程结束点
PPT文档演模板
图例
负责部门或岗位
手工操作 系统操作
其他流程
决定
文档
应付以外流程 流程结束点
人力资源管理PPT12P
普华永道PPT模板
选择的价值取向决定了企业全部的经营之道，也是企业战略的核心。
彻底改变IB,M 的价值定位
服务战略
品牌和营销战略
技术战略
主机业务定位
市场细分
客户需求
竞争分析
关键成功因素
92年日立、富士通同样性能的大型机价格是IBM的30％－40％，抢夺了市场 到92年IBM市场占有率下降到40％以下
可靠性高 优良服务和技术支持 价格合理 技术先进
汽车和服务、国际化
1997年底 德隆进入
Market Research & Visioning
Conceptual Design
Detailed Design & Pilot
Implementation (phased)
Systems Development/ Enhancement
Situation Assessment
第四阶段 （2003－2005）
第三阶段 （2001－2002）
第二阶段 （1998－2000）
第一阶段 （1993－1997）
发动机 / 驾驶室
轿车
汽车金融服务
刹车盘
进入新业务
退出业务
活塞销
汽车空调
园林机械
园林机械
越野车
客车
丝网栏杆
丝网栏杆
1.25亿
15亿
39亿
200亿
小型汽车零配件
大型汽车零配件和整车
向谁负责 获得授权 信息交流程序 如何汇总
任务细分 关键路径 时间计划 交付物要求 责任人
项目会议 偏差分析 计划调整 资源再分配
行业研究
立项报告
尽职调查
投资计划
投资实施
普华永道咨询的艺术PPT63页.ppt
• Developing a broad skill set by working on a broad range of projects and industries
• Holding staff for the “perfect” job
• Investing in thought leadership to expand firm’s product offering
MBA Introductory Training The Art of Consulting
October 2000
MBA Introductory Training -- The Art of Consulting (10-24-00)
Learning Objectives
At the end of this session, you will walk away with rules of thumb to help you thrive in the PwC consulting environment.
Develop Skills and Transfer Knowledge
• Proactively understand performance expectations, requisite industry/process knowledge and needed consulting skills and proactively seek training
Thought Leadership
Engagement
Client Shareholder Value
Firm Profits
Repurposed Content
MBA Introductory Training -- The Art of Consulting (10-24-00)
人力资源管理概论---案例分析(下)
第六章员工培训 P202 宝洁：全员、全程、全方位、针对性培训成立于1837年的美国宝洁公司是上前世界上名列前茅的日用消费品制造商和经销商，全球雇员超过100000人，2001-2002财政年度，公司全年销售额为402亿美元。
在《财富》杂志最新评选出的全球500家最大工业/服务业企业中，排名第93位，全美排名第35位并被评为业内最受尊敬的公司。
宝洁公司，在全球80多个国家设有工厂及分公司，所经营的300多个品牌的产品畅销160多个国家和地区，其中包括洗发、护发、护肤用品、化妆品、婴儿护理产品、妇女卫生用品、医药、食品、饮料、织物、家居护理及个人清洁用品。
广州宝洁有限公司是1988年宝洁在中国成立的第一家合资企业，迄今为止，宝洁公司已经在广州、北京、成都、天津、苏州等地设立11家合资、独资企业，在中国生产出众多家喻户晓的产品，妇女卫生用品及口腔保健用品等。
迄今为止，宝洁在华投资总额已逾3亿美元。
自1993年起，宝洁连续多年成为全国轻工行业向国家上缴税额最多的企业，1997年利税在全国23000家各类大中型企业中名列第6位，在1999年的中国最受尊重的外商投资企业评比中，宝洁公司名列第三。
培训特色人才是一个企业成功的基础，对于宝洁而言，这也不例外。
最优秀的人才加上最好的培训发展空间，这就是宝洁成功的基础。
“注重人才，以人为本”，宝洁公司把人才视为公司最宝贵的财富。
宝洁公司的一位前任董事长Richard Deupree曾说：“如果你把我们的资金、厂房及品牌留下，把我们的人带走，我们的公司会垮掉，相反，如果你拿走我们的资金、厂房及品牌，而留下我们的人，十年内我们将重建一切。
”作为一家国际性的大公司，宝洁有足够的空间来让员工描绘自己的未来职业发展蓝图。
宝洁公司是当今为数不多的采用内部提升制的企业之一。
员工进入公司后，宝洁就非常重视员工的发展和培训。
通过正规培训以及工作中直线经理一对一的指导，宝洁员工得以迅速地成长。
PWC普华永道面试案例case整理（两个案例）
PWC普华永道面试案例case整理（两个案例）PricewaterhouseCoopersCASE DISCUSSIONBUSINESS CASEInterview Case Study #1Roane & Hickey, Inc.You have been recently hired into the Strategic Change (SC) group, a business unit of PricwaterhouseCoopers. SC is the strategy thought leader in PwC. The engagement partner in Consumer Products has come to SC to help develop a strategy for Roane & Hickey, Inc. (R&H). This engagement has the potential of positioning PwC to R&H and its parent conglomerate for the next five, possible ten years.Company BackgroundR&H is a wholly-owned subsidiary of a multi-national conglomerate. The conglomerate owns ten companies operating in the . R&H is the largest of the ten. R&H is a consumer goods company distributing well-known branded products through grocery, drug, mass merchant and club channels. With $4 billion in revenues in the ., R&H is one of the top three players in the consumer goods industry. The company has been marginally profitable over the past ten years. Last year the company made a profit due largely to an accounting change.Although R&H only operates in the ., it owns several manufacturing and distribution facilities around the world to support its production and distribution systems. R&H takes advantage of lower labor costs in Mexico, Canada and Southeast Asia to lower its manufacturing costs. R&H still maintains three plants in the . Because of the over-capacity that R&H hasexperienced, R&H has negotiated deals with sister companies overseas to manufacture and direct-ship product.R&H has four market segments that operate as profit centers. The market segments are: Personal Hygiene, Consumer Tissue, Soaps and Detergents and Personal Care. Even though the revenues are roughly evenly divided among all four market segments, Personal Care contributes 90% of the company's profits. In Personal Care, R&H owns the two top branded products, in the other categories the company has the number two brand, and in one segment, number three. R&H has committed to building a consumer franchise through aggressive advertising and in-store merchandising support.Industry TrendsIn the ., brands are under attack from private labels, who are now competing on both price and quality. Brands are looking to justify their price premiums. The value of being the number one brand cannot be taken lightly. The return on sales of the top brand is almost twice that of the number two brand. The return on sales for the number two brand is twice that of the number three brand.The power of the retail industry in the . has increased dramatically over the past five years. The