清华大学：《人力资源管理》课程教学资源（PPT课件）第十四章 人力资源管理与企业战略（曲庆）

Aligning Human Resources and Business Strategy

Distinctive human resources are firms core competencies

Distinctive human resources are firms' core competencies

富有特色的力资源是公司的核心竞务力 McKinsey 战略:客户化解决方案 战略:标准化的产品 吸引有经验的业界人士 ■校园招聘 ■强调不同背景和企业家精神 倾向于技术背景 ■直接投入工作 ■在咨询方面“一张白纸” ■外部培训 全面的内部培训 创业/创新环境 员工离职一般就任公司高级 ■着眼于个人的激励性薪酬 经理 员工离职一般自己创业

BCG McKinsey ◼吸引有经验的业界人士 ◼强调不同背景和企业家精神 ◼直接投入工作 ◼外部培训 ◼创业/创新环境 ◼着眼于个人的激励性薪酬 ◼员工离职一般自己创业 战略：客户化解决方案 ◼ 校园招聘 ◼ 倾向于技术背景 ◼ 在咨询方面“一张白纸” ◼ 全面的内部培训 ◼ 员工离职一般就任公司高级 经理 战略：标准化的产品 富有特色的人力资源是公司的核心竞争力

富有特色的力资源是公司的核心竞务力 Sears nordstrom 以日用品为主的零售连锁店 时尚导向的零售连锁店 ■严格、科学的招聘测试 ■分散化的招聘,无正式考试 全面的精细的培训(产品知 ■应聘者要具有与客户交往的 识、操作系统、推销技巧) 经历 ■通过定期的员工调查了解员 ■强调雇员的判断力和自主性 工的态度和士气 按业绩排名,内部晋升,末 ■直接工资为主,佣金为辅的 位淘汰 薪酬制度 佣金制

Sears Nordstrom ◼ 严格、科学的招聘测试 ◼ 全面的精细的培训（产品知 识、操作系统、推销技巧） ◼ 通过定期的员工调查了解员 工的态度和士气 ◼ 直接工资为主，佣金为辅的 薪酬制度 以日用品为主的零售连锁店 ◼ 分散化的招聘，无正式考试 ◼ 应聘者要具有与客户交往的 经历 ◼ 强调雇员的判断力和自主性 ◼ 按业绩排名，内部晋升，末 位淘汰 ◼ 佣金制 时尚导向的零售连锁店 富有特色的人力资源是公司的核心竞争力

富有特色的力资源是公司的核心竞务力 FedEx UPS 集中于隔夜快递 宽产品线,流水化生产 分权化:员工被授权采取一切 ■通过时间动作分析规定工作细 措施完成工作 节 没有细致的条例 ■规定工作标准并传达给员工, 精细的导向课程,发达的沟通 天天评估每个人的工作 渠道,确保员工得到充分信息 除集体谈判签约外没有员工参 每六个月进行一次互动(交谈) 与 技能测试 高工资、高福利,提供收益分 ■技能工资制 享计划和股票期权计划 ■外部招聘 内部晋升

FedEx UPS ◼ 分权化：员工被授权采取一切 措施完成工作 ◼ 没有细致的条例 ◼ 精细的导向课程，发达的沟通 渠道，确保员工得到充分信息 ◼ 每六个月进行一次互动（交谈） 技能测试 ◼ 技能工资制 ◼ 外部招聘 集中于隔夜快递 ◼ 通过时间动作分析规定工作细 节 ◼ 规定工作标准并传达给员工， 天天评估每个人的工作 ◼ 除集体谈判签约外没有员工参 与 ◼ 高工资、高福利，提供收益分 享计划和股票期权计划 ◼ 内部晋升 宽产品线，流水化生产 富有特色的人力资源是公司的核心竞争力

富有特色的力资源是公司的核心竞务力 Coca-Cola Pepsi 维持地位和形象 通过多元化占领市场空档 ■雇佣大学毕业生 ■招聘有经验的人 ■集中、细致的培训 ■工作安全性低 ■工作安全性 鼓励个人间的竞争,提拔竞争 ■内部晋升 优胜者 ■资历为基础的工资 ■股票期权计划 ■家庭文化 员工忠诚度低 集中决策 分权化 ■针对个人的业绩评定 ■针对部门、公司层次的业绩评 估

Coca-Cola Pepsi ◼ 雇佣大学毕业生 ◼ 集中、细致的培训 ◼ 工作安全性 ◼ 内部晋升 ◼ 资历为基础的工资 ◼ 家庭文化 ◼ 集中决策 ◼ 针对部门、公司层次的业绩评 估 维持地位和形象 ◼ 招聘有经验的人 ◼ 工作安全性低 ◼ 鼓励个人间的竞争，提拔竞争 优胜者 ◼ 股票期权计划 ◼ 员工忠诚度低 ◼ 分权化 ◼ 针对个人的业绩评定 通过多元化占领市场空档 富有特色的人力资源是公司的核心竞争力

Strategic Human Resource Management SHRM is the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizationa cultures that foster innovation and flexibility SHRM is the pattern of planned human resource deployment and activities intended to enable an organization to achieve its goals Strategic human resources management is largely about integration and adaptation. Its concern is to ensure that: (1)human resources (HR)management is fully integrated with the strategy and the strategic needs of the firm; (2) HR policies cohere both across policy areas and across hierarchies; and( 3)HR practices are adjusted, accepted, and used by line managers and employees as part of their everyday work

◼ SHRM is the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. ◼ SHRM is the pattern of planned human resource deployment and activities intended to enable an organization to achieve its goals. ◼ Strategic human resources management is largely about integration and adaptation. Its concern is to ensure that: (1) human resources (HR) management is fully integrated with the strategy and the strategic needs of the firm; (2) HR policies cohere both across policy areas and across hierarchies; and (3) HR practices are adjusted, accepted, and used by line managers and employees as part of their everyday work. Strategic Human Resource Management

The 5-P odel Linking Strategic Business Needs Strategic HRM Activities ORGANIZATIONAL STRTEGY Initiates the process of identifying strategic business needs and provides specific qualities to them NTERNAL EXTERNAL CHARACTERISTICS CHARACTERISTICS STRTEGIC BUSINESS NEEDS Expressed in mission statements or vision statements and translate into strategic business objectives STRATEGIC HUMAN RESOURCES MANAGEMENT ACTMVTIES

The 5-P Model ORGANIZATIONAL STRTEGY Initiates the process of identifying strategic business needs and provides specific qualities to them STRTEGIC BUSINESS NEEDS Expressed in mission statements or vision statements and translate into strategic business objectives EXTERNAL CHARACTERISTICS STRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES INTERNAL CHARACTERISTICS Linking Strategic Business Needs & Strategic HRM Activities

The 5-P odel Pepsi-Cola Internationals strategy Being No. 1 by Creating Value through Leadership and Excellence ● The fastest growing The most committed to customer service and attuned to customer needs ● The best operators o The best selling and marketing company o The best people-oriented company

Pepsi-Cola International’s strategy Being No. 1 by Creating Value through Leadership and Excellence. ⚫ The fastest growing ⚫ The most committed to customer service and attuned to customer needs ⚫ The best operators ⚫ The best selling and marketing company ⚫ The best people-oriented company The 5-P Model

The 5-P odel PcIs strategic business objectives o Committed bottling organization o Uncompromising dedication to quality o Development of talented people ● Focus on growth Quality business plans

PCI’s strategic business objectives ⚫ Committed bottling organization ⚫ Uncompromising dedication to quality ⚫ Development of talented people ⚫ Focus on growth ⚫ Quality business plans The 5-P Model