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1、Click to edit Master title style,Click to edit Master text styles,Second Level,Third Level,Fourth Level,Fifth Level,77,w,H,翰威特,ImproveBusinessResultsThroughPeople,通過人改進(jìn)進(jìn)經(jīng)營結(jié)果果,NEUSOFTCorporation,軟件集團(tuán)有有限公司,About this Material關(guān)關(guān)于這份材材料,In responseto “Neusoft”invitation,Hewittprovidein thismaterialoursug

2、gested project approachto helpNeusoftbuild uptheworld-widestandardhuman resourcemanagement system, whichwill beespeciallyfocusedon the job design/evaluation, compensation design and performance management. This documentationdemonstrates how wewill proceed this project.We alsoemphasize our understand

3、ingsupon your needs, our methodologiesforthefulfillmentandsomedetailed issuesduringtheco-operationbetweenNeusoftandHewitt.,我們接受了了,軟件集團(tuán)有有限公司的的委托，為為貴公司提提供一份關(guān)關(guān)于,公司將如何何幫助制定定一個(gè)世界界標(biāo)準(zhǔn)的人人力資源管管理系統(tǒng)，尤其是東東大特別關(guān)關(guān)注的,工作設(shè)計(jì)/評估，薪薪酬激勵及及績效管理理系統(tǒng),的設(shè)計(jì)方案案。本文本本中所包括括的信息說說明了我們們將如何進(jìn)進(jìn)行這個(gè)項(xiàng)項(xiàng)目。我們們特別指出出了我們對對貴公司需需求的理解解、完成這這個(gè)項(xiàng)目的的方法過程程

4、以及,公司與東大大合作的許許多細(xì)節(jié)問問題。,Thesuggested project approach adopts some successful ideasandprocedures whichhave been proved inother humanresource consultingprojects. We acknowledge that you willhavesome modificationsbased onoursuggestionstoensure the successof thisproject.Welookforwardtogettingyourinput.,這個(gè)

5、個(gè)建建議議的的過過程程采采納納了了一一些些其其他他人人力力資資源源發(fā)發(fā)展展項(xiàng)項(xiàng)目目中中運(yùn)運(yùn)行行較較好好的的步步驟驟。我我們們認(rèn)認(rèn)識識到到為為了了保保證證項(xiàng)項(xiàng)目目的的成成功功運(yùn)運(yùn)作作你你們們可可能能會會對對我我們們所所提提出出的的設(shè)設(shè)計(jì)計(jì)方方案案做做出出相相應(yīng)應(yīng)的的改改動動。我我們們隨隨時(shí)時(shí)歡歡迎迎貴貴公公司司的的指指導(dǎo)導(dǎo)，并并希希望望貴貴方方提提出出你你們們的的想想法法以以改改進(jìn)進(jìn)我我們們的的建建議議方方案案。,Contents內(nèi)內(nèi)容容,AboutHewittAssociates關(guān)關(guān)于,公司,OurUnderstandingofYourSituation對對貴公公司情情況的的理解解,Linki

6、ngHRIssuestoBusiness人人力資資源問問題與與公司司業(yè)務(wù)務(wù)相結(jié)結(jié)合,ConsideringFactorsinDesignandImplementation設(shè)設(shè)計(jì)和和實(shí)施施所要要考慮慮的因因素,OurSuggestedApproach我我們們的設(shè)設(shè)計(jì)方方案,OurConsultingTeam我我們的的咨詢詢團(tuán)隊(duì)隊(duì),OurExperienceinTelecomIndustryinAsiaPacific我我們在在亞太太區(qū)電電信業(yè)業(yè)上的的經(jīng)驗(yàn)驗(yàn),FeeandTiming費(fèi)費(fèi)用用與時(shí)時(shí)間結(jié)結(jié)構(gòu),HewittAssociatesLLC,咨詢公公司,HewittAssociates,公司,G

7、lobalmanagementconsultingfirmspecializinginpeoplesolutionstobusinessissues,專長于于從人人員管管理入入手解解決商商業(yè)經(jīng)經(jīng)營問問題的的全球球性管管理咨咨詢公公司,Largest human resourcesconsulting firminthe U.S.A,為美國最大的的人力資源咨咨詢公司,12,000,Associatesworld-wide,全球 12,000名名員工,75% of Fortune500 are Hewittclients,財(cái)富500強(qiáng)強(qiáng)中75%的的公司為翰威威特公司的客客戶,Over1.28bil

8、lion USD inrevenue inFY 20002000,年度,銷售收入達(dá)12.8億美美金,81,offices in37 countries,在37個(gè)國家家建立了81個(gè)辦事處,19,offices inAsiaPacific,在亞洲建立了了19個(gè)辦事事機(jī)構(gòu),Hewittin China(Cont),公司(,續(xù)),Largest and most experienced workforce consultingfirmin China中國國規(guī)模最大并并且經(jīng)驗(yàn)最豐豐富的人力資資源咨詢公司司,3 officesin Shanghai, Beijing, andHongKongwithnea

