《人力資源戰(zhàn)略的規(guī)劃與實施》

Four Dimensions of Human resource Strategy
人力資源戰(zhàn)略的規(guī)劃與實施
（12課時，12 hours）
課程綜述
本課程是清華大學MBA總裁班的品牌課程，用一句話描述本課程，是“人力資源的戰(zhàn)略地圖”。
Recommendation
This is a brand course of Tsinghua EMBA. To summarize this course in one sentence, is “the blueprint of human resource strategy”.
課程導言
人力資源戰(zhàn)略有四個維度，即效率、人才、組織、文化。卓越的人力資源戰(zhàn)略，是借助這四個維度上張力，為企業(yè)構建核心優(yōu)勢（見下圖）。
企業(yè)的硬實力，來自效率戰(zhàn)略，它是強大執(zhí)行力的基礎。企業(yè)的人才優(yōu)勢，來自人才戰(zhàn)略，它讓企業(yè)人才濟濟、英雄輩出。企業(yè)的系統(tǒng)優(yōu)勢，來自組織戰(zhàn)略，它讓各部門協(xié)調(diào)一致、配合順暢。企業(yè)的軟實力，來自文化戰(zhàn)略，它讓企業(yè)形象積極正面、深入人心。本課程圍繞人力資源戰(zhàn)略的四個維度，闡述人力資源戰(zhàn)略的規(guī)劃和實施步驟。
Overview
There are four dimensions of human resource strategy, namely, efficiency, staffing, organization, and culture. An outstanding HR strategy, is a combination of those four sub strategies (as shown in the diagram above).
A company's hard power is based on executive power, which comes from the company's efficiency strategy. A company's personnel advantages come from the company's staffing strategy. A company’s system advantage comes from the organizational strategy, which makes all departments coordinate and cooperate smoothly. The company's soft power comes from the company's cultural strategy, which can build the company's positive image, and can root the image deeply in people's minds.
Aligning with the four dimensions of HR strategy, this course introduces the planning and implementing of HR strategy.
課程收益
系統(tǒng)知識：學習該課程，學員能全面了解人力資源戰(zhàn)略的組成部分，以及各部分之間的相互作用。
關鍵技能：學習該課程，學員能迅速掌握人力資源戰(zhàn)略的規(guī)劃過程，以及戰(zhàn)略實施要點。
Benefits
Systematic knowledge: In this course, you will see the big picture of human resource strategy.
Critical skills: In this course, you will develop new skills for planning and implementing human resource strategy.
課程特色
案例教學：以豐富的案例，講述人力資源戰(zhàn)略的四個維度，讓學員迅速掌握人力資源戰(zhàn)略的結構和步驟。
情景演練：以精心的演練，讓學員結合工作場景，演練戰(zhàn)略規(guī)劃實施技能，讓學員達到知行合一。
Features
Perceptible: By case study, this course provides a stereoscopic profile of the human resource strategy.
Practical: By scenario exercise, this course shapes skills of HR strategy planning and implementing.
