美国银行人力资组织变革框架(讲义.pptVIP

c4-print Bank of America Human Resources Organization Transformation Framework美国银行人力资源组织变革框架China Construction Bank中国建设银行 Matrix Management vs. Hierarchy Management矩阵式管理与分级管理 Functional Leaders/Executives are dotted lined to LOB Executive and solid lined to head of Function集团职能部门主管/经理与业务线主管之间的连线是虚线（间接上下级），与职能部门负责人之间的连线为实线（直接上下级） Matrix Management Relationships Global Consumer and Small Business Banking Global Consumer and Small Business Banking 全球个人和小型企业银行业务部 Matrix Management Relationships 矩阵式管理关系 Matrix Management Relationships Global Consumer and Small Business Banking Global Consumer and Small Business Banking 全球个人和小型企业银行业务部 Matrix Management Relationships 矩阵式管理关系 Global Human Resources as an Enabler 全球人力资源作为公司推动器 Human Resource Framework 人力资源的框架结构 Architecting and Driving Enterprise Change策划和促使企业的变化 Best Place to Work 最好的工作地方 Organization Transformation 组织变革 Partners with the Business and Function to align Business Strategy with Organizational transformation 与业务和职能部门建立合作关系，使公司商业战略和组织变革相适应 Partners with the Business and Function to identify competencies, skills and success profiles for the key roles;与业务和职能部门建立合作关系，确定 岗位所需上岗资格、技能和成功要素 Partners with the Business and Function to architect and drive the change across the enterprise including alignment of roles and responsibilities与业务和职能部门建立合作关系，在全公司规划实施改革，包括将岗位和承担的责任进行调整 Creates Job Profile and Description 建立职位描述及职位要求 Determine specific impact analyses of the transition to the new model on the existing organization, roles, people and responsibilities 在转换到 新模式后，对现有组织，岗位，人员以及责任方面造成的影响进行分析 Crafts organizational chart of “To Be” environment 草拟改革后的组织框架 Assist in selecting the right talent for the roles 协助选择 岗位合适人选 Develops assimilation and on-boarding plan for associates in new role 为调换到新岗位的员工提供适应计划 Provides the framework, processes and tools to drive performance assessment/management for associates in role为在岗员工提供绩效评估/考核框架、流程、工具 Provides leadership development and talent management