?2024年6月7日—8日，姜上(shang)泉導師蒞臨中國(guo)企業500強天(tian)能控(kong)股(gu)集(ji)團(tuan)輔導訓戰《組織(zhi)協(xie)同—人(ren)效提(ti)升(sheng)系統(tong)》。
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2天1夜訓戰輔導(dao)，姜(jiang)上泉導(dao)師和全體(ti)參會人員一起制定了(le)《人效提升圖表卡》，并詳細剖析了(le)人效分析與(yu)改(gai)善的(de)系列(lie)報表的(de)運用。
姜上泉(quan)導(dao)師(shi)指出，經(jing)營角(jiao)度(du)看(kan)人效管(guan)理(li)者(zhe)需要了解三(san)個問題，一是(shi)管(guan)理(li)者(zhe)知(zhi)道自己在企業業績達成路徑中的(de)(de)(de)定(ding)位和功能是(shi)什么(me)？二是(shi)管(guan)理(li)者(zhe)知(zhi)道自己在做年度(du)經(jing)營規劃時(shi)發揮的(de)(de)(de)作用和貢獻是(shi)什么(me)？三(san)是(shi)管(guan)理(li)者(zhe)知(zhi)道如何將戰略地圖(tu)的(de)(de)(de)戰略目標(biao)分解為(wei)各(ge)部門的(de)(de)(de)年度(du)人效目標(biao)？
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HRD是企(qi)業推(tui)進人(ren)效提升(sheng)的(de)組(zu)(zu)織者(zhe)和倡(chang)導者(zhe)，HR推(tui)動人(ren)效改善需(xu)要思考三(san)個問題：HR的(de)效能(neng)(neng)如何(he)(he)支撐組(zu)(zu)織效能(neng)(neng)？HR的(de)分(fen)割職(zhi)能(neng)(neng)如何(he)(he)轉化為跨部(bu)門協同職(zhi)能(neng)(neng)？人(ren)效提升(sheng)HR最欠缺的(de)技能(neng)(neng)是什么？
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HR如果只能減少人員數量和人工成(cheng)本，干預不(bu)了經(jing)營性人效(xiao)目標(biao)，對于收入和利潤產出指標(biao)沒(mei)有(you)(you)貢(gong)獻，HR在組織(zhi)績(ji)效(xiao)上就(jiu)(jiu)不(bu)會有(you)(you)所(suo)作(zuo)為，HR就(jiu)(jiu)不(bu)會得到(dao)企業(ye)經(jing)營層的認(ren)可。
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2天1夜訓(xun)(xun)戰輔導(dao)中，姜上泉導(dao)師闡釋了(le)“人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)認知系(xi)統(tong)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)目標系(xi)統(tong)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)分析(xi)(xi)系(xi)統(tong)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)訓(xun)(xun)練系(xi)統(tong)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)改善系(xi)統(tong)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)推行系(xi)統(tong)”等(deng)六(liu)大系(xi)統(tong)，并(bing)詳細剖(pou)析(xi)(xi)了(le)“人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)提(ti)(ti)(ti)升(sheng)戰略地圖的(de)制定和分解，人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)指標庫的(de)建(jian)立(li)和完善，人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)數(shu)據分析(xi)(xi)與應(ying)用(yong)，人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)提(ti)(ti)(ti)升(sheng)人(ren)(ren)(ren)(ren)員編制優(you)(you)化(hua)，人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)提(ti)(ti)(ti)升(sheng)組織結構優(you)(you)化(hua)，人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)提(ti)(ti)(ti)升(sheng)職(zhi)能職(zhi)責優(you)(you)化(hua)，人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)提(ti)(ti)(ti)升(sheng)勝任能力優(you)(you)化(hua)，人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)提(ti)(ti)(ti)升(sheng)績效(xiao)(xiao)(xiao)薪酬優(you)(you)化(hua)，人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)提(ti)(ti)(ti)升(sheng)關(guan)鍵流(liu)程(cheng)優(you)(you)化(hua)，人(ren)(ren)(ren)(ren)效(xiao)(xiao)(xiao)提(ti)(ti)(ti)升(sheng)三大改善技術運用(yong)“等(deng)內容。