內(nèi)容目錄
第一章 戰(zhàn)略概述：人力資源的戰(zhàn)略意義（1課時）
第二章 效率戰(zhàn)略：構建強大的效率優(yōu)勢（2課時）第三章 人才戰(zhàn)略：構建持久的人才優(yōu)勢（3課時）
第四章 組織戰(zhàn)略：構建全面的系統(tǒng)優(yōu)勢（1.5課時）
第五章 文化戰(zhàn)略：構建深遠的文化優(yōu)勢（1.5課時）
第六章 戰(zhàn)略實施：人力資源的戰(zhàn)略實施（3課時）
Contents
Chapter 1 Overview, understanding human resource strategy (1 hour)
Chapter 2 Efficiency, building hard power of execution (2 hours)
Chapter 3 Staffing, building lasting personnel advantages (3 hours)
Chapter 4 Organization, building overall system advantages (1.5 hours)
Chapter 5 Culture, building universal soft power of culture (1.5 hours)
Chapter 6 Implementation, steps of human resource strategy (3 hours)
課程進度
第一天 上午 9：00—12：00
第一章 戰(zhàn)略概述：人力資源的戰(zhàn)略意義
第二章 效率戰(zhàn)略：構建強大的效率優(yōu)勢
第一天 下午 13：30—16：30
第三章 人才戰(zhàn)略：構建持久的人才優(yōu)勢
第二天 上午 9：00—12：00
第四章 組織戰(zhàn)略：構建全面的系統(tǒng)優(yōu)勢
第五章 文化戰(zhàn)略：構建深遠的文化優(yōu)勢第二天 下午 13：30—16：30
第六章 戰(zhàn)略實施：人力資源的戰(zhàn)略實施
Scheduling
1st Day, 9:00—12:00
Chapter 1 Overview, understanding human resource strategy
Chapter 2 Efficiency, building hard power of execution
1st Day, 13:30—16:30
Chapter 3 Staffing, building lasting personnel advantages
2nd Day, 9:00—12:00
Chapter 4 Organization, building overall system advantagesChapter 5 Culture, building universal soft power of culture
2nd Day, 13:30—16:30
Chapter 6 Implementation, steps of human resource strategy
目標學員
成熟企業(yè)的中高層經(jīng)理、創(chuàng)業(yè)公司的創(chuàng)始團隊
Intended participates
Top managers of established companies, executive team of startup companies.
課堂形式
研習班，班級最佳人數(shù)為35人。
Course format
Workshop, recommended number of class members is 35.
課堂練習
效率戰(zhàn)略的模擬演練：演練成果，流程缺陷的定位 （30分鐘）
人才戰(zhàn)略的模擬演練：演練成果，生涯發(fā)展的規(guī)劃 （30分鐘）
組織戰(zhàn)略的小組討論：討論成果，組織結構的優(yōu)化 （15分鐘）
文化戰(zhàn)略的小組討論：討論成果，文化理念的提取 （15分鐘）
人力資源的戰(zhàn)略推演：推演成果，戰(zhàn)略項目的起點 （30分鐘）
Classroom exercises
Locating the defects of project process (30 minutes)
Rehearsal of staffing strategy (30 minutes)
Discussion of organization strategy (15 minutes)
Discussion of culture strategy (15 minutes)
Rehearsal of strategy implementation (30 minutes)
課程大綱
Course outline
第一章 戰(zhàn)略概述：人力資源的戰(zhàn)略意義
本章的課前思考問題：怎樣判斷企業(yè)人力資源管理的成熟度？
一 人力資源管理的三個階段
人事階段：專業(yè)事務導向，提高效率 1960s以前
資源階段：資源價值導向，發(fā)現(xiàn)價值 60s到80s
戰(zhàn)略階段：核心優(yōu)勢導向，構建優(yōu)勢 80s以后
二 人力資源的戰(zhàn)略因素
個人內(nèi)隱因素：特質(zhì)、信念、習慣
個人外顯因素：知識、技能、能力
組織外顯因素：程序、流程、結構
組織內(nèi)隱因素：理念、慣例、習俗
三 人力資源的戰(zhàn)略價值
內(nèi)部容易復制：高效執(zhí)行力
外部難以模仿：核心競爭力
案例講解：麥當勞、海底撈、蘋果、迪斯尼的外包體系
本章的教學目標：讓學員了解人力資源的戰(zhàn)略因素。
Chapter 1 Overview, understanding human resource strategy
Pre-training question of this chapter: How to judge the of maturity level of a company’s human resource management.
The three stages of human resource management
Personnel management, efficiency directed
Resource management, value directed
Strategy management, advantage directed
Elements of human resource strategy
Personal implicit elements, trait, belief, habit
Personal explicit elements, knowledge, skill, ability
Organizational explicit elements, procedure, process, structure
Organizational implicit elements, idea, custom, tradition
Strategic value of human resource elements
Easy to duplicate, effective execution
Hard to imitate, core competitiveness
Case study, the outsourcing system of Hi Hotpot, McDonald’s, Apple
Benefits from this chapter: distinguish the elements of HR strategy.