9、rly 100 Associates在上海海、北京、和和香港辦事處處擁有近100名員工,6 years ofclient experience in China六年在在華咨詢經(jīng)驗(yàn)驗(yàn),800+clients inChina在中國已已擁有800多家跨國客客戶公司的客客戶基礎(chǔ),Multi-cultural,multi-lingual,multi-talentedstaff跨文化、多種語言能能力、多方面面經(jīng)驗(yàn)技能的的咨詢隊(duì)伍,One-firm firm全球球一體化的組組織結(jié)構(gòu),Our ConsultingExperience,我們的咨詢經(jīng)經(jīng)驗(yàn),Largest and most experienced

10、restructure, compensationand performancemanagement consulting practice inChina,中國最大、最最有經(jīng)驗(yàn)的重重組，薪酬及及績效管理咨咨詢隊(duì)伍,40,full-timeconsultants,40,名全職咨詢顧顧問,Mostexperiencein program design,在項(xiàng)目設(shè)計(jì)方方面擁有豐富富的經(jīng)驗(yàn),Organizationalchange, Salarystructure,jobevaluation, paydelivery.,機(jī)構(gòu)重組，,工資結(jié)構(gòu)、職職位評估、工工資發(fā)放.,ExperiencewithSOE

11、s, JVs, RepOffices,WOFEs, PrivateChinese companies,與國營營企業(yè)業(yè)、合合資企企業(yè)、外商商代表表處、獨(dú)資資企業(yè)業(yè)及中中國的的私營營公司司均有有合作作經(jīng)驗(yàn)驗(yàn),WorkingrelationshipwithMOFandCSRC與與財(cái)政政部和和證監(jiān)監(jiān)會的的良好好合作作關(guān)系系,HowtoHelpOurChinaClients(currentproject),如何幫幫助在在華的的客戶戶企業(yè)業(yè)(近近期項(xiàng)項(xiàng)目),OurExperienceinTelecomIndustryinAsiaPacific,在亞太太地區(qū)區(qū)電信信業(yè)的的服務(wù)務(wù)經(jīng)驗(yàn)驗(yàn),OurClientsi

12、nTelecomIndustryandInformationIndustry(,在電信信及信信息行行業(yè)的的客戶戶),SuccessinworkforceplanningrequiresHRto:,成功的的進(jìn)行行員工工隊(duì)伍伍戰(zhàn)略略部署署計(jì)劃劃需要要人力力資源源部門門來：,Understandoutcomesdesiredbybusiness,了解企企業(yè)經(jīng)經(jīng)營的的預(yù)期期成果果,Understandbusinessstrategiesforobtainingoutcomes,了解獲獲得這這些成成果所所要采采取的的經(jīng)營營策略略,Definebestorganizationstructuretosupp

13、ortbusinessstrategy設(shè)設(shè)計(jì)最最佳組組織結(jié)結(jié)構(gòu)來來支持持經(jīng)營營戰(zhàn)略略,Definepeoplerequirementsneededtoachievebusinessstrategy,確定定完完成成企企業(yè)業(yè)經(jīng)經(jīng)營營策策略略所所需需的的員員工工素素質(zhì)質(zhì)能能力力要要求求,Developstrategiesfordeliveringpeoplerequirements,制定將員工工能力付諸諸于實(shí)踐的的策略,Developtechniques for monitoring progress toward goals,發(fā)展對于達(dá)達(dá)到目標(biāo)的的進(jìn)程進(jìn)行行監(jiān)控的技技能,LinkingPeople

14、 Strategyto BusinessStrategy將將人力資資源戰(zhàn)略與與企業(yè)經(jīng)營營戰(zhàn)略相聯(lián)聯(lián)系,Rewarding,薪酬管理,AlignOrganizationtoBusinessStrategy,組織與經(jīng)營營策略相統(tǒng)統(tǒng)一,DesiredBusinessRes,ults,經(jīng)營目標(biāo),Business Strategies,經(jīng)營策略,People Requirements,對,員工的要求,HR Strategies,人力資源策略略,Employee Needs,員工的需求,HR,人力,資源,Performing,績效管理,Learning,培訓(xùn)發(fā)展,Staffing,人員配置,Employe

15、e Satisfaction,員工滿意,Customer Satisfaction,客戶滿意,Organizing,組織管理,Our Understanding ofYourSituation,我們對貴公司司的理解,Our Understanding ofYourSituation,我們對貴公司司情況的理解解,Number ofemployees:Over2700,員工人數(shù):2700余余人,Registed Capital:0.56billion RMB,注冊資本：5.6億元,Mainlineof business:,經(jīng)營范圍:,Products or services: Applicatio

