人力資源戰略的規劃與實施
講師(shi)：劉向明 瀏覽次數：2556
課程描述INTRODUCTION
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課程價格：
培訓天數：日程安排SCHEDULE
課程大綱Syllabus
人力資源戰略的規劃與實施
課程導言
人力資源戰略有四個維度，即效率、人才、組織、文化。卓越的人力資源戰略，是借助這四個維度上張力，為企業構建核心優勢（見下圖）。
企業的硬實力，來自效率戰略，它是強大執行力的基礎。企業的人才優勢，來自人才戰略，它讓企業人才濟濟、英雄輩出。企業的系統優勢，來自組織戰略，它讓各部門協調一致、配合順暢。企業的軟實力，來自文化戰略，它讓企業形象積極正面、深入人心。本課程圍繞人力資源戰略的四個維度，闡述人力資源戰略的規劃和實施步驟。
Overview
There are four dimensions of human resource strategy, namely, efficiency, staffing, organization, and culture. An outstanding HR strategy, is a combination of those four sub strategies (as shown in the diagram above).
A company's hard power is based on executive power, which comes from the company's efficiency strategy. A company's personnel advantages come from the company's staffing strategy. A company’s system advantage comes from the organizational strategy, which makes all departments coordinate and cooperate smoothly. The company's soft power comes from the company's cultural strategy, which can build the company's positive image, and can root the image deeply in people's minds.
Aligning with the four dimensions of HR strategy, this course introduces the planning and implementing of HR strategy.
課程收益
1、系統知識：學習該課程，學員能全面了解人力資源戰略的組成部分，以及各部分之間的相互作用。
2、關鍵技能：學習該課程，學員能迅速掌握人力資源戰略的規劃過程，以及戰略實施要點。
Benefits
1、Systematic knowledge: In this course, you will see the big picture of human resource strategy.
2、Critical skills: In this course, you will develop new skills for planning and implementing human resource strategy.
目標學員
成熟企業的中高層經理、創業公司的創始團隊
Intended participates
Top managers of established companies, executive team of startup companies.
課程大綱
Course outline
第一章 戰略概述：人力資源的戰略意義
本章的課前思考問題：怎樣判斷企業人力資源管理的成熟度？
一 人力資源管理的三個階段
1、人事階段：專業事務導向，提高效率 1960s以前
2、資源階段：資源價值導向，發現價值 60s到80s
3、戰略階段：核心優勢導向，構建優勢 80s以后
二 人力資源的戰略因素
1、個人內隱因素：特質、信念、習慣
2、個人外顯因素：知識、技能、能力
3、組織外顯因素：程序、流程、結構
4、組織內隱因素：理念、慣例、習俗
三 人力資源的戰略價值
1、內部容易復制：高效執行力
2、外部難以模仿：核心競爭力
案例講解：麥當勞、海底撈、蘋果、迪斯尼的外包體系
本章的教學目標：讓學員了解人力資源的戰略因素。
Chapter 1 Overview, understanding human resource strategy
Pre-training question of this chapter: How to judge the of maturity level of a company’s human resource management.
1、The three stages of human resource management
a) Personnel management, efficiency directed
b) Resource management, value directed
c) Strategy management, advantage directed
2、Elements of human resource strategy
a) Personal implicit elements, trait, belief, habit
b) Personal explicit elements, knowledge, skill, ability
c) Organizational explicit elements, procedure, process, structure
d) Organizational implicit elements, idea, custom, tradition
3、Strategic value of human resource elements
a) Easy to duplicate, effective execution
b) Hard to imitate, core competitiveness
Case study, the outsourcing system of Hi Hotpot, McDonald’s, Apple
Benefits from this chapter: distinguish the elements of HR strategy.
