福特汽車(chē)人力資源實(shí)務(wù)ppt課件

1、Ford Lio Ho HRPresentation Objectives Share a common vision and value of HR and understand how we achieve it Understand the strategic role of HR in delivering key business results Be aware to the transformation and growth mindset to deliver HR businessBuilding Business Successthrough HRHigh Performa

2、nceWork CultureDirector ofMktg. & SalesYork ChenDirector ofPublic &Govt AffairsT.B.D.Director ofHumanResourcesLawrence YehFAPPublic and Govt AffairsJim Bright/B. Kelly/K. HsuFAPHumanResourcesC. SloatFAPFinanceD.L. SchochLocalCountryTeamFord Lio Ho Organization ChartDirector ofAutomotiveConsu

3、merService GroupSteven ChangChairman &CEOFord ChinaMeiWei ChengFAPManufacturingGary RoeFAPFord CustomerService DivisionG. HendersonFAPPurchasingR. SuttonPresidentJeffrey ShenDirector ofLocal VehicleTeamC. C. YangDirector ofPurchasingRichard ChenDirector ofManufacturingRingo LinDirector ofMazda &

4、amp; NewBus. GrowthStrategyK. C. HuDirector ofFinanceJeff NemethFord Lio Ho HR Pre-Ford 2000Ford 2000ConsumerBusiness GroupsNext EvolutionDescriptionTiming2002 Transformation and growth Business Partner Consultant Learning organization Zest for life/ Work Life Integration e-HRPre-1990 Industrial Rel

5、ations Personnel Administration Tense Labor - Management “They” mentality Homogeneous HR/inward focus Closed, secretive1990 -1999 Employee Relations Localization Changing to “Human Resource” Concept Accessible Develop local HR People 2000-2001 Human Resources Customer Oriented Service Team Communica

6、tor Participator More Positive FeedbackWHAT DOES TRANSFORMATION MEAN?FROMTOEXTERNAL FOCUS ON EMPOYEES & COMPANY AND SHAREHOLDERSNIMBLE & ENTREPRENEURIALCUSTOMER DRIVEN DOWNSTREAM IN VALUE CHAIN LEARNING ORGANIZATION CONSULTANT GROWTH FUELED BY VISION AND VALUELEADING INTERNAL FOCUSBUREAUCRAT

7、ICPOLICY DRIVENUPSTREAM IN VALUE CHAIN STIFLING PROCESS ADMINISTRATORGROWTH FUELED BY REQUIREMENTFOLLOWING LEADERSHIP IN DEVELOPING A HIGH PERFORMING DIVERSE ORGANIZATION WHICH CREATES COMPETITIVE ADVANTAGEHR What I See !StrengthValue Diversity Team WorkCost ConceptListen Customer Customer - Oriente

8、d mindsetGood serviceActingAttitude for learning B-I-C HR Among FAPB-I-C HR Among Competitors Have funThreatFCO/FLH HR SynergyCompetition from Chinese HR Outsource TrendChallenge for SMART e-HR, Technology transformation Career crises/Development ceiling Talent RetentionCompete for talent to Ford Wo

9、rk/Life balance need Social/Environment/Labor Law ChangeHR Value-Sunset Business? Hardly to measure result in Short TermWeakness Speed for Transformation & growthNot creative (crazy) enough Leading Change Business X-Country networking among HRShared sometime Dreaming for future Out of box thinki

10、ng Binding by Global policy sometime Global Regional mindset Opportunity Consultant Business Partner e-HRWork/Life Balance designer Cheer leader “Learning Organization” Creator “Performance - oriented culture” promoter“People Business” is future mainstreamFLH HR BullseyeImage/PersonalityProduct/Serv

11、iceProfessional Innovative TrustBusiness Partner- Proactive- Professional- Self-confidenceChange Agent- Envisioning- Leading- Executing“Zest for Work/Life Promoter- Passionate / Energetic- Counseling / Consulting- Customer intimacyOperational Excellence- Advanced planning - Quality-focused- Reliable