16、n software and solutions,產(chǎn)品或服務(wù): 應(yīng)用軟件件的供應(yīng)商和和解決方案的的提供者,Operationlocation:Shenyang &Dalian,主要營業(yè)地: 沈陽和大大連,Business and HRIssues企業(yè)經(jīng)經(jīng)營及人力資資源狀況,Company isexperiencing increasingcompetition fortalent and market share,面臨日趨激烈烈的人才及市市場份額的競競爭,Current human resources systems donot support thefirms need tobe more

17、competitivein the marketand the war oftalents,現(xiàn)有人力資源源體制不能有有效支持企業(yè)業(yè)提高人才及及市場競爭力力的要求,Needto addresstheefficiency, competitiveness, and longevity ofcurrent organization structure,需要提高現(xiàn)有有組織結(jié)構(gòu)的的效率、市場場競爭力以及及有效壽命,WTO will have an impact on your competitive situation,中國入世對你你們的競爭地地位將產(chǎn)生影影響,Needto developan effe

18、ctive compensation andperformance management program that:,著手制定,有效的,薪酬激勵和績績效管理計(jì)劃劃,，此計(jì)劃劃將：,Isinalignmentwithbusinessneedsandresults,與企業(yè)經(jīng)經(jīng)營績效效相互協(xié)協(xié)調(diào),Helpsattract,ret,ainan,Rewards competency and/or contribution,獎勵員工能力和/或貢獻(xiàn),OurResponsetoYourNeeds我我們對對貴公公司需需要的的反應(yīng)應(yīng),TheremainderofthisdocumentpresentsHewitt

19、sinitialsuggestionsregardinghowwemightpartnerwith,Neusofttoresolvetheissuesathand.Oursuggestedapproachisinthreemainphases:,這份文文件的的以后后部分分呈現(xiàn)現(xiàn)了翰翰威特特公司司的初初步建建議，有關(guān)關(guān)為了了解決決相關(guān)關(guān)問題題我們們將如如何與與東大大進(jìn)行行合作作。我我們的的建議議方案案包括括以下下三個(gè)個(gè)主要要階段段,：,Phase1-ExecutiveInterviews,階段1-高高級經(jīng)經(jīng)理面面談,Phase2-AssesmentofCurrentHRPractices,Pre

20、sentationtoManagement,階段2-現(xiàn)現(xiàn)有人人力資資源方方案評評估，并向向管理理層人人員演演講介介紹,Phase3-Re-designCompensationStructure,LongtermIncentivePlanandPerformanceManagementSystem,階段3-重重新設(shè)設(shè)計(jì)薪薪酬結(jié)結(jié)構(gòu)、長期期獎勵勵計(jì)劃劃以及及績效效管理理體系系,OurResponsetoYourNeeds我我們對對貴公公司需需要的的反應(yīng)應(yīng),Becauseweunderstandfromourmeetingthatdevelopmentofacompetencyframe-workm

21、ightalsobevaluableto,Neusoft,wehaveincludedsomesuggestionsoncompetenciesandtrainingintheappendix.Indeed,Hewittadvocatesaholisticapproachtoallworkforceprogramsratherthanapiecemealapproach.Thisapproachisparticularlyrelevantwhenconsideringbothyourshortandlong-termbusinessstrategy.Webelieveth,at,compete

22、nciescanformthebasisforallthekeyelementsofyourworkforceprograms.,通過會議，我我們了解到,核心能力結(jié)構(gòu)構(gòu)的設(shè)計(jì)以及及管理培訓(xùn),也將對東大有有一定的價(jià)值值。因此我們們在附錄中也也包括了有關(guān)關(guān)這兩方面的的建議。實(shí)際際上，翰威特特更主張?zhí)峁┕┮徽兹婷娴娜肆Y源源方案，對公公司的長遠(yuǎn)發(fā)發(fā)展更為相關(guān)關(guān)。核心能力力是形成人力力資源方案所所有關(guān)健要素素的基礎(chǔ)。,Overview of theProject Phases項(xiàng)項(xiàng)目階段段概覽,Phase1,階段一,ExecutiveInterviewof Neusofts top manageme

23、nt tosetdirection,for long-term incentive plan,compensation philosophy,and performancemanagement,與東大高級管管理人員進(jìn)行行面談，以便便確定長期性性獎勵計(jì)劃、薪資理念和和績效管理的的方向,Phase2,階段二,A. Assessment of Neusofts currenthumanresourcesystem focusingon performancemanagement,and the compensationsystemA.,對東大當(dāng)前的的人力資源管管理系統(tǒng)，尤尤其是績效管管理和薪資系系統(tǒng)

