【正文】 ial ? HR Review results for other divisions ? Discussion of potential with other divisions ? Job ads ? Labor offices ? Educational institutions ? Headhunters ? University contacts ? Internships ? Doctorates ? Foundations ? Job exchanges ? Remendations ? Recruitment of temporary workers Selection process Methods ? Paperscreen/application form ? Interviews ? AC ? Workshops ? Presentations ? Sample work ? Tests People involved ? Line supervisors ? HR department ? Coworkers ? Externals Aids ? Criteria lists ? Interview guides ? Observation sheets Selection model Recruitment marketing concept Internal resources has to be given a fair chance 39 MISTAKES AND BEST PRACTICE IN RECRUITING Typical tradeoffs Typical traps Best practice Goal Fill the job quickly vs. take time to find the best candidate Miss identifying the critical positions Hire the first best candidate instead of waiting for the right one Provide the number and quality of employees needed to meet the short and longterm business goals Resources Include the right people in the selection process vs. invest little time in interviews Too many, and the wrong, interviewers who cannot e to a decision Those responsible for line manage ment also responsible for recruit ment and hiring – HR provides support Process Extensive search vs. restrictions on time and finances Awaken too high expectations vs. being too honest The most highly qualified applicant vs. the one that fits best Overestimate external applicants, underestimate internal applicants Wrong expectations lead to the person leaving again soon Neglect followup after offer Internal applicants have a fair chance Applicants are given enough infor mation to know whether to enter or exit the process Applicants are not selected on the basis of only experience and qualifications, but also on the basis of their fit The whole process is optimally orchestrated Integration in HR system Take a lot of time for selection of employees, little for training Candidates are not sufficiently rewarded or trained Selection of employees linked to planning, training, ... Evaluation Time spent on evaluation vs. value High levels of investment not checked The success of recruitment is checked regularly Source: BCG analyses 40 STEP 3: PERFORMANCE MEASUREMENT Sourcing and placement ? Recruitment ? Placement ? Transfers Requirement definition ? Sizing ? Job description ? Outsourcing Leadership culture Performance measurement ? Regular performance measurement system to be in place annual appraisal, midyear progress review 360176。 feedback ? Performance criteria vary against business objectives, predetermined target against skill set ? Link pay to performance Compensation/incentive ? Incentive pensation models differ along who is eligible basis of reward。CHINA MOBILE (HK) LIMITED Human Resource Strategy Shanghai February 15, 200X THE BOSTON CONSULTING GROUP 1 CONTENT Hypotheses on China mobile phone market BCG’s approach to HR strategy Project approach and structure BCG qualification and experience Appendix ? Selected CVs 2 THE EVOLUTION OF THE MOBILE MARKET WILL CREATE MAJOR STRAINS ON HUMAN RESOURCES Historically, the growth challenge has been simple ? Serve pentup demand with one basic product ? “Build the work, activate subscribers, collect the payments” Increasing petition 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 abilitiesbroader definition of technology ? Increasing pressure on overall cost position and productivity ? Need for merciallydriven senior management, working as a team These strains create a need for a fundamental rethink of HR strategy 3 WITHOUT BUSINESSDRIVEN 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 pany will be dramatically different in the future than it is today. The mix will also be quite different than either the “typical PRC pany” 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 pany will fail. ? Wrong skills to face the future petitive threat ? Wrong overall cost structure ? The best employees leaving to join the petitors ? Major missed opportunities to form new businesses and partnerships A traditional HR consulting firm will not have a clear view on the strategic changes ? Their models will be based upon “typical PRC panies” and “typical global telcos.” Neither will be sufficient, and both will have major flaws. 4 CONTENT Hypotheses on China mobile phone market BCG’s approach to HR strategy Project approach and structure BCG qualification and experience Appendix ? Selected CVs 5 The cellular telephone market in Asia – in particular in China – will continue to show strong growth As a result of this growth, the dynamics of the market will be increas