人力资源战略与人力资源规划_曹渊勇.pptVIP

* * * * * * * * * * * * * * * * * * 15 * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 人力资源规划的内容 13 * * * * * * * * * * * * * * * * * * 猎头公司高兴 * PM RETAIN PAY * * * * * * * * * * * * * * * * * * * * * * * * * * 台灣由製造業轉型為服務業, 以知識為主的營運中心 Here’s one more significant finding. Here you see the well-known Service Profit Chain, which puts forth that better human capital practices lead to a more productive and engaged workforce, which leads to a more loyal customer base, which leads to better business performance. We looked at all the links in the chain – and found significant and positive relationships at every one. In other words, better human capital practices are correlated with a more engaged workforce, a more engaged workforce is correlated with better customer loyalty and more loyal customers are correlated with better financial performance. This gives us even more confidence in the robustness of our conclusions. In this age of wanting to get the best performance out of people and the best return on investments in programs, this information is invaluable. Assessing yourself against the HCI criteria is a very constructive thing for any company to do. If the company practices only some of those that offer high returns, or practice all of them but not well, these are areas ripe for improvement. A company can also compare its HCI score with the HCI data base to generate a preliminary advice on improving those weak areas, and suggest some key actions steps. It is important to implement findings in an strategic and integrated way. E.g., simply offering a stock options plan isn’t good enough to create real value. Employees have to be given a mechanism for communicating to top management, or else they get excited and motivated by the options but have no way to make suggestions. It is important to integrate programs in order to achieve the best results. * * * * * * * * * * 总部管理模式 类型 松散 管理型 政策 指导型 操作 指导型 全面 管理型 各分行人员总量 √ 各分行