24、進(jìn)行評估估,B. Presentationto managementB.,向管理層匯報(bào)報(bào)演講,Phase3A,階段,三,A,Re-designof Neusofts,compensation structure/,Re-designof Neusofts long,termincentiveplan,重新設(shè)計(jì)東大大的薪酬結(jié)構(gòu)構(gòu)和長期獎獎勵計(jì)劃,Phase3B,階段三,B,Re-designperformance,managementsystem,重新設(shè)計(jì)績效效管理體系,Phase1 -ExecutiveInterviews第第一階段段：高層經(jīng)理理面談,We will meet with key

25、 executives tounderstand companygoalsandstrategy and the overallbusiness needs,我們將與關(guān)鍵鍵的高層經(jīng)理理進(jìn)行面談,，以了解公司司目標(biāo)、策略略及總體經(jīng)營營需求,Interviewswillbe basedon apre-agreedquestionnaireand will be designedto last approximately 2hourseach.,我們將根據(jù)雙雙方預(yù)先確定定的問卷來進(jìn)進(jìn)行面談，每每個(gè)面談將持持續(xù)兩小時(shí)左左右,We had agreed that we would meet with t

26、he following individuals,根據(jù)雙方所達(dá)達(dá)成的共識，我們將與下下述人員進(jìn)行行面談,：,Chairman,CEO,CFO,Senior Vice President, Secretary totheBoard, GM,andthe Director ofHuman Resources,董事長、首席席執(zhí)行官、首首席財(cái)政官、高級副總裁裁,、董事會秘書書、,總經(jīng)理及人力力資源總監(jiān),Phase1 -ExecutiveInterviews第第一階段段：高層經(jīng)理理面談,During theinterviews, wewillclarify several important quest

27、ions that providea contextfor the long term incentive plan and thecompensation system, including:,在面談過程中中，我們將明明確與長期獎獎勵計(jì)劃及薪薪酬系統(tǒng)相關(guān)關(guān)的諸多重要要問題，其中中包括,：,How shouldthelongtermincentiveplanfit with the rest ofthetotalcompensation package? Shouldfitvaryby position inthe company?,長期獎勵計(jì)劃劃應(yīng)如何與其其它,全面薪酬計(jì)劃劃相匹配,？匹配方

28、式是是否應(yīng)根據(jù)職職位而有所不不同？,Whatmessages need to bedeliveredthrough the long term incentive plan? Whichperformance measure(s) shouldbe incorporatedin the programdesign?Should payout be structured based on performance range(s)?,需要通過長期期獎勵計(jì)劃傳傳達(dá)什么信息息？計(jì)劃設(shè)計(jì)計(jì)過程中應(yīng)融融入哪些績效效標(biāo)準(zhǔn),？是否應(yīng),根據(jù)績效幅度度來確定費(fèi)用用結(jié)構(gòu),？,How will the company

29、fundtheprogram?,公司如何籌措措計(jì)劃基金？,Whatshould bethe propermixof base pay, short-term incentive,long-termincentive,andbenefits in thecompensation plan?,在,薪酬計(jì)劃中，基本工資、短期獎勵、長期獎勵和和福利應(yīng)各占占多少比例？,Phase1 -ExecutiveInterviews第第一階段段：高層經(jīng)理理面談,Youranswers tothese questions will generatea contextwithin which HewittAssoci

30、ates can guide Neusoftin the identification oflongtermincentiveplanprovisions, including:,咨詢公司將根根據(jù)您所提供供的答案來引引導(dǎo)東大確定定基本的長期期獎勵計(jì)劃條條款,，其中包括,：,Eligibilityhowwillplancoveragebe determined and administered?,享受資格：如如何確定和管管理計(jì)劃的適適用范圍,？,Awardsizes andtarget opportunitieshowwillaward levels be defined?,授予數(shù)額與目目標(biāo)機(jī)遇

31、,：,如何確定授予予級別,？,Awardfrequencyhowoftenwillawards beissued?,授予周期,：授予周期為為多長時(shí)間？,Vesting orexerciserestrictionswhat will bethenature oftime-or performance-related vesting restrictions?,兌現(xiàn)或或承兌兌限制制,：與,時(shí)間或或績效效相關(guān)關(guān)的兌兌現(xiàn)限限制措措施的的實(shí)質(zhì)質(zhì)是什什么,？,Terminationprovisionswhatwillhappenatdeath,disability,retirement,etc.?,終結(jié)條

32、條款：計(jì)劃劃享受受者死死亡、殘疾疾,、退休休時(shí),應(yīng)如何何加以以處理理？,Therighttotalcompensationmixbetweenbasepay,shortandlong-termincentive,andbenefits,全面薪薪酬計(jì)計(jì)劃中中，基基本工工資、短期期獎勵勵、長長期獎獎勵與與福利利的合合理比比例。,Phase1-ExecutiveInterviews第第一階階段：高層層經(jīng)理理面談?wù)?KeyOutcomes:,關(guān)鍵結(jié)結(jié)果：,Attheendofthisphase,wewillhavegatheredinputsfromvariouskeyexecutivesontheb

