人力资源管理流程（标准） .ppt.ppt

员工代言人 -- 在有限资源情况下平衡供求关系，争取员工的最大贡献。  * 给员工充分授权 Control * 给员工介绍远景 Commitment * 工作有足够挑战 Challenging * 加强团队合作 Collaboration * 员工分享成功果实 Culture * 愉快的工作环境 Compensation * 开放式交流 Communication * 受到应有的尊重 Concern for due Process * 为员工提供工具 Computer technology * 有能力胜任工作 Competence 行政管理专家 -- 改进工作流程使工作效率不断提高 改进工作流程 重新思考人力资源为企业创造的价值 结束与展望 人力资源可以为企业增值 主动了解业务，设身处地为企业着想为同一目标奋斗 与管理层一样综观大局，从战略考虑放眼未来，为业务诊断 与业务部门共同发展，协助他们迎接挑战，适应变革 成为员工贴心人，帮助管理层做好双向交流 提供解决方案 谢谢！ As we move toward our vision, we’re making lots of changes that will improve your experience as an HP partner along the way. Generally, these changes fall under the guiding principles shown on this slide. HP is a $50 billion company, but in many ways we haven’t used size to our advantage. We’ve diluted our strength through fragmentation. CAP’s strategy is to leverage and pull together our diverse programs, eliminate the redundancy among them, and stop scattering our efforts. This will make our size and infrastructure a competitive advantage—rather than an impediment—for you and for HP. Over the years, our partner program evolved into too many different programs, many of which were redundant. It’s okay to have differences if they serve a sound business or customer purpose. But CAP’s goal is to have no difference without distinction—our strategy is to drive toward a consistent, global system, infrastructure, and sales framework with unified contracts and consistent discount schedules. As part of this effort, we’ll streamline the administrative processes that have become burdensome and costly for our partners—including training, certification, brand usage, and allocation of co-op dollars. We’ll consolidate our incentive programs and give distributors more discretion in allocating funds. We’ll still have differences in regional implementations—but they’ll be philosophically consistent with the goals of the program and the framework. We talked about building a portal that makes it easy, product