retailers are driving additional costs upon manufacturers. With established products, retailers are demanding a minimal level of turns per year. With new products, retailers are demanding slotting fees and ever-increasing promotional support. Product managers are forced to achieve current product revenue and market share goals while stimulating demand for new products. Many industry experts feel that there will be consolidation of brands within many of the market segments in which R&H competes and, as a result of thisbrand consolidation, that R&H will lose critical sales mass and become a major casualty.In the last two years the allocation of marketing dollars has changed dramatically; trade promotion has risen to 40% of total marketing spending, consumer promotion has climbed slightly and advertising has declined. Industry analysts have pointed to R&H's trade promotion strategy as being the catalyst for the growth in trade promotion in the industry as competitors have been forced to respond.R&H is widely regarded as a retail-oriented company. With a sales force that is twice the size of anyone else's in the industry, R&H has forged great retail relationships over the years. R&H traditionally had the best order fill rate in the business; however, recently some of the efforts to reduce inventory has caused shortages in key promoted products.R&H OrganizationThere are six Executive Vice Presidents (EVPs) in R&H responsible for functional areas. All the EVPs report to the President, who is also CEO. The Executive Vice Presidents represent Marketing, Sales, Finance, Manufacturing, Engineering and Human Resources. The EVP of Finance has responsibility for financial reporting and analyses as well as managing Procurement, Deployment, Scheduling and Logistics. All the market segment managers report directly to the Executive Vice President of Marketing.Much of the blame for the performance of the company over the last ten years fell on the shoulders of the former president. It was whispered that he was from the "old school" and could not change his ways. The new president of R&H, an American, joined the company six months ago. He was the Executive Vice Presidentof an important European division of a sister company. The conglomerate has always prided itself on being able to leverage itsmulti-national resources.Current SituationVenn Teldren, the Executive Vice President of Finance, is considered to be a brilliant man by many in the industry. Born and raised in Europe, Mr. Teldren rose quickly through the organization. However, because of his outspoken nature, he angered enough senior level executives ("showed up" as Mr. Teldren would say) that he has never received a position of president, even though his name is mentioned every time an opening appears.Recently the vice chairperson of the conglomerate responsible for the group in which R&H is a member, sat down with the R&H President and EVPs. The vice chairperson stated that the company needed to improve performance within one year. He offered a couple of scenarios of what the conglomerate was considering in the event that the management failed to improve profitability.Scenario 1: Drop unprofitable brands and reduce the size of the companyScenario 2: Merge the company with a sister company that has similardistribution requirements and have proven profitabilityRecent InitiativesR&H has recently taken part in an industry-wide study called Efficient Customer Response or ECR. The study found that an industry-wide effort to develop more efficient trade practices and delivery systems could save an aggregated $30 billion dollarsa year. PwC assisted R&H in this study. All the EVPs agree that there are huge dollar savings that can be achieved with efficiency improvements.Venn believes that the supply chain ., Procurement, Manufacturing, Deployment, Scheduling, Logistics, and Warehousing) can become a strategic advantage for the company if it can outperform its competitors. PwC studies have shown that improvements cannot be made without the input or the support of all the functional areas of the company, especially Marketing and Sales. The EVPs from Marketing and Sales do not always see the Supply Chain as key players; in fact, the EVPs of Marketing and Sales see the Supply Chain as only a vendor to them.Venn knows that the results of the ECR initiative may not be enough to rally support among the EVPs. Venn knows that whatever strategy is accepted needs to define the roles of each of the EVPs and to provide an outlet for each EVP to demonstrate his and her skills. He is also aware that the other EVPs are very conscious of the growth of Venn's power. Each EVP will initiate a project with the assumption that the architect of the solution to R&H's current situation will be in position for the next presidency.The EVP of Human Resource has championed the need to implement a whole new way of envisioning the company working together. She has envisioned a flatter organization