33、usinessstrategy,andthegoalsandexpectationsforthelongtermincentiveplanandcompensationprogram,該階階段段結(jié)結(jié)束束時(shí)時(shí)，我我們們將將收收集集到到各各位位關(guān)關(guān)鍵鍵高高層層經(jīng)經(jīng)理理有有關(guān)關(guān)經(jīng)經(jīng)營營策策略略方方面面的的意意見見與與建建議議,，以以及及對對長長期期獎獎勵勵與與薪薪酬酬計(jì)計(jì)劃劃的的目目標(biāo)標(biāo)與與期期望望,Wealsowillhaveclarifiedtheobjectivesandpotentialkeydesignfeaturesoftheprogram,我們還將,明確該計(jì)劃的的總體目標(biāo)及及潛在的關(guān)鍵

34、鍵設(shè)計(jì)要素,Phase1 -ExecutiveInterviewsFocus Group (Optional)第第一階段：核核心小組(備備選),You may also chooseto have usconduct focusgroupmeetingswithkey groupsof employees,您還可以,選擇由,咨詢公司與關(guān)關(guān)鍵的員工小小組來進(jìn)行核核心小組面談?wù)?During these focus groupdiscussions wewouldassess the employees views on:,在核心小組面面談中，我們們將評估下述述內(nèi)容,：,How satisfied

35、 employees are with Neusofts compensationsystem,員工對,東大薪酬系統(tǒng)統(tǒng)的滿意度,Theirunderstandingof the variouscomponentsof pay (I.e. base bay, incentives,bonus, benefits, etc.),員工對各種薪薪酬要素的理理解情況,(,即：基本工資資,、獎勵、獎金金、福利等),Theirviews onhow competitiveNeusoft is intermsof totalcompensation,員工對東大全全面薪酬系統(tǒng)統(tǒng)競爭力的看看法,Theirover

36、all satisfaction about the employment relationshipa Neusoft,員工對東大聘聘用關(guān)系的總總體滿意度,Theiroverall view of thevarious HR systemsand managementin general,員工對各種人人力資源系統(tǒng)統(tǒng)與一般管理理的總體看法法,Theirunderstandingof the companys businessgoals andtheir contributionsto thosegoals,員工對公司經(jīng)經(jīng)營目標(biāo)以及及他們在實(shí)現(xiàn)現(xiàn)這些目標(biāo)的的過程中所發(fā)發(fā)揮的作用的的理解情況,Pha

37、se1 -ExecutiveInterviewsFocus Group (Optional)第第一階段：核核心小組(備備選),Key Outcomes:,關(guān)鍵結(jié)果：,At the endof this phase,we will have gathered inputsfromemployeeson the businessgoals andtheir views onallHR systemsincludingtotal compensation,該階段結(jié)束時(shí)時(shí)，我們將收收集到員工們們對于經(jīng)營目目標(biāo)的建議，以及他們對對包括全面薪薪酬在內(nèi)的所所有人力資源源系統(tǒng)的看法法,We will use

38、this information to help usdesign programsthatbothmeettheneedsof top management and employees.,我們將根據(jù)該該信息來設(shè)計(jì)計(jì)相關(guān)計(jì)劃,，使之既滿足足,高層管理人員員的需求，也也滿足員工們們的需求,Phase2A -Assessment ofCurrent HRPractices第第二階段段A：現(xiàn)有人人力資源方案案評估,In this Phase,Hewitt Associates will reviewall of Neusofts materials andprocedures regarding H

39、uman Resources with aspecific focuson CompensationandPerformance Management,在該階段中，,咨詢公司將審審核所有的東東大人力資源源材料與規(guī)程程，尤其是,薪酬,與績效管理方方面的內(nèi)容,Hewitt will give Neusofta list ofmaterialsit would like to study,將為東大提供供一系列分析析材料,Oncewe have collected all materials wewillreview them andassess your systemsagainst Hewitts

40、 database ofbestpractices.Wewill:,收集到所有材材料之后，我我們將對其加加以審核并對對照,最佳方案數(shù)據(jù)據(jù)庫來評估貴貴公司的系統(tǒng)統(tǒng),。我們將：,Review alltechnicalaspects of your systemsand determine wheretherearegapsand areasfor improvement,審核東大系統(tǒng)統(tǒng)中所有的技技術(shù)要素，并并確定其中的的差距與不足足之處,Assess thelinkbetween your humanresource practices and your statedbusiness result

41、s,評估,東大人力資源源方案與您所所陳述的經(jīng)營營結(jié)果之間的的關(guān)聯(lián)性,Determineif the link isstrong ornot,確定這一關(guān)聯(lián)聯(lián)性是否緊密密,Beginoutlininghowto improvethesystem,開始規(guī)劃如何何改進(jìn)該系統(tǒng)統(tǒng),Phase2A -Assessment ofCurrent HRPractices第第二階段段A：現(xiàn)有人人力資源方案案評估,Key Outcomes:,關(guān)鍵結(jié)果：,At the endof this Phase,Hewitt will have athorough understanding ofNeusoftsHR pract