第二章 效率戰略：構建強大的效率優勢
本章的課前思考問題：怎樣讓平凡的人做出不平凡的事？
一 效率的來源
1、個人效率：作業管理
2、團隊效率：崗位管理
3、項目效率：流程管理
二 提高作業效率
1、作業效率的障礙：技能主動優化
2、提高效率的方法：動作時間分析
三 提高崗位效率
1、崗位效率的障礙：團隊崗位同質化
2、提高效率的方法：團隊化工作設計
四 提高流程效率
1、流程效率的障礙：流程因素模糊
2、提高效率的方法：流程因素優化
小組練習1：演練，流程缺陷的定位
本章的教學目標：讓學員掌握的效率戰略的關鍵技能。
Chapter 2 Efficiency, building hard power of execution
Pre-training question of this chapter: How to enable ordinary people to achieve extraordinary works?
1、Source of efficiency
a) Personal efficiency: task management
b) Teamwork efficiency: post management
c) Project efficiency: process management
2、Increasing task efficiency
a) Obstacle of task efficiency: proactive improving of skills
b) Method of increasing task efficiency: motion/time study
3、Increasing post efficiency
a) Obstacle of post efficiency: homogenizing of posts
b) Method of increasing post efficiency: team-based job design
4、Increasing process efficiency
a) Obstacle of process efficiency: blurred factors of process
b) Method of increasing process efficiency: optimizing of factors
Team exercise 1: locating of process defects
Benefits from this chapter: understanding the implement steps of efficiency strategy.
第三章 人才戰略：構建持久的人才優勢
本章的課前思考問題：學習是員工的個人責任，還是企業的組織行為？
一 人才選拔體系：如何發現適合的人才
1、勝任力模型：人崗匹配的標桿
2、高潛力人才：后備力量的來源
二 培訓體系：如何引導員工掌握知識、提升技能
1、知識云庫：崗位知識的信息化
2、知識滴灌：如何高效獲取知識
3、情景模擬：工作情景的行為模擬
三 能力開發體系：如何激勵員工提升能力
1、主動適應：工作壓力的分段適應
2、主動脫敏：壓力情景的主動適應
四 管理發展體系：如何助力管理者的成長
1、基層管理者：管理培訓生
2、中層管理者：接班人計劃
3、高層管理者：初級董事會
小組練習2：演練，管理人才的生涯規劃
本章教學目標：讓學員掌握人才戰略的關鍵技能。
Chapter 3 Staffing, building lasting personnel advantages
Pre-training question of this chapter: Is learning an employee's personal responsibility or the company's organizational behavior?
1、Talents selecting system
a) Competency model, benchmark of abilities
b) High potential talent system, finding future talents
2、Training system
a) Knowledge cloud: digitalization of working knowledge
b) Knowledge drip-irrigation: behavioral approach of learning
c) Behavior imitation of working situation
3、Ability developing system
a) Progressive adaptation of work situation
b) Systematic desensitization of work stresses
4、Management developing system
a) Management trainee program
b) Successor program
c) Junior board meeting program
Team exercise 2: Career planning for managerial talents
Benefits from this chapter: understanding the stages of staffing strategy.
第四章 組織戰略：構建全面的系統優勢
本章的課前思考問題：品質卓越的公司，會有哪些共同點？
一 組織戰略的作用對象
1、結構：目標分解與成果合并
2、機制：組織目標的排序方式
二 組織結構
1、結構的因素：層級、線路、部門、跨度、規范
2、結構的作用：組織效能的固化與調整
案例解讀：諾基亞、蘋果、谷歌，組織結構的演化
三 組織機制
1、機制的類型：決策、保障、監督、糾錯、優化
2、機制的價值：組織智商的挖掘與升華
案例講解：拿破倫、毛奇、CEO，組織機制的演化
四 組織戰略的實施
1、結構的主動調整：強化目標效能
2、機制的主動引入：強化組織智商
小組練習3：討論，組織結構的優化
本章教學目標：讓學員了解組織戰略的推進步驟。
Chapter 4 Organization, building overall system advantages
Pre-training question of this chapter: What do companies of high quality have in common?
