【课件】华信惠悦-人才管理.ppt

通过职业生涯道路的设计来实现员工的发展，为公司关键岗位储备后续力量，传承公司文化 何谓职业生涯发展道路? 职业生涯发展 是指组织内部各职位和员工职责的发展顺序是一种兼顾纵向和横向发展的系统的渐进过程。通常员工在每个岗位上进行学习，积累经验是最好的发展方式，而此处所讲的“发展”是指通过岗位任用，承担工作任务来检验和加强员工的能力，以准备承担更高的职责。设计职业发展道路可能更加关注员工的能力在深度和广度上的发展。 重要性 职业发展道路在员工发展的方面扮演了重要的角色。通过系统计划的职业发展道路可以帮助员工扬长避短，为公司的未来发展提供人才储备。 今日议程 关于华信惠悦 人才管理 人才管理的意义 国内企业及房地产行业在人才管理中面临的问题 如何进行人才管理 总结 能够保留人才的企业应具备 具备清晰的企业战略目标、发展方向 具备清晰、凝聚人心的企业文化、核心价值观 具有人才投资的观念，各管理层能够培养人才 持续的进行提拔、培养和奖励优秀人才并调动辞退业绩不佳者 清晰的定义企业期望的绩效行为，经常和直接的反馈 具有竞争力的薪酬福利体系 有效率的员工培训和发展规划 高员工满意度和忠诚度 显著提高 股东价值提高78.4% 人力资源功能的效益 平等、弹性和客户导向的工作环境 清晰的奖酬与权责分明 完善的沟通制度 卓越的甄才及留才能力 Expected change in market value associated with a significant (1 SD) improvement in HCI dimension 赢得人才争夺战的企业必将赢得市场竞争 华信惠悦人力资本指数（HCI） 人力资本与股东价值的关键联系因素 31.5% 21.5% 17.7% 5.4% 2.6% 来源：华新惠悦人力资本指数2002亚太地区研究报告 感谢各位！ This slide will further support that people is the competitive advantages, and the evidence provided. It follows, then, that in the digital economy people who possess critical knowledge – the so-called knowledge workers – are in much higher demand than the workers in previous economies, many of whom were viewed as interchangeable parts of a larger corporate machine. In this light, it’s also easier to see why organizations are much more willing to bring their work to these crucial people wherever they reside, rather than forcing talent to relocate to where the company is. Brochure p.10. In addition market to book is 3.0 for the top performers using competencies and only 2.5 for those not using competencies. Top performers also report a decrease in turnover and an increase in productivity related to the use of competency-based programs Our first dimension, Total Rewards Accountability, has a dramatic impact on shareholder value. At 16.5%, it’s the the most important HCI link -- replacing “Recruiting Excellence” -- which yielded the highest impact on market value two years ago at the height of the talent crisis. Today, the emphasis is on using rewards to keep top tal