42、ices specifically relatedto PerformanceManagementandCompensation,該階段結(jié)束時(shí)時(shí)，,咨詢公司將充充分理解東大大的人力資源源方案，尤其其是那些與績績效管理和薪薪酬密切相關(guān)關(guān)的方案,Thisinformation will beusedto draft areport toNeusoft outlining key areas for improvementand proposals for next steps,我們將根據(jù)該該信息草擬一一份報(bào)告，以以便向,概述關(guān)鍵的改改進(jìn)之處及后后續(xù)步驟提案案,Phase 2B- Assessmen

43、t ofCurrentHRPracticesPresentation to Management第第二階段B：現(xiàn)有人人力資源方方案評估向向管理層進(jìn)進(jìn)行演講介介紹,OnceHewitthasgatheredalltheinformationfrom the executiveinterviews,focus group(ifapplicable),andassessmentof humanresource practiceswe willmakea half-daypresentationtomanagement,咨詢詢公公司司在在從從高高層層經(jīng)經(jīng)理理面面談?wù)?、核核心心小小組組(備備選選)面面談

44、談及及人人力力資資源源方方案案評評估估中中收收集集到到所所有有信信息息之之后后,，,我們們將將向向東東大大管管理理層層進(jìn)進(jìn)行行一一次次為為期期半半天天的的演演講講介介紹紹。,Thepresentationwilloutline:,演講講中中將將概概述述下下列列內(nèi)內(nèi)容容,：,Ourunderstandingofthebusinessstrategyasoutlinedbythekeyexecutives,我們們對對于于東東大大高高層層經(jīng)經(jīng)理理所所概概述述的的經(jīng)經(jīng)營營策策略略的的理理解解,Howthebusinessstrategyfitsinwiththetotalcompensationpla

45、n,該經(jīng)經(jīng)營營策策略略,與全全面面薪薪酬酬計(jì)計(jì)劃劃的的匹匹配配情情況況,Keyareasofagreementamongstthetopmanagementforthedirectionofthelongtermincentiveplan,高層層管管理理人人員員,對長長期期獎獎勵勵計(jì)計(jì)劃劃所所達(dá)達(dá)成成的的關(guān)關(guān)鍵鍵共共識識,ThemessageExecutiveswanttosendthroughtheimplementationofthelongtermincentiveplan,高層經(jīng)經(jīng)理希希望通通過實(shí)實(shí)施長長期獎獎勵計(jì)計(jì)劃所所傳達(dá)達(dá)的信信息內(nèi)內(nèi)容,Anyrelatedinformation

46、onthedirectionofthecompanyandthealignmentoftheitsHumanresourcesystems,任何與與公司司方向向及人人力資資源系系統(tǒng)調(diào)調(diào)整相相關(guān)的的信息息,Phase2B-AssessmentofCurrentHRPracticesPresentationtoManagement第第二二階段段B：現(xiàn)有有人力力資源源方案案評估估向管管理層層進(jìn)行行演講講介紹紹,Thepresentationwillalsooutline:,演講講中中還還將將概概述述下下列列內(nèi)內(nèi)容容,：,Ourfindingsfromtheauditofthehumanresourc

47、epractices,人力資資源方方案的的主要要審核核結(jié)果果,HowtheNeusoftpracticescomparewithbestpracticesinChina,東大方案,與在華,最佳方案的的對比情況況,Oursuggestionsformodifications and improvement including:,我們的修改改與改進(jìn)建建議包括,：,Variousoptionsalong with advantages and disadvantagesof eachoption,各種方案及及其優(yōu)、缺缺點(diǎn),Ourrecommendationson solutionsbest adap

48、ted toNeusofts situation,我們所建議議的,最適用于,東大現(xiàn)狀的的解決方案案,A comprehensiveproposalonhowto design and implementourrecommendations,有關(guān),如何設(shè)計(jì)和和實(shí)施翰威威特提案的的一個(gè)綜合合性計(jì)劃,Phase 2B- Assessment ofCurrentHRPracticesPresentation to Management第第二階段段B：現(xiàn)有有人力資源源方案評估估向管理層層進(jìn)行演講講介紹,KeyOutcomes:,關(guān)鍵結(jié)果：,At the end of this presentation,

49、Neusoftwill have acomprehensive understandingofthedirection and desireresultsfordesigning and implementinglongterm incentiveplan,演講結(jié)束時(shí)時(shí)，東大將將對設(shè)計(jì)和和實(shí)施長期期獎勵計(jì)劃劃的方向和和預(yù)期結(jié)果果獲得一個(gè)個(gè)全面的理理解,Neusoftwillalso have acomprehensive review ofitstotal remunerationandperformancemanagement system alongwithrecommendationsf