1、Functional components of Organization strategy
a) Structure: The breaking down sequence of organizational goal
b) Mechanism: the sequencing insurance of organizational objectives
2、About organizational structure
a) Structure factors: level, line, department, span, specification
b) Value of structure: stabilization of organizational efficacy
Case study: the evolution of organization structure
3、About system mechanism
a) Types of mechanism: decision, insurance, supervision, correction
b) Value of mechanism: exploring organizational wisdom
Case study: the evolution of system mechanism
4、Implementation of organization strategy
a) Structure adjusting, strengthening targeted efficacy
b) Mechanism adopting, strengthening organizational wisdom
Team exercise 3: adjusting of organizational structure
Benefits from this chapter: understanding the stages of organization strategy.
第五章 文化戰略：構建深遠的文化優勢
本章的課前思考問題：年青人希望加入什么樣的公司？
一 什么是企業文化
1、共同觀念：成員共同的內在信念
2、共同行為：成員共有的行為習慣
二 文化的因素
1、表象因素：距離、假設、追求、偏好、取向
2、作用因素：覺察、認同、契約、歸屬、承諾
三 文化優化的方法
1、理念排序：文化理念的順序排列
2、范式轉化：理念行為的提取固化
四 文化戰略的成果
1、多元適應性：適應多元文化社會
2、代際適應性：適應代際觀念差異
小組練習4：討論，文化理念的提取
本章教學目標：讓學員掌握文化管理的關鍵操作。
Chapter 5 Culture, building universal soft power of culture
Pre-training question of this chapter: What kind of company do young people want to join?
1、What is culture
a) Common believes of organization members
b) Common behaviors of organization members
2、Factors of culture
a) Presentational: distance, hypothesis, pursuit, preference, choice
b) Functional: awareness, conformity, contract, belonging, commitment
3、Method of shaping corporate culture
a) Sequencing of cultural ideas
b) Patterning of cultural behaviors
4、The achievement of culture strategy
a) Adaptiveness of pluralistic society
b) Adaptiveness of mutigenerational groups
Team exercise 4: refining of cultural believes
Benefits from this chapter: Finding the path to upgrading culture effectiveness.
第六章 戰略實施：人力資源的戰略實施
本章的課前思考問題：人力資源總裁和人力資源總監，崗位職責有什么不同？
一 人力資源戰略的預期目標
1、效率目標：建成持續優化的系統流程
2、人才目標：形成人才輩出的培訓體系
3、組織目標：構建目標導向的組織結構
4、文化目標：樹立以人為本的企業形象
二 戰略推進的前期準備
1、明確目標：描述戰略目標的預期形態
2、組建團隊：組建戰略實施的核心團隊
3、規劃路徑：規劃達成戰略目標的路徑
4、單點突破：規范關鍵情景的操作程序
三 戰略推進的實施步驟
1、效率戰略的步驟：作業、崗位、流程，由點到面
2、人才戰略的步驟：開發、培訓、甄選，由面到點
3、組織戰略的步驟：產品、結構、機制，由實到虛
4、文化戰略的步驟：理念、行為、動作，由虛到實
小組練習5：演練，選擇戰略推進的起點
本章教學目標：讓學員掌握文化管理的關鍵操作。
Chapter 8 Practice Knowhow of organization development project
Pre-training question of this chapter: What are the differences between the HR President and the HR Director in their job responsibilities?
1、Expected achievement of human resource strategy
a) Efficiency, building a total process system
b) Staffing, building a talent supply system
c) Mechanism, building a goal-oriented structure
d) Culture, building a people-oriented company image
2、Preparation of strategy implementation
a) Objective, describing the objectives of strategy
b) Team, forming a team of experts for strategy implementation
c) Path, planning the path to achieve strategic goals
d) Focus, Setting operation procedures for key situations
3、Stages of strategy implementation
a) Efficiency strategy, from motion to process
b) Staffing strategy, from development to selection
c) Organization strategy, from product to mechanism
d) Culture strategy, from idea to motion
Team exercise 5: locking the start point of strategy
Benefits from this chapter: Understanding the knowhow of HR strategy.
人力資源戰略的規劃與實施
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- 劉向明
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