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3、考核在人力资源开发与管理体系中的位置 Vodafone的3G业务策略 和黄的3G手机优惠 人力资源的漏斗 招聘策略 主要对象 猎头的主要对象： - 外派经理 - 归国人员 网上招聘的主要对象： - 本土白领 - 应届大学毕业生 关键资产 Critical Assets 知识的时代 知识管理重要元素图 知识管理重要元素图 人力资源管理架构与管理层次 人事部门组织机构图 帮助企业把战略转为成果 - 通过企业人 2. 培训需求分析 系统培训模式 培训与发展模式 新员工发展路径 新经理发展路径 有经验员工发展路径 有经验经理发展路径 普遍的业务发展路径 培训与发展模式 学 习 与 提 高 的 时 空 观 360度绩效评估系统 经理人绩效考核的尺度 管理层次与角色 MIND MAP MIND MAP MIND MAP MIND MAP. 出牌困惑 商家困惑 少女与老妇 倒梯与顺梯 6个与7个 管理过程（循环） 出牌困惑 绩效管理的地位 Path to Growth -- 6 primary strategic thrusts The Supply Chain Process Model Building Careers - Key Principles Successful careers are based on outstanding performance founded on skills, competencies and experience Why we need to develop Competencies? SUPERIOR JOB PERFORMANCE The Iceberg Model How were the Criteria Established? Original Research Compared and Contrasted Two Groups How were the External Benchmarks used? Compared both groups to competencies required to meet the future strategy and against the external benchmark population Using the LGP and Competencies Building Careers - Key Principles Successful careers are based on outstanding performance founded on skills, competencies and experience Supply Chain Professional Skills BSC 的四個構面 各事業體 Strategy BSC的連結 事業體 Strategy BSC的連結 建構平衡計分卡與績效管理制度 有效執行策略的四項障礙 成功關鍵因素 微軟平衡計分卡架構 Increase revenue growth to 5% per annum Increase operating margin from 10% to 15% by 2004 Deliver an incremental €2.7billion in operating profit by 2004 Path to Growth identifies what we will do to deliver on our promises to shareholders: Provide Unilever with the platform to deliver sustainable growth Note: Figures do not include Bestfoods Unilever Peer Group Unilever Share Price Performance v Peer Group “Shadow” (Based on Quarterly Average Share prices) Why do we need the Path to Growth? The Market is concerned about our ability to execute our strategy Peer Group: Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, PG