50、orimprovement,東大在獲得得改進(jìn)建議議的同時(shí)，還將獲得得對其全面面薪酬與績績效管理系系統(tǒng)的全面面審視,Neusoftwillhave acomprehensive proposal on how Hewittwould address its desire tomodifyor re-dothecompensation and performance managementsystems,東大將獲得得一份綜合合性的提案案，,其內(nèi)容是關(guān)關(guān)于翰威特特公司將如如何在修改改或重新制制定,薪酬與績效效管理系統(tǒng)統(tǒng)方面,滿足,貴公司的需需求,Phase 3A：Re- DesignofCompens

51、ationStructure/Long-TermIncentive Plans,階段三,A：,重新設(shè)計(jì)薪薪酬結(jié)構(gòu)和和長期獎勵勵計(jì)劃,JobDocumentation 職位位文檔,Definition andPurposes定定義和和目的,Isa processofdefiningand describing:,是一個(gè)定定義和描描述的過過程:,Jobduties/responsibilities,工作責(zé)任任/職責(zé)責(zé),Jobcharacteristics,工作性質(zhì)質(zhì),Otherrequirementsofjobs,其他的工工作要求求,Typical purposes of jobdocumenta

52、tion include:職職位文檔檔的典型型目的包包括:,Process Overview程程序概覽覽,Step 1:,Define Purposes,and Guidelines,步驟1:,確定目的和準(zhǔn)則,Step 2:,Design,Template,and Tool,步驟2:,設(shè)計(jì)模式和工具,Step 3:,Job,Documentation,Training,步驟3:,職位文檔培訓(xùn),Step 4:,Review Job,Documentation,步驟4:,審核職位文檔,Neusofts,Managers and,Supervisors,Document Jobs,東大軟件集團(tuán)有限公

53、司的,經(jīng)理和主管將職位,文本化,t,Process Steps程程序步驟驟,Step 1: Defining thepurposesofjobdocumentation,步驟1: 確定定職位文文檔的目目的,Theprojectteam willmeetto:,項(xiàng)目小組組將會面面:,Discuss howNeusoft willuse jobdocumentation,討論,軟件集團(tuán)團(tuán)有限公公司將如如何使用用職位文文檔,Present howvarious purposes canimpactonthe designofthetemplate,演示不同同的目的的將會如如何影響響模式的的設(shè)計(jì),Ag

54、reeonhigh level principlesofthedevelopmentofa jobdescriptiontemplate,在設(shè)計(jì)職職位描述述模式時(shí)時(shí)所涉及及的高層層次的原原理上達(dá)達(dá)成一致致,Process Steps程程序步驟驟,Identifythemostappropriateapproach(e.g.,job interview,questionnaire)togathering jobrelated information,確定最恰恰當(dāng)?shù)姆椒椒?例例如職位位訪談和和問卷形形式)，從而收收集所有有與職位位相關(guān)的的信息,Outcome:Thepurposesofjob do

55、cumentationisidentified,whichwillguidethedesign of thejobdescriptiontemplate; theproject teamagrees howtogatherupdatedandaccuratejob relatedinformation,結(jié)果：職位文文檔的目的最最終確認(rèn)，并并將指導(dǎo)職位位描述模式的的設(shè)計(jì)；項(xiàng)目目小組在如何何收集,與,職位相,關(guān)的最,新的并準(zhǔn)確的的信息上達(dá)成成一致。,Process Steps (Cont) 程序步步驟(續(xù)),Step2: Designjob descriptiontemplateand infor

56、mationgatheringtool,步驟2:設(shè)設(shè)計(jì)職位描述述模式以及信信息收集工具具,Hewitt will will design the template off-site,將為公司設(shè)計(jì)計(jì)模式,The template shouldsupport Neusofts purposes ofestablishing job documentation,這一模式應(yīng)支支持東大軟件件集團(tuán)有限公公司建立職位位文檔的目的的,The template may consistsof:,這一模式可能能由以下幾部部分組成,Job purpose, primaryduties and responsibili

57、ties.reportingrelationship, internal &external customers,job requirement(e.g., education, experience), approvalprocess,工作目的、主主要的責(zé)任和和職責(zé)、與上上級的匯報(bào)關(guān)關(guān)系、內(nèi)部和和外部的客戶戶、工作要求求(例如教育育背景和相關(guān)關(guān)經(jīng)驗(yàn))以及及批準(zhǔn)認(rèn)同的的程序。,Process Steps (Cont) 程序步步驟(續(xù)),Hewitt will design appropriatetools (e.g., interview guide,questionnaire)to prep