第二章 效率戰(zhàn)略：構建強大的效率優(yōu)勢
本章的課前思考問題：怎樣讓平凡的人做出不平凡的事？
一 效率的來源
個人效率：作業(yè)管理
團隊效率：崗位管理
項目效率：流程管理
二 提高作業(yè)效率
作業(yè)效率的障礙：技能主動優(yōu)化
提高效率的方法：動作時間分析
三 提高崗位效率
崗位效率的障礙：團隊崗位同質(zhì)化
提高效率的方法：團隊化工作設計
四 提高流程效率
流程效率的障礙：流程因素模糊
提高效率的方法：流程因素優(yōu)化
小組練習1：演練，流程缺陷的定位
本章的教學目標：讓學員掌握的效率戰(zhàn)略的關鍵技能。
Chapter 2 Efficiency, building hard power of execution
Pre-training question of this chapter: How to enable ordinary people to achieve extraordinary works?
Source of efficiency
Personal efficiency: task management
Teamwork efficiency: post management
Project efficiency: process management
Increasing task efficiency
Obstacle of task efficiency: proactive improving of skills
Method of increasing task efficiency: motion/time study
Increasing post efficiency
Obstacle of post efficiency: homogenizing of posts
Method of increasing post efficiency: team-based job design
Increasing process efficiency
Obstacle of process efficiency: blurred factors of process
Method of increasing process efficiency: optimizing of factors
Team exercise 1: locating of process defects
Benefits from this chapter: understanding the implement steps of efficiency strategy.第三章 人才戰(zhàn)略：構建持久的人才優(yōu)勢
本章的課前思考問題：學習是員工的個人責任，還是企業(yè)的組織行為？
一 人才選拔體系：如何發(fā)現(xiàn)適合的人才
勝任力模型：人崗匹配的標桿
高潛力人才：后備力量的來源
二 培訓體系：如何引導員工掌握知識、提升技能
知識云庫：崗位知識的信息化
知識滴灌：如何高效獲取知識
情景模擬：工作情景的行為模擬
三 能力開發(fā)體系：如何激勵員工提升能力
主動適應：工作壓力的分段適應
主動脫敏：壓力情景的主動適應
四 管理發(fā)展體系：如何助力管理者的成長
基層管理者：管理培訓生
中層管理者：接班人計劃
高層管理者：初級董事會
小組練習2：演練，管理人才的生涯規(guī)劃
本章教學目標：讓學員掌握人才戰(zhàn)略的關鍵技能。
Chapter 3 Staffing, building lasting personnel advantages
Pre-training question of this chapter: Is learning an employee's personal responsibility or the company's organizational behavior?
Talents selecting system
Competency model, benchmark of abilities
High potential talent system, finding future talents
Training system
Knowledge cloud: digitalization of working knowledge
Knowledge drip-irrigation: behavioral approach of learning
Behavior imitation of working situation
Ability developing system
Progressive adaptation of work situation
Systematic desensitization of work stresses
Management developing system
Management trainee program
Successor program
Junior board meeting program
Team exercise 2: Career planning for managerial talents
Benefits from this chapter: understanding the stages of staffing strategy.第四章 組織戰(zhàn)略：構建全面的系統(tǒng)優(yōu)勢
本章的課前思考問題：品質(zhì)卓越的公司，會有哪些共同點？
一 組織戰(zhàn)略的作用對象
結構：目標分解與成果合并
機制：組織目標的排序方式
二 組織結構
結構的因素：層級、線路、部門、跨度、規(guī)范
結構的作用：組織效能的固化與調(diào)整
案例解讀：諾基亞、蘋果、谷歌，組織結構的演化
三 組織機制
機制的類型：決策、保障、監(jiān)督、糾錯、優(yōu)化
機制的價值：組織智商的挖掘與升華
案例講解：拿破倫、毛奇、CEO，組織機制的演化
四 組織戰(zhàn)略的實施
結構的主動調(diào)整：強化目標效能
機制的主動引入：強化組織智商
小組練習3：討論，組織結構的優(yōu)化
本章教學目標：讓學員了解組織戰(zhàn)略的推進步驟。
Chapter 4 Organization, building overall system advantages
Pre-training question of this chapter: What do companies of high quality have in common?
