【正文】 CVs 29 BCG HAS AN INTEGRATED FRAMEWORK TO HR STRATEGY THAT WILL BE APPLIED TO CHINA MOBILE’S PROJECT Summary of subsequent Proposal Section BCG’s consulting approach activates the individual HR value levers ? Translates strategy to qualification requirements and deliberately focuses on (re)alignment of employee portfolios ? Continually adjusts the HR programs to the strategic and business requirements ? Uses anization, culture and munication as platforms to step up the effect of the HR tools ? Establishes the HR department as a business partner of the line Activating the individual HR value levers leads to important results ? Places the right employees at the right place and in the right number ? Guarantees attractiveness to top performers ? Avoids unprofitable investment in HR ? Closely links HR management and the line Maximum effect by pursuing a prehensive approach 30 HUMAN RESOURCE MANAGEMENT MUST BE DRIVEN BY BUSINESS NEEDS... Business strategy Improved petitiveness market value Core Human Resource Process Performance management ? Performance measurement ? Appraisal program ? Compensation ? Incentives Requirement definition ? Sizing ? Job description ? Outsourcing Sourcing and placement ? Recruitment ? Placement ? Transfers Employee development ? Job grading ? Career management ? Succession planning ? Training Leadership culture 31 ... AND FOLLOW THROUGH A SYSTEMATIC PROCEDURE HR Planning Process Impact on job content Headcount planning What impact do the business goals have on the anizational structure? What are the business goals? Defined goals/ agreed targets down to job level Job description, evaluation HR planning in terms of quantity HR Review at other divisions ? Additional and disappearing positions ? Retirements ? Transfers ? Terminations ? Resource management HR planning in terms of quality ? What requirements are there for the target group? – professional – personal ? How will these requirements develop? Actual vs. planned parison ? To what extent have the present and future requirements been met? ? Employee portfolios ? Tracking of new employees Evaluation of potential Successor planning Criteria catalog for ? recruitment ? evaluation/ assessment Results of the evaluation and assessment ? Who has potential? ? For which position (within division/crossdivisional)? ? When? ? Which requirements have not been met yet? ? What measures are required? ? Career intention of the potential candidates (career interviews) Consequences Target groupspecific ? development programs ? recruitment programs Controlling the execution of agreed consequences Recruitment Development measures Compensation 32 STEP I: REQUIREMENT DEFINITION Leadership culture Align workforce planning to strategic requirement ? Job category ? Size by category ? Skills, behavior, capability requirement by category Ongoing reviewing and aligning qualification is crucial Sourcing and placement ? Recruitment ? Placement ? Transfers Performance management ? Performance measurement ? Appraisal program ? Compensation ? Incentives Requirement definition ? Sizing ? Job description ? Outsourcing Employee development ? Job grading ? Career management ? Succession planning ? Training 33 ALIGNING QUALIFICATIONS WITH THE STRATEGIC REQUIREMENTS IS THE FUNDAMENTAL TASK IN HR MANAGEMENT 1. What qualifications does the implementation require of your strategy today and in the days to e? 2. What capabilities do your employees currently have particularly pared to your main petitors? 3. Do you know which gaps in your employees qualifications are critical? 4. Are you using suitable measures to bridge any strategic gaps in terms of staff qualifications? Challenge: Matching strategic requirements Current requirements Current qualifications Constant qualifications Future require ments Strategic realignment Job categories Key questions 34 SEGMENTATION AND PRIORITIZATION OF JOB CATEGORIES KEY PART OF WORKFORCE PLANNING Company boundary Each patterned box indicates a job family Job category Internal anization External labour sources Management Engineers Technicians Operators Account reps Service reps Clerical RD Engineering Operations Sales Customer service Contractors Temps 35 SKILL REQUIREMENT DEFINITION IS BASIS FOR FURTHER HR ACTION Personality Leadership skills ? Ability to learn ? Commitment ? Integrity ? Stress management ? Target setting ? Problem solving ? Resource management ? Role model Recruiting Selection Evaluation Development Outplacement Social skills ? Interpersonal skills ? Optimistic realism Professional skills ? Product knowledge ? Sales knowledge ? Market knowledge ? Entrepreneurship Skill requirements 36 STEP 2: SOURCING AND PLACEMENT Requirement definition ? Sizing ? Job description ? Outsourcing Workforce planning and staffing process result in recruiting needs Recruiting should consider all possible channels/approaches ? Internal pool can be an important/source of talent Recruiting process can be refined to match up with best practice Sourcing and placement ? Recruitment ? Placement ? Transfers Leadership culture Performance management ? Performance measurement ? Appraisal program ? Compensation ? Incentives Employee development ? Job grading ? Career management ? Succession planning ? Training