12、Efficient & Effective- Speedy- Flexible- MeasurableInnovative- Out-of-box thinking - Feasible- Delight CustomersPeople Business- Developing people- Inspiring learning Competitive advantagesTransformation & Growth- Breakthrough- Leading Change- e-TechnologyValue福特六和人力資源處軸心圖福特六和人力資源處軸心圖籠統(tǒng)籠統(tǒng)/ /

13、特質(zhì)特質(zhì)產(chǎn)品產(chǎn)品/ /服務(wù)服務(wù)專(zhuān)業(yè)專(zhuān)業(yè)創(chuàng)新創(chuàng)新信賴信賴企業(yè)同伴企業(yè)同伴 - - 極主動(dòng)極主動(dòng)- - 具專(zhuān)業(yè)具專(zhuān)業(yè)- - 有自信有自信變革領(lǐng)導(dǎo)者變革領(lǐng)導(dǎo)者- - 預(yù)思未來(lái)預(yù)思未來(lái)- - 領(lǐng)導(dǎo)改變領(lǐng)導(dǎo)改變- - 落實(shí)執(zhí)行落實(shí)執(zhí)行 活得精彩活得精彩 推手推手- - 熱情熱情/ /有勁有勁 諮商諮商 / /諮詢諮詢 走向顧客走向顧客完善運(yùn)作完善運(yùn)作- - 前瞻規(guī)劃前瞻規(guī)劃- - 堅(jiān)持品質(zhì)堅(jiān)持品質(zhì)- - 值得信任值得信任效率與效能效率與效能- - 超迅速超迅速- - 富彈性富彈性- - 可衡量可衡量創(chuàng)新創(chuàng)新- - 跳脫思維框架跳脫思維框架 - - 可執(zhí)行的可執(zhí)行的- - 取悅顧客取悅顧客人的經(jīng)營(yíng)人的經(jīng)營(yíng)

14、- - 人員發(fā)展人員發(fā)展- - 激勵(lì)學(xué)習(xí)激勵(lì)學(xué)習(xí)- - 競(jìng)爭(zhēng)優(yōu)勢(shì)競(jìng)爭(zhēng)優(yōu)勢(shì)轉(zhuǎn)型與成長(zhǎng)轉(zhuǎn)型與成長(zhǎng)- - 突破轉(zhuǎn)型突破轉(zhuǎn)型- - 領(lǐng)導(dǎo)變革領(lǐng)導(dǎo)變革- - 科技再造科技再造價(jià)值價(jià)值Best Employers in Asia:Findings from 2001 Study -Strengths & Opportunities for Ford Lio Ho Motor Co.Hewitt Associates1Client Name1Key Business Issues for Ford Lio Ho Five key business issues:Meeting Customers N

15、eedsCompetitorsBrand equity/ Brand recognitionAcquisition & retention of talentEconomic conditions Most significant people issue:Employee workload and stress reductionHewitt Associates2Client Name2Key Business Issues Identified by CEOs across the RegionTaiwanAsia Meeting the needs ofcustomers Ac

16、quiring and retainingtalent Organisational culture Technology Increasing brandequity/brand recognition Meeting the needs ofcustomers Acquiring and retainingtalent fairly Organisation cultureHewitt Associates3Client Name3Key People Issues Identified by CEOs across the RegionTaiwanAsia Attract and Ret

17、ain talent Develop employees formanagement positions Growth and developmentof talent Manager lack peoplemanagement skills Communication Developing the talentthe business needsHewitt Associates4Client Name4Key Words Engagement Score% of employees answering 4.5 and above to core Engagement items withi

18、n survey Alignmentalignment between CEO, PPI and employee perspective Engagement Factors% satisfied with Engagement driversHewitt Associates1Client Name1The Engagement Model We see Engagement when .StayHave an intense desire to remain with the organizationConsistently speak positively about the orga

19、nization to co-workers, potential employees and most critically, customers (current and potential)SayAre committed, exert extra effort and are engaged in work that contributes to business successStriveHewitt Associates6Client Name6Engagement = Satisfaction Satisfaction= how much you like it here Com