Functional components of Organization strategy
Structure: The breaking down sequence of organizational goal
Mechanism: the sequencing insurance of organizational objectives
About organizational structure
Structure factors: level, line, department, span, specification
Value of structure: stabilization of organizational efficacy
Case study: the evolution of organization structure
About system mechanism
Types of mechanism: decision, insurance, supervision, correction
Value of mechanism: exploring organizational wisdom
Case study: the evolution of system mechanism
Implementation of organization strategy
Structure adjusting, strengthening targeted efficacy
Mechanism adopting, strengthening organizational wisdom
Team exercise 3: adjusting of organizational structure
Benefits from this chapter: understanding the stages of organization strategy.第五章 文化戰(zhàn)略：構建深遠的文化優(yōu)勢
本章的課前思考問題：年青人希望加入什么樣的公司？
一 什么是企業(yè)文化
共同觀念：成員共同的內(nèi)在信念
共同行為：成員共有的行為習慣
二 文化的因素
表象因素：距離、假設、追求、偏好、取向
作用因素：覺察、認同、契約、歸屬、承諾
三 文化優(yōu)化的方法
理念排序：文化理念的順序排列
范式轉(zhuǎn)化：理念行為的提取固化
四 文化戰(zhàn)略的成果
多元適應性：適應多元文化社會
代際適應性：適應代際觀念差異
小組練習4：討論，文化理念的提取
本章教學目標：讓學員掌握文化管理的關鍵操作。
Chapter 5 Culture, building universal soft power of culture
Pre-training question of this chapter: What kind of company do young people want to join?
What is culture
Common believes of organization members
Common behaviors of organization members
Factors of culture
Presentational: distance, hypothesis, pursuit, preference, choice
Functional: awareness, conformity, contract, belonging, commitment
Method of shaping corporate culture
Sequencing of cultural ideas
Patterning of cultural behaviors
The achievement of culture strategy
Adaptiveness of pluralistic society
Adaptiveness of mutigenerational groups
Team exercise 4: refining of cultural believes
Benefits from this chapter: Finding the path to upgrading culture effectiveness.第六章 戰(zhàn)略實施：人力資源的戰(zhàn)略實施
本章的課前思考問題：人力資源總裁和人力資源總監(jiān)，崗位職責有什么不同？
一 人力資源戰(zhàn)略的預期目標
效率目標：建成持續(xù)優(yōu)化的系統(tǒng)流程
人才目標：形成人才輩出的培訓體系
組織目標：構建目標導向的組織結構
文化目標：樹立以人為本的企業(yè)形象
二 戰(zhàn)略推進的前期準備
明確目標：描述戰(zhàn)略目標的預期形態(tài)
組建團隊：組建戰(zhàn)略實施的核心團隊
規(guī)劃路徑：規(guī)劃達成戰(zhàn)略目標的路徑
單點突破：規(guī)范關鍵情景的操作程序
三 戰(zhàn)略推進的實施步驟
效率戰(zhàn)略的步驟：作業(yè)、崗位、流程，由點到面
人才戰(zhàn)略的步驟：開發(fā)、培訓、甄選，由面到點
組織戰(zhàn)略的步驟：產(chǎn)品、結構、機制，由實到虛
文化戰(zhàn)略的步驟：理念、行為、動作，由虛到實
小組練習5：演練，選擇戰(zhàn)略推進的起點
本章教學目標：讓學員掌握文化管理的關鍵操作。
Chapter 8 Practice Knowhow of organization development project
Pre-training question of this chapter: What are the differences between the HR President and the HR Director in their job responsibilities?
Expected achievement of human resource strategy
Efficiency, building a total process system
Staffing, building a talent supply system
Mechanism, building a goal-oriented structure
Culture, building a people-oriented company image
Preparation of strategy implementation
Objective, describing the objectives of strategy
Team, forming a team of experts for strategy implementation
Path, planning the path to achieve strategic goals
Focus, Setting operation procedures for key situations
Stages of strategy implementation
Efficiency strategy, from motion to process
Staffing strategy, from development to selection
Organization strategy, from product to mechanism
Culture strategy, from idea to motion
Team exercise 5: locking the start point of strategy
Benefits from this chapter: Understanding the knowhow of HR strategy.

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