58、are forinformation gathering,將設(shè)設(shè)計(jì)計(jì)恰恰當(dāng)當(dāng)?shù)牡墓すぞ呔?例例如如面面談?wù)勚钢笇?dǎo)導(dǎo)和和問問卷卷)，從從而而為為信信息息收收集集做做準(zhǔn)準(zhǔn)備備,Theprojectteamwillmeettofinalizethetemplateandinformationgatheringtools,項(xiàng)目目小小組組將將會會面面并并且且最最終終確確定定模模式式和和信信息息收收集集的的工工具具,Outcome:Neusoftwillhaveausefuljobdescriptiontemplatethatservesitspurposes;andaneffectivetoolisav

59、ailabletogatherupdatedandaccuratejobrelatedinformation,結(jié)果果:,軟件件集集團(tuán)團(tuán)有有限限公公司司將將擁擁有有能能為為目目的的服服務(wù)務(wù)的的有有效效的的職職位位描描述述模模式式，并并且且具具備備有有效效的的工工具具去去收收集集,最,新的的且且準(zhǔn)準(zhǔn)確確的的,與,職相相關(guān)關(guān)的的信信息息,ProcessSteps(Cont)程程序序步步驟驟(續(xù)續(xù)),Step3:JobDocumentationTraining,步驟驟3:職職位位文文檔檔培培訓(xùn)訓(xùn),Hewittwillpreparetrainingmaterialsoff-site;themateria

60、lwillfocuson:,翰威威特特將將準(zhǔn)準(zhǔn)備備培培訓(xùn)訓(xùn)材材料料，這這些些材材料料將將注注重重于于：,Introductionofthetemplateandtheinformationgatheringtool,有關(guān)關(guān)模模式式及及信信息息收收集集工工具具的的介介紹紹,Howtogatheringinformationanddocumentingjobsoncetheinformationisreceived,一旦旦接接收收到到信信息息，將將如如何何進(jìn)進(jìn)行行信信息息收收集集及及職職位位文文本本化化工工作作,ProcessSteps(Cont)程程序序步步驟驟(續(xù)續(xù)),Theprojectte

61、amwillmeettofinalizethetrainingmaterial,項(xiàng)目目小小組組將將會會面面并并最最終終確確定定培培訓(xùn)訓(xùn)材材料料,Neusofwillmakeallnecessarylogisticsarrangementforthetraining,東大軟軟件集集團(tuán)有有限,公司將將為培培訓(xùn)做做好所所有必必要的的安排排,Usually,managers/supervisorsareresponsiblefordocumentingtheirsubordinatesjobs;therefore,theyarerequiredtoattendthetraining,通常情情況下下，經(jīng)

62、經(jīng)理或或主管管負(fù)責(zé)責(zé)將他他們下下屬的的職位位文本本化。因此此，他他們被被要求求參加加培訓(xùn)訓(xùn),Hewitt will conductjob documentation training; examples ofcompletedjob documentation will beprovidedfor Neusoft asa reference,翰威特將進(jìn)行行職位文檔培培訓(xùn)，已完成成的職位文檔檔實(shí)例將提供供給東大軟件件集團(tuán)有限公公司作為參考考,Outcome: Neusofts managers/supervisorsknowshowto complete thetaskof documentin

63、gtheir subordinatesjobs,結(jié)果:,軟件集團(tuán)有限限公司的經(jīng)理理或主管會了了解如何完成成他們下屬的的職位文本任任務(wù),Process Steps (Cont) 程序步步驟(續(xù)),Step4: Reviewjob documentation,步驟4:審審核職位文檔檔,Onceall job documentation iscompleted,Hewitt will reviewit and providecomments or suggestions for improvement,一旦所有的職職位文檔完成成后，翰威特特將進(jìn)行審核核并提供改進(jìn)進(jìn)的建議,Dependingon th

64、e qualityof completed job documentation, Hewitt will:,基于已完成的的職位文檔的的質(zhì)量，翰威威特將：,Either providemorecoaching for selective managers/supervisors and requirethemto improve their work, assuming the qualityis not sogood,或者對選出的的經(jīng)理或主管管進(jìn)行更多的的指導(dǎo)，并要要求他們改進(jìn)進(jìn)工作(假設(shè)設(shè)質(zhì)量不是很很好),Or compileallcompletedjob documentation int

65、o aNeusoft sjobdescription manual,assuming the qualityis acceptableor satisfactory,或者將所有已已完成的職位位文檔編輯成成東大軟件集集團(tuán)有限公司司的職位描述述手冊中(假假設(shè)質(zhì)量是可可以的或令人人滿意的),Process Steps (Cont) 程序步步驟(續(xù)),The job descriptionmanual should include purposes, process,tools andoutcomesof the jobdocumentationwork,職位位描描述述手手冊冊應(yīng)應(yīng)該該包包括括目目的的、程程序序、工工具具以以及及職職位位文文檔檔工工作作的的結(jié)結(jié)果果,Outcome:Neusoftwillhavewell-documentedjobdescripti