20、mitment = how much you want to improve business results Engagement= how much you want to and actually do to improve business resultsHewitt Associates7Client Name7The Engagement Model The Seven Factors of Engagement:EngagementOpportunityGrowth/DevelopmentAdvancementInteractionQuality of LifePhysical

21、environmentTime/Work/LifeLeadershipCredibilityTrustRelationshipsCoworkersManagersCustomersWork ActivitiesImpactChallenge/InterestStatus/PrideTotal CompensationPay/Financial recognitionBenefitsCulture and PurposeSense of purposeOrganisational valuesand behavioursHewitt Associates9Client Name9Ford Lio

22、 Ho Engagement Scores & FactorsCompany V W ise Co m paris ons: Ford Lio Ho Motor Company vs Best Employers in Taiwan and Other Companies8280648867727286757577796690646067807853596545775144526870460102030405060708090100EngagementWork EnvironmentPay & BenefitsPurposeOpportunitiesWork Activitie

23、sSenior LeadershipManagersCo V W orkerWork/Life BalancePercentageFord Lio Ho Motor CompanyBest Employers in TaiwanOther Companies in TaiwanHewitt Associates10Client Name10Most and Least Satisfied Factors Ford Lio HoTaiwanAsiaMost SatisfiedFactors Purpose Relationship withManagers WorkEnvironment Pur

24、pose Relationship withco-workers Relationship withManagers PurposeLeast SatisfiedFactors Pay & Benefits Opportunities Work Activities Work/ LifeBalance Pay Benefit PayHewitt Associates11Client Name11Ford Lio Ho Benchmark Comparison on EngagementEngagementFactorsFord Lio Ho isabove the BEaverageR

25、elativeDifferenceFord Lio Ho islower than BEaverage, but aboveothers averageRelativeDifferencePay and Benefits-2Purpose-2Co-workerRelationship-3Opportunities+3WorkEnvironment+1Senior Leadership+5ManagerRelationship+6Work Activities+8Work Life Balance+22Over Engagement+5Hewitt Associates12Client Name

26、12Engagement and Alignment Scores -Ford Lio Ho vs. Taiwan vs. the RegionEngagement ScoreThe regions engagement score is 55% (99%, highest)Taiwans engagement score is 77% (82%, highest vs 39%, lowest)Ford Lio Ho: 82%Alignment ScoreThe regions alignment score is 61% (97% highest) Taiwans alignment sco

27、re is 63% (83%, highest vs 48%, lowest)Ford Lio Ho: 83%Hewitt Associates13Client Name13Initial SWOT AnalysisStrengthWeaknessOpportunityThreatsHewitt Associates14Client Name14Strength Good relationship with Direct Managers - employees have sufficient coaching and feedback from their managers and mana

28、gers communicate/ cascade the company goals clearly to help employees set their goals and manage their own performance. Work Activities - employees feel that they are able to use their skills, make decisions and have impact. Outperform Other Companies by 28%. Work Life Balance- employees feel they a

29、re able to appropriately balance work/life demands. Perhaps as a result of the seminars offered to employees.Hewitt Associates15Client Name15Improvement Opportunities Purpose is strong at 88% - however an area where Ford Lio Ho is weaker than other Best Employers. Pay and Benefits - Best Employers d

30、ont pay more but are better at communicating how people are paid and employees at Best Employer companies believe they are fairly paid. Opportunities - 2nd lowest area of satisfaction, across the region employees say this is important. Company sees this as a differentiator may wish to review alignment and impact Relationships with co-workers lower than Best Employers溝通溝通: :溝通溝通: :溝通溝通無(wú)遠(yuǎn)弗屆的溝通無(wú)遠(yuǎn)弗屆的溝通 跨層級(jí)的溝通會(huì)議跨層級(jí)的溝通會(huì)議 定期舉辦焦點(diǎn)團(tuán)體討定期舉辦焦點(diǎn)團(tuán)體討論象包含論象包含: :女性、新進(jìn)女性、新進(jìn)員工、新任用主管與員工、新任用主管與資