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 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
 陳基國 high commitment high performance how to build a resilient organization for sustained advantage
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陳基國 high commitment high performance how to build a resilient organization for sustained advantage

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  • 1. High Commitment High Performance How to Build a Resilient Organization for Sustained Advantage 創意電子人力資源處處長 陳基國 Peter Chen 2010/09/08 1Copy Right @Peter Chen 2010/09/08
  • 2. About Dr. Michael Beer I The Cahners-Rabb Professor of BA, a emeritus Professor of Business Administration at the Harvard Business School, and the chairman of TruePoint, a research based consultancy I A fellow of the Academy of Management, HR, the Society of Industrial/Organizational Psychology I Published his recent book High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage. I Has consulted with manufacturing, financial service, retail and professional service firms including HP, Agilent Tech., IBM, J.P. Morgan Chase 2Copy Right @Peter Chen 2010/09/08
  • 3. About Today’s Presenter 陳基國 (Peter) 中央大學人力資源管理碩士 台灣大學EMBA 95級商學組 台灣大學 級商學組 3M公司製程工程師/人力資源主任/經理 公司製程工程師/人力資源主任/ 公司製程工程師 鴻海公司事業群人力資源副經理 台積電人力資源處經理 創意電子人力資源處處長 運動/書法/學習/ 運動/書法/學習/分享 著作:人力資源管理理論與實務( 著作:人力資源管理理論與實務(2010) 3Copy Right @Peter Chen 2010/09/08
  • 4. Topics Three outcomes (Pillars) in High Commitment, High Performance (HCHP) organization The HCHP System Six Silent Barriers Affect HCHP What HCHP Leaders Will Do Insight - Strategic Human Capital Management 4Copy Right @Peter Chen 2010/09/08
  • 5. Three Outcomes (Pillars) in HCHP ORGANIZATION Performance Psychological Alignment Alignment Sustained High Commitment, High Performance (HCHP) Learning and Change Sources : Michael Beer, 2009 5Copy Right @Peter Chen 2010/09/08
  • 6. The HCHP System Change Lever 1: : Leadership HCHP Change Lever 3:: OutcomesAnimating Strategic Performance Performance Beliefs Management System Alignment and Aligned Psychological Winning Change Lever 4: Change Lever 5: : : Alignment Strategy Organizing Human System Resource Capacity for System Leaning and Change Lever 2: : Change Learning and Governance Process Sources : Michael Beer, 2009 6 Copy Right @Peter Chen 2010/09/08
  • 7. Six Silent Barriers (Killers) Affect HCHP Poor quality of direction Top-down or Top-down or Ineffective Ineffective Laissez-faire Laissez-faire top team top team senior management style senior management style Unclear strategy, Unclear strategy, values, and priorities values, and priorities Poor quality Poor quality Poor quality Poor quality Closed vertical Closed vertical of of of of communication communication learning learning learning learning Inadequate Inadequate Poor horizontal Poor horizontal down-the-line down-the-line coordination coordination Poor quality of leadership skill and leadership skill and development development implementation Sources : Michael Beer, 2009 7Copy Right @Peter Chen 2010/09/08
  • 8. The Effective And Resilient HCHP Organization Top team that sets High-quality of Top team that sets Leaders who direction, allocates direction Leaders who direction, allocates advocate and resource, and advocate and resource, and inquire resolves conflicts inquire resolves conflicts Clear and compelling Clear and compelling strategic and strategic and organizational direction organizational direction Organization Organization Honest vertical Honest vertical Organization Organization learning learning communication communication learning learning Effective coordination Effective coordination Large number of Large number of across functions and across functions and managers capable of managers capable of business around business around leading cross-business leading cross-business strategic tasks High-quality of initiatives strategic tasks initiatives implementation Sources : Michael Beer, 2009 8Copy Right @Peter Chen 2010/09/08
  • 9. What HCHP Leaders Will Do Purpose: It defines the firms contribution to customers, employees, investors, community, and society, not only increasing stock price. Strategy: HCHP firms must fashion a distinctive and focused winning strategy to stick with through good times and bad regardless of attractive opportunities outside their field, though clearly adaptations of the strategy will be needed. Risk: HCHP firms avoid undue financial or cultural risk that could destroy the firm, though they do take bold business initiatives. HCHP companies also manage acquisitions carefully. Motivation: How people will be managed has to be a conscious choice. 9Copy Right @Peter Chen 2010/09/08
  • 10. Insight – Strategic Human Capital Management 10Copy Right @Peter Chen 2010/09/08
  • 11. A Simple Human Capital Management Model Func./Division Human Corp. Human Capital Business Strategy / Capital Requirements Requirements Goals / Requirements Company Purpose / Value Proposition Culture => Selection, Policies, Assimilation, ER Premium Human Capital HCM Operations Competitive Advantage Proactive Recruiting Recruiting • Placement Gap • Evaluation Strategy (Buy) • Training Human (talent pool) • Development Capital • Talent Mgmt. Inventory • Compensation Individual • Reward Capability PMD • Benefit Gap (IDP) • Change Mgmt. (Build) • HR Accounting Engagement => Communication, Coaching, ER 11Copy Right @Peter Chen 2010/09/08
  • 12. Thank you 12Copy Right @Peter Chen 2010/09/08

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