HAY人力资源战略_PPT幻灯片
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Role Clarification Job Analysis
HLS
Job Evaluation Grading
Key Performance Indicator
Performance Management
System
Reward Strategy & System
Training / Development
Org. / Management Development Planning
Succession Planning
Recruitment / Staffing
Organisation Culture (Values)
Hay Methodology
Target Job Competencies
Individual Competencies Coaching and MMPI programs
Competencies Modeling PSE / PVQ LSI / MSI OCS / ECI
4 Circle Model Iceberg Model
BEI
Engaged Performance
Hay Methodology
Strategy De-code
C-Sort
Mission / Vision Strategy
Work Culture
Fields of Management
I.R.M. A. Process Mapping
Hay JA methodology
JE Guide Chart
Organisation Structure / Processes
Paynet External Competitiveness
Finding novel ways to capitalize on skills that
people have (53)
Limiting the downside ofBeing loyal and committed Supporting top
Achieving budgeted Pioneering new ways of Acquiring cross-functional Experimenting with new
Key Performance Indicator
Performance Management
System
Reward Strategy & System
Training / Development
Org. / Management Development Planning
Succession Planning
wenku.baidu.com
Gaining the confidence of customers (46)
Usginetgthterheicsnoogmusrpcdaeonsnyeotu(o3ts3id) ePusthhienglodweecsist iloenv-emlsa(k5in1g) to
Establishing clear job descriptions and requirements (26)
People Before Strategy
Operationalize Business Strategies
through
People Management
to Achieve Results
Hay Methodology
Strategy De-code
C-Sort
Mission / Vision Strategy
subordinates work (44)
feedback (30)
(40)
diverse viewpoints (47)
Being precise (48)
Attracting top talent (21)Pcaortnictiinpuaitninggeidnutcraaitnioinng(3a1n)d Taking initiative (36)
“Our Functional Work Culture Rewards, Encourages
Continuously improving operations (20)
and Supports the Following Behaviors and
Activities...”
Minimizing human error (52)
MMPI
Methodology
Competencies Modeling PSE / PVQ LSI / MSI OCS / ECI
4 Circle Model Iceberg Model
BEI
Engaged Performance
C-Sort
• Hay Functional Work Culture Model
Work Culture
Fields of Management
I.R.M. A. Process Mapping
Hay JA/JE Guide Chart
Organisation Structure / Processes
Role Clarification Job Analysis
Job Evaluation Grading
Adapting quickly to changes in the business
environment (42)
Supporting the decision’s of one’s boss (2)
Using limited resources Respecting the chain of Tolerating well-meaning
effectively (15)
command (37)
mistakes (29)
Providing secure employment (3)
Quality checking Responding to customer Encouraging innovationEncouraging expression of
Recruitment / Staffing
Paynet External Competitiveness
HLS
Organisation Culture (Values)
Target Job Competencies
Individual Competencies
Executive / Masterful Coaching
HLS
Job Evaluation Grading
Key Performance Indicator
Performance Management
System
Reward Strategy & System
Training / Development
Org. / Management Development Planning
Succession Planning
Recruitment / Staffing
Organisation Culture (Values)
Hay Methodology
Target Job Competencies
Individual Competencies Coaching and MMPI programs
Competencies Modeling PSE / PVQ LSI / MSI OCS / ECI
4 Circle Model Iceberg Model
BEI
Engaged Performance
Hay Methodology
Strategy De-code
C-Sort
Mission / Vision Strategy
Work Culture
Fields of Management
I.R.M. A. Process Mapping
Hay JA methodology
JE Guide Chart
Organisation Structure / Processes
Paynet External Competitiveness
Finding novel ways to capitalize on skills that
people have (53)
Limiting the downside ofBeing loyal and committed Supporting top
Achieving budgeted Pioneering new ways of Acquiring cross-functional Experimenting with new
Key Performance Indicator
Performance Management
System
Reward Strategy & System
Training / Development
Org. / Management Development Planning
Succession Planning
wenku.baidu.com
Gaining the confidence of customers (46)
Usginetgthterheicsnoogmusrpcdaeonsnyeotu(o3ts3id) ePusthhienglodweecsist iloenv-emlsa(k5in1g) to
Establishing clear job descriptions and requirements (26)
People Before Strategy
Operationalize Business Strategies
through
People Management
to Achieve Results
Hay Methodology
Strategy De-code
C-Sort
Mission / Vision Strategy
subordinates work (44)
feedback (30)
(40)
diverse viewpoints (47)
Being precise (48)
Attracting top talent (21)Pcaortnictiinpuaitninggeidnutcraaitnioinng(3a1n)d Taking initiative (36)
“Our Functional Work Culture Rewards, Encourages
Continuously improving operations (20)
and Supports the Following Behaviors and
Activities...”
Minimizing human error (52)
MMPI
Methodology
Competencies Modeling PSE / PVQ LSI / MSI OCS / ECI
4 Circle Model Iceberg Model
BEI
Engaged Performance
C-Sort
• Hay Functional Work Culture Model
Work Culture
Fields of Management
I.R.M. A. Process Mapping
Hay JA/JE Guide Chart
Organisation Structure / Processes
Role Clarification Job Analysis
Job Evaluation Grading
Adapting quickly to changes in the business
environment (42)
Supporting the decision’s of one’s boss (2)
Using limited resources Respecting the chain of Tolerating well-meaning
effectively (15)
command (37)
mistakes (29)
Providing secure employment (3)
Quality checking Responding to customer Encouraging innovationEncouraging expression of
Recruitment / Staffing
Paynet External Competitiveness
HLS
Organisation Culture (Values)
Target Job Competencies
Individual Competencies
Executive / Masterful Coaching