and has spent years developing studies with another leading consultancy to support her vision. She has a strong supporter in the EVP of Sales. The present EVP of Sales was originally from Human Resources. Her vision has always entailed an extensive re-structuring and re-training effort.The EVP of Engineering feels that the company needs toinvest in its new product capability. The strategy is to acquire smaller, regional companies that are producing differentiated products. "We can absorb them into us and stimulate our new product pipeline," he stated. "With these new, regionally proven products, we can fill capacity and leverage our distribution and sales strength. I can also energize my area with fresh ideas. It's win-win, no doubt about it."The EVP of Manufacturing is sick and tired of hearing that manufacturing is the problem. He points to the fact that they re producing and shippingthree times the product they were five years ago with the same number of people they had eight years ago. If things don't change in other areas, then things won't change in Manufacturing, other than the inability to support the orders coming in.The EVP of Marketing believes that a combination of re-structuring and acquisition is needed. He wants to reduce the salesperson's role with the retailer and focus on consumer spending behind a "high quality" message grounded in tangible product benefits across all product segments. He wants to broaden the product mix with new products from acquisition.The EngagementVenn has mentioned to Gary Forstman, the PwC engagement partner, that he is willing to devote the necessary resources in his functional areas to prove out the right strategy to the other EVPs. Venn has also indicated that the company is willing to devote significant resources and capabilities to the right effort. "All the EVPs know," he said, "that there will be whole-scale changes if the company doesn't turn itself about."Mr. Forstman has called Grady Means, ISS SBU leader andpartner, and said, "This i s PricewaterhouseCoopers’ first major engagement with R&H after several years of smaller engagements where we were able to demonstrate our ability to implement solutions. Now we have an opportunity to really shine. The company is re-evaluating its strategic position and has asked several consulting firms to talk to them." Grady discussed the situation with ISS partner, Michael Hanley, and they agreed that you would be a great person to work on this project. You receive a call from Grady. Hello, How are you doing After exchanging pleasantries, Grady explains the situation to you. "We need some dynamic thinking on this one. I know Venn Teldren from years ago. Venn is going to be all over us if we don't get this right. What's important is that we show Venn that we have a vision of where the company needs to go, how the parts fit together and how they are going to get there. What is important is that our analysis is fact-based. We need to be ready to say to Venn, "This is the situation, this is the problem, this is the solution and this is step one, step two, step three on what you need to do tomorrow." This is a big opportunity for us and I'm counting on you. See what you can come up with by this time next week. Feel free to call Michael or myself with any questions. Okay, talk to you soon.Questions1. What is your assessment of the present situation2. What are the key areas for change Why do you believe so3. What do you envision your product to be in a week4. What type of additional information would you want5. What type of analysis do you believe needs to be performed6. Do you have an idea concerning the analytical structure7. What type of framework might you envision for thisstrategy8. What are the key elements you would include in designinga strategy9. What are the key elements you would include in implementing a strategy10. What is your assessment concerning R&H's ability to implementa strategy11. What are some key performance indicators that you would suggest12. What are the key issues between the Supply Chain and other areas of the company(such as Marketing and Sales) that must be addressed13. What are some ways that improvements in the Supply Chainwill impact the other areas of the company, especially Marketing and Sales14. How does Supply Chain effect the value of the company's brands15. What are the risks that the PwC team faces in this engagementPricwaterhouseCoopersCASE DISCUSSIONBUSINESS/STRATEGYInterview Case Study #2Telekenesis Inc.PricewaterhouseCoopers has recently proposed on, and appears to have won, a major engagement to create an information technology strategy for Telekenesis. PricwaterhouseCoopers has worked for Telekenesis in the past,but has not done any significant work for over a year and a half. This is PricwaterhouseCoopers' first substantial engagement with the company.Company BackgroundTelekenesis was formed in 1992 by executives from four former Regional Bell Operating