人力資本論壇材料

1、achieving superior business resultshuman capital planning & the role of the hr professionalsept 10, 2003mr. mark mcraeasia pacific hr vice presidentamerican standard sales $4.7 billion #1 worldwide in commercial systems 28 plants in 10 countries air conditioning systems & services commercial

2、 industrial residential bath & kitchen products fixtures fittings accessories sales $2.0 billion #1 - 10% global share 66 plants in 25 countries vehicle control systems sales $1.1 billion #1 - 65% global share 13 plants in 7 countries25% internationalsales trucks / trailers buses suvs / luxury c

3、ars65% internationalsales90% internationalsalesbig, strong global businesses$7.8b worldwide salesamericas2003 gdp +2%american standard in china: 2003 sales growth target = 20% 7 plants: 3 vc, 2 tubs, 2 faucets 2,661 people 72 distributors nationwide 308 showrooms success in china will drive our asia

4、n successeurope2003 gdp +1%china2003 gdp +7%(asia ex-japan +6%)“best place to invest” in the eyes of:customersemployees shareowners“best place to buy”“best place to work”our missionraising thestandardpeople make it happenraising thestandardachieving any objective or destination requires two things t

5、hat are truly interdependent:executionstrategyplanning for business successpeople make it happenraising thestandardhuman capital planning is the part of overall business planning that:human capital planning definition assesses the implication of business opportunities on our people requirements. dev

6、elops plans to meet those requirements.hcp cannot be done outside of the larger business planning process.people make it happenraising thestandardhuman capital planning purposeto improve our ability to deliver superior business results ii) by identifying the resources required to execute our busines

7、s initiatives and build our organizational capabilities; and, ii) developing a plan to obtain those resources people make it happenraising thestandardhcp a modelbusiness destination planningsituation analysis inputsstrategic initiatives + baselineorganizational capability requirements (including lea

8、rning capabilities)process plantechnology planpeople plannumbers, skills, infrastructure, timing. link to initiatives/work. build, buy, borrow strategy, roi.how we will “get” the capabilities to do the work people, process, technologypeople make it happenraising thestandardthe plan has simple stepsd

9、estinationmarket objectivesorganization capabilitiesenvironmentpeople measurement systemsknowledgework processresource requirements people (inc. attrition)current state people resourcespeople gapsresource requirements other (include regular replacement)people make it happenraising thestandardcapabil

10、ities require several elements working together as an interdependent, interrelated system to be effective.building capabilitythese elements are : -peopleskills, competencieswork processall aspects of value within work processesmeasurement systemstracking, feedback, financial reportingknowledgeinform

11、ation, knowledge requiredenvironmentleadership, culture, relationships, structurepeople make it happenraising thestandardhuman capital planning guiding principleseffective human capital planning is dependent upon: - commitment of the senior management team - engagement of all managers in the plan -

12、clarity around business destination - reliable assessment of existing organizational capabilities, and - relentless follow through people make it happenraising thestandardhuman capital planning guiding principles is a continuous - vs calendar - driven process is an integral component of the business

13、 planning process the process part of hcp provides discipline the inquiry and analysis provides the value is the starting point for all development planning a business plan that does not include human capital planning is sub-optimizedactivity stageobjectiveoutcome / result1. individual profiles crea

14、tion and reviewevaluation of current bench strength identifies hipots succession/promotion needs development needs2. strategic organization analysisidentifies what capabilities are needed to achieve the business objectives quantifies the capability needed by when builds linkages between hr and overa

15、ll business results delivery3. capability gap analysis and planningquantifies the gaps and the actions requiredbuilds strong linkage to bp capability gaps structural needs training needs strategic resourcing2004 human capital plan: an outlineorganizational challengeshuman resource implications organ

16、izational challenges & hr implicationsreview current organizational challenges as they relate to your organization structure (e.g., lack of functional alignment). once complete, delete this text box and center chart on page.indicate hr implications that result from structural issues (e.g., funct

17、ional talent underdevelopment). once complete, delete this text box and center chart on page.opportunityaction plantimingmanagerresponsible foraction organizationalstructure initiatives other effectivenessinitiatives2003 organizational effectiveness action planorganizational structure initiatives in

18、clude those actions that must be taken to ensure alignment between the organizations structure and business goals. other effectiveness initiatives include those actions that must be taken to ensure that the organization has the right capabilities to meet its objectives (e.g., building functional exc

19、ellence). once the chart is completed, delete this text box and center the chart on the page.people make it happenraising thestandardhuman capital planningkey learnings human capital is much more deeply integrated into business planning than initially thought; it must be a part of business planning

20、and not an outgrowth. thinking is the core to human capital planning not the tools human capital planning is not manpower planning. it is understanding the relationship between people, process and technology to build critical capabilities required to drive the business plans there must be a general framework with alignment principles for consistency where necessary, but the tools for hcp can be flexible and vary among the different divisionspeople make it happenraising thestandardhuman capital planningopportunities for the hr professional human resources has an opportunity to play