中国移动人力资源战略管理英文版 .pptxVIP

CHINA MOBILE (HK) LIMITED Human Resource StrategyShanghaiFebruary 15, 200XTHE BOSTON CONSULTING GROUPCONTENTHypotheses on China mobile phone marketBCG’s approach to HR strategyProject approach and structureBCG qualification and experienceAppendixSelected CVsTHE EVOLUTION OF THE MOBILE MARKET WILL CREATE MAJOR STRAINS ON HUMAN RESOURCESHistorically, the growth challenge has been simpleServe pent-up demand with one basic product“Build the network, activate subscribers, collect the payments”Increasing competition and new technologies mean dramatic challengesTremendous emphasis on marketing and salesIntense warfare requiring strategy and tacticsIncreasing importance of customer relationship management and serviceThe need to develop partnerships and create new businessesIncreasing pressure on technical abilities--broader definition of technologyIncreasing pressure on overall cost position and productivityNeed for commercially-driven senior management, working as a teamThese strains create a need for a fundamental rethink of HR strategyWITHOUT BUSINESS-DRIVEN INPUT, AN HR STRATEGY DEVELOPMENT EXERCISE WILL FAILThe strategic changes in the mobile market bring revolutionary change, not evolutionary changeOne 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 familiesAs 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 threatWrong overall cost structureThe best employees leaving to join the competitorsMajor missed opportunities to form new businesses and partnershipsA traditional HR consulting firm