Companies (RBOCs) and two principals in Silicon Valley technology start-ups. One of the principals is from a start-up company that pioneered a new kind of wireless propagation technology.Telekenesis was founded on the principle that the current telecommunications industry is populated with companies who are almost congenitally incapable of optimizing their form of organization and culture to meet the competitive challenges of the 1990s. The founders believe that local loop technology, which relies on communication devices which are peers in a large technology community, where every device has a permanent and unchangeable identification, is the silver bullet of the telecommunications industry, and that the RBOCs are not ready or willing to exploit it. Local loop technology (LLT) is considered by RBOC management to be radical, unproven and unreliable.Telekenesis Inc. is modestly profitable, with $131,000,000 in sales and approximately 200,000 customers spread out over four adjacent, mostly rural geographies. Approximately 90% of its sales come from four small local telephone companies. The company's strategy is to use the operating experience and customer positioning of the four local telephone companies to develop and implement local loop wireless service or LLWS (often pronounced "laws"). The concept behind this service is based on the fact that the current phone companies control wiring to and from a central office facility. This facility is in effect a big switchingbox. The central office acts like a big hub with many spokes radiating from it. LLWS eliminates the central office and substitutes simple, unobtrusive, premises wireless relay equipment. There is at least one local loop server facility that is somewhat analogous to a central office but not needed to maintain service. The server facility is used to monitor quality and provide a trap for billing.Local loop wireless services are fully integrated. They include telephonic communication as well as cellular, pager, on-demand video, and "highway" services. Highway services permit companies within the local loop to communicate with each other as if they were on a large universal local area network. Computers located in both home and office are immediately interconnected by the local loop. Importantly, there are literally no wires involved in any of these services (except of course for plugging into the wall to getelectricity). Physical customer hook-ups are non-existent. Customers are granted access, and services and information are secured through software interfaces in LLWS devices, such as television sets, laptop computers, pagers, etc. Telekenesis has a number of arrangements with software and hardware vendors to create LLWS devices.Understandably, the industry discounts LLWS as another "high tech California fantasy." Bell Core engineers, while acknowledging the future potential of local loop technology, dispute Telekenesis's claims that the bandwidth and quality is actually present in production, commercially available products to be installed in the real world.Telekenesis' doctrine is to completely convert all 200,000 current subscribers of the four local phone companies at once,with no phase in. Each of the four local companies will be converted separately.Telekenesis bought the four local phone companies in order to have large scale pilot sites for local loop wireless services. Telekenesis' fundamental business proposition is that the changing regulatory landscape will allow it to compete with local Bell telephone companies, providing a higher performance, lower cost alternative to the existing local phone companies for local and long-distance telephone service, paging, cable ., and cellular phones.Industry TrendsThe early 1980s were a time of turmoil for the telecommunications industry. For the first time in history, AT&T was deregulated and lost its monopoly status. This meant competition for AT&T where none had existed before. Long-distance was the arena of competition."Telecommunications" includes much more than simply making a phone-call. It encompasses cable television service and network connectivity which brings interactive television, shopping forums, education and information services into the home. The phone lines that the telecommunications companies control enable computers to communicate from remote locations, and can gather information from databases and news services around the world within seconds.The possibilities for profits in this arena are practically limitless, and the sphere of competition is expanding. Up to 1994, only long-distance carriers were in competition, but local calling areas are going to be opened up for competition in the late 1990s.Telekenesis OrganizationThere are currently three business units: 1) residential, whichis divided into the "plain vanilla" customers that have only one phone line into the house and no add-ons such as cellular phones, pagers, additional lines, etc. and 2) residential