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2天1夜(ye)訓戰輔導中，姜上泉(quan)導師強調，人(ren)(ren)效(xiao)數(shu)據(ju)分析(xi)，只(zhi)有和業務關聯起來(lai)才有價值。人(ren)(ren)效(xiao)數(shu)據(ju)分析(xi)，不要追(zhui)求寬度(du)一公里，深(shen)度(du)一厘米；更(geng)要追(zhui)求深(shen)度(du)一公里，寬度(du)一厘米，抓住經營層(ceng)最關心的關鍵(jian)人(ren)(ren)效(xiao)數(shu)據(ju)，透過(guo)數(shu)據(ju)分析(xi)找出影響人(ren)(ren)效(xiao)指(zhi)標(biao)的關鍵(jian)原(yuan)因，通過(guo)橫向拉通縱向集成改善人(ren)(ren)效(xiao)指(zhi)標(biao)。
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人(ren)(ren)(ren)效(xiao)提升，短(duan)期(qi)(qi)壓編(bian)制降成本，長(chang)期(qi)(qi)提能力做(zuo)增(zeng)量(liang)。企(qi)業(ye)(ye)20%的(de)關(guan)(guan)鍵人(ren)(ren)(ren)才(cai)(cai)(cai)決定了企(qi)業(ye)(ye)80%的(de)經營(ying)(ying)業(ye)(ye)績，企(qi)業(ye)(ye)在關(guan)(guan)鍵人(ren)(ren)(ren)才(cai)(cai)(cai)培養上欠的(de)債遲早都是要還的(de)，很多(duo)企(qi)業(ye)(ye)關(guan)(guan)鍵人(ren)(ren)(ren)才(cai)(cai)(cai)培養是以過去(qu)的(de)經驗(yan)培養現(xian)在的(de)員工(gong)去(qu)應對未(wei)來的(de)問題，因此(ci)，企(qi)業(ye)(ye)如(ru)何建(jian)立(li)關(guan)(guan)鍵人(ren)(ren)(ren)才(cai)(cai)(cai)育成體系(xi)以培養好關(guan)(guan)鍵銷售人(ren)(ren)(ren)才(cai)(cai)(cai)和關(guan)(guan)鍵技術人(ren)(ren)(ren)才(cai)(cai)(cai)是改善企(qi)業(ye)(ye)經營(ying)(ying)業(ye)(ye)績和提升人(ren)(ren)(ren)效(xiao)指標(biao)的(de)重(zhong)要保障。
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由(you)降(jiang)本(ben)增(zeng)效云(yun)學(xue)院(yuan)姜上泉導(dao)師原創研發的(de)(de)《組(zu)織(zhi)協同—人效提升系(xi)統》是《利潤空間—降(jiang)本(ben)增(zeng)效系(xi)統》的(de)(de)配(pei)套(tao)培訓(xun)和咨詢系(xi)統。
《組織協同(tong)—人(ren)(ren)(ren)(ren)效(xiao)(xiao)提(ti)升(sheng)(sheng)(sheng)系(xi)(xi)統(tong)(tong)(tong)》將“人(ren)(ren)(ren)(ren)效(xiao)(xiao)認知(zhi)系(xi)(xi)統(tong)(tong)(tong)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)目(mu)標系(xi)(xi)統(tong)(tong)(tong)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)分析系(xi)(xi)統(tong)(tong)(tong)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)訓練系(xi)(xi)統(tong)(tong)(tong)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)改善(shan)系(xi)(xi)統(tong)(tong)(tong)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)推行系(xi)(xi)統(tong)(tong)(tong)”等(deng)六大系(xi)(xi)統(tong)(tong)(tong)融合貫通于一(yi)體，形(xing)成企業人(ren)(ren)(ren)(ren)效(xiao)(xiao)提(ti)升(sheng)(sheng)(sheng)的執行閉環(huan)。《組織協同(tong)—人(ren)(ren)(ren)(ren)效(xiao)(xiao)提(ti)升(sheng)(sheng)(sheng)系(xi)(xi)統(tong)(tong)(tong)》運用(yong)“人(ren)(ren)(ren)(ren)效(xiao)(xiao)提(ti)升(sheng)(sheng)(sheng)圖(tu)表(biao)卡、人(ren)(ren)(ren)(ren)力資源效(xiao)(xiao)能(neng)指(zhi)標庫、人(ren)(ren)(ren)(ren)效(xiao)(xiao)分析數據看(kan)板、人(ren)(ren)(ren)(ren)效(xiao)(xiao)提(ti)升(sheng)(sheng)(sheng)組織改善(shan)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)提(ti)升(sheng)(sheng)(sheng)技術改善(shan)、人(ren)(ren)(ren)(ren)效(xiao)(xiao)提(ti)升(sheng)(sheng)(sheng)機制改善(shan)”等(deng)工具和方(fang)法改善(shan)企業人(ren)(ren)(ren)(ren)均(jun)營收、人(ren)(ren)(ren)(ren)均(jun)利潤(run)、人(ren)(ren)(ren)(ren)工成本(ben)利潤(run)率等(deng)關(guan)鍵人(ren)(ren)(ren)(ren)效(xiao)(xiao)指(zhi)標。
