ade_0505_中国移动人力资源战略.pptVIP

CHINA MOBILE (HK) LIMITED Human Resource StrategyShanghaiFebruary 15, 200X CONTENT Hypotheses on China mobile phone market BCG’s approach to HR strategy Project approach and structure BCG qualification and experience Appendix Selected CVs THE EVOLUTION OF THE MOBILE MARKET WILL CREATE MAJOR STRAINS ON HUMAN RESOURCES Historically, the growth challenge has been simple Serve pent-up demand with one basic product “Build the network, activate subscribers, collect the payments” Increasing competition and new technologies mean dramatic challenges Tremendous emphasis on marketing and sales Intense warfare requiring strategy and tactics Increasing importance of customer relationship management and service The need to develop partnerships and create new businesses Increasing pressure on technical abilities--broader definition of technology Increasing pressure on overall cost position and productivity Need for commercially-driven senior management, working as a team These strains create a need for a fundamental rethink of HR strategy WITHOUT BUSINESS-DRIVEN INPUT, AN HR STRATEGY DEVELOPMENT EXERCISE WILL FAIL The strategic changes in the mobile market bring revolutionary change, not evolutionary change One dominant factor is that these changes will require the rapid creation of entire new job families, and rapid change in the requirements of existing job families As a result, the overall people mix of the company will be dramatically different in the future than it is today. The mix will also be quite different than either the “typical PRC company” or the “typical telco.” The required pace of change will also be quite different. An HR strategy that fails to take this into account will also fail. If the HR strategy fails, then the company will fail. Wrong skills to face the future competitive threat Wrong overall cost structure The best employees leaving to join the competitors Major missed opportunities to form new businesses and partnerships A traditional