customers who have add-on services and are good candidates for taking advantage of the new technology; and 3) small business. Each of Telekenesis's business units has a President who reports to the CEO. In addition, R&D and Technology Assurance, essentially a quality management program, also report directly to the CEO. Telekenesis is tightly controlled by the principals who founded the company and all the senior positions just described are held by the founders.There are really no Corporate functional areas such as Finance, Purchasing, Distribution, and Human Resources. These functions exist in the original phone companies as they did before the companies were acquired. An outsider with the title of Chief Financial Officer runs the Corporate functional area. She had a brief tenure as the CFO of an RBOC. The Technology Assurance Group helps support the existing communications and networking infrastructure.Telekenesis Current SituationPricewaterhouseCoopers was retained because of their knowledge of the RBOCs and an audit relationship with the four local phone companies. They were retained by Telekenesis for special start-up services, legal and regulatory counsel and assistance in dealing with obtaining additional venture capital financing. Because of the technology nature of Telekenesis, the PricwaterhouseCoopers Financial Advisory Services partner contacted IT Strategic Services. The Firm has now been asked to deal with the operational dimensions of Telekenesis as it commences detailed tactical planning for LLWS activation.Another management consulting firm is providing some business strategy consulting to Telekenesis.PricewaterhouseCoopers has been asked to propose on three major stages of work: 1) process vision; 2) tactical doctrine;3) infrastructure and value. These are meant to give Telekenesis "process efficacy." This is their language.The current company is, in effect, the combination of the four small southern telephone companies that were acquired and are now operated by Telekenesis. However, except for top management, the vast majority of employees of the telephone companies were retained, as were the administrative and operational support systems. Some of those employees are very excited to be able to participate in this opportunity, but a lot of the old timers are dubious and apprehensive.All telephone company processes and functions are essentially the same as before the acquisition by Telekenesis. Telekenesis concentrated on establishing a simple, "no frills" system for collecting financial and operating information on the telephone companies but did virtually nothing to change the actual operations of the companies.Marley and Cratchet (the two silicon valley entrepreneurs) expect that the consultant selected will be able to bring fresh creative ideas to the process of what they term is "...creating a 21st Century company for a 21st Century business." Included in their definition of process efficacy is the notion of "enterprise extensibility," or put more simply put the capability to seamless team with external suppliers in a variety of value-adding, integrative relationships that can be episodic or persistent. Particularly important is the aspect of Telekenesis strategy in which vendors will provide LLWS compatible devices tocustomers who will pay a one-time $15 fee for the equipment.All four Telekenesis executives expect that the process efficacy initiatives will include information systems and technology strategy and planning. They want the consultant to provide a guaranteed "operational profile" that states that the recommended configuration of hardware and software, costing $xx and operational by 19yy will be able to support the local loop wireless service business.There are four distinct flavours of legacy systems across the four companies. Hardware and software is different, with three of the companies having an IBM mainframe in addition to other computers. Telekenesis installed IMRS on a high end x486 computer to provide financial consolidation and reporting of the four companies. Spreadsheet disks prepared at month end are FedExed to Telekenesis home office in Bernardsville, New Jersey and loaded into IMRS.QuestionsDo you believe you have enough information to develop an Business/IT strategy for this client If no, what additional information would you requireWhat skills would the consulting team need to successfully complete this engagement How would you structure the work for this engagementWhat are the risks that Telekenesis facesShould PwC guarantee an "operational profile" If so, should there be any caveats included in the guaranteeWhat types of business processes will be neededHow would you integrate the processes of the four existing local phone companies and TelekenesisWhat kinds of information systems will the company requireWhere can PwC add the most value in the engagement ., of all the items that Telekenesis requested assistance with, where should we focus)。