1) The document discusses building talent capital and strong organizations by getting the right people, matching people to the right roles, and allowing them to grow with the business. 2) It introduces Waterville's integrated talent informatics platform which can find, match, and retain the right people for an enterprise's needs through recruiting, campus recruiting, and succession planning solutions. 3) The platform provides benefits like improved employer branding, better talent management processes, increased workforce engagement, and higher returns.

1. 发展人才资本 建设卓越组织
Building talent capital and a strong organization
找对人 Get the right people on board
用好人 Match them to do the right things
留住人 A d llet them grow with your business
And h ih b i
原因到结果 With better decisions, for the right reasons
service@watervilleinc.com +8621 5238 6201

2. 算算人才账 The Economics of Hiring
你花钱雇的人个个都在忠诚地帮你挣钱和省钱吗 Is everybody on your
payroll loyally making/saving money for you?
价值Value (产能Productivity, 敬业Engagement, 忠诚Loyalty)
人才回报 = TM
Talent ROI 成本Cost 招聘Hi i 发展Development, 补缺R l
成本C (招聘Hiring, 发展D l 补缺Replacement)
你的人才预算都花得值吗 I every talent d ll spent right？
Is t l t dollar t i ht？
隐性成本 Hidden Costs 预算成本 Budgetary Costs TM
用人荒/用错人No hire/wrong hire/misfit 流程外包HRPO 猎头费 Headhunter
效能损失Lost productivity 测评-考试 Assessment-Exams
业务/员工流失Lost business & turnover 评价中心 Assessment Center
培训发展费用 Sunk development cost 培训Training 教练Coaching
重置成本 Replacement Cost 留任Retention 员工援助EAP
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3. 华迪站在你这边 Waterville Is on Your Side
猎头“拔萝卜” Headhunters recycle
招聘网站发广告 Employment websites advertise
顾问机构消费预算 Consultancies consume your budget
华迪帮你找到人招对人用好人留住人 Waterville’s integrated Talent Informatics
platform finds, matches, and retains the right people dovetailing your enterprise needs
我们为你提供人才招聘、校园招聘、经理人继任规划的一体化解决方案
Our platform gives you your own seamless recruiting and succession planning platform
智能化人才招聘管理平台为你提升雇主品牌、改进人才质量、节省开支
Our turn-key solutions enable better employer branding, better talent management
processes,
processes better workforce engagement and much better returns
engagement,
坚实的人才基础让你得以更从容地专注于把企业做强 A solid talent base
lets you better focus on growing your business and building market leadership
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4. 人才选育用留3.0 State-of-the-Art Talent 3.0 Solutions
继任规划 Succession Planning
社会招聘 General Recruiting
校园招聘 Campus Recruiting 选拔后备干部 HiPo identification
需求与才能标准 Needs & criteria
设定用人标准 Competency modeling 胜任潜质评估 Competency appraisal
岗位适任度分析 Job matching
在线规模化处理 Mass-processing 风险/发展需求 Risk / Need assessment
任用/离职风险评估 Risk evaluation
自动初筛与甄选 Screening/selection 继任培养/规划 Planning & p p
继任培养 规划 g preparation
任用决策建议 Hiring recommendation
客制化面试 Customized interviews
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5. 华迪人才直通车 Talent Acquisition One-Stop Shop
Xinphony One-Stop Shop Platform: 华迪信风人才直通车平台:
Rationalized Decisions 数据处理自动化
流程整合简化
Process Integration Match/Search 决策优化
Data Automation 对接/搜索
Job Profiling Career Planner
职能标准 职业规划
公司 Job/Employer Data 判断决策 申请人
Employer Go / No go Applicant Data Job Seeker
职位/公司资料 申请人资料
岗位分析 职能标准化 汇集申请人
Job Definition
J b D fi iti Profiling
P fili Sourcing
S i
数据阅览 数据整理综合 申请人筛选
Browsing Sorting Screening
心理测量分析 人岗匹配 甄选排序
Assessment Matching Ranking
现行常规系统: The Conventional:
海投海选，人工处理， fragmented, manual
流程断裂，费时费工，质量难以保证 and laborious processes
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6. 卓越的用户价值 Superb User Value
招聘成本 Cost Driver 常规方法 Ordinary Approach 华迪人才平台 Our Fix
周期 Cycle time 数月 Months 小时-天 Hours-Days
人工投入 Labor input >100s 人工小时person hours / hire >60% 节省savings
流程控制 Process control 外包 风险Outsource with risk 自控 Controlled
胜任力测评 Assessment 额外工作/成本Added work, cost 内置 Built-in
岗位适配 Job match 无 None 内置 Built-in
错招 Mis-hire > 50% <10%
流失率 Turnover 15-50+% <15%
使用与发展 Development 试误 Trial and error 目标管理 Planned and targeted
员工援助 EAP 额外工作/成本 Added work, cost 内置预警 Built-in, early warning
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7. 成效为王 Result Rules
常规招聘流程 华迪信风人才平台
Conventional Xinphony
企业用人需求
企业用人需求 Enterprise Needs
Enterprise Needs
忠诚
敬业的员工
Loyal and engaged
候选人 Workforce 人格行为
候选人技能条件 人格行为从职优势 技能条件 从职优势
Background Fit Personality Match Background Personality
Fit Match
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8. 成功案例1 全球直销巨头人才管理体系3.0
Case Study 1 Global Retail Leader Talent 3 0
3.0
问题Issue：企业极端重视人的发展，数年为亚洲最佳雇主。需要深度准确设定用人标准并建立统一的人才
招聘与发展工作流程。Best
招聘与发展工作流程 B t employer i A i l k d effective standard t l t recruiting and
l in Asia lacked ff ti t d d talent iti d
development benchmarks, and needed to upgrade talent acquisition, development, and
succession processes.
工作 Work Done：
设定级别和岗位的详尽胜任力标准和测量分析内容 Precision-benchmarked jobs and levels.
设计专用普查、筛选、集面、单面发展分析报告 Custom-designed serial reports supporting
screening, selection
screening selection, various rounds of interviews, and HiPo-succession planning.
interviews HiPo succession planning
实施招聘发展新流程，包括校园招聘、社会招聘、继任规划 Implemented new hiring and
development processes.
通过用人部门经理直接参与，建立全员管人才的制度和健康氛围 Upgraded HR into “Talent
Capital Management”center through new programs involving line managers in hiring,
”
coaching, and succession planning.
成效 Outcome：连续三年的合作中，我们提供的解决方案在效能和回报方面都远远超过以往企业所使用的
第三方产品和服务，受到国际总部关注，被列入广泛推广使用的考虑中。已成为人力资本管理3.0 的
经典范例。Outperforming others’products and services in effectiveness and ROI, our
innovative solutions have become new HR routines, phased in over 3 years and to be
recommended for global usage. Q
g g Quintessential example of human capital management 3.0.
p p g
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9. 成功案例2 一线银行基层行长标准及选拔
Case Study 2 Bank Branch Manager Hiring
问题Issue：银行从高校招聘应届研究生，培养两年后任用为路支行负责人。未建立选拔标准前，所有甄选
都是通过人工判读。Bank
都是通过人工判读 B k recruits graduate students f
it d t t d t from b t schools and grooms th
best h l d them t b
to be
branch managers. There were no consistent competency modeling and selective criteria.
工作 Work Done：
对上级人员的胜任力访谈 BEI interviewed/surveyed supervising bank officers.
对绩优群体做行为效能标准分析 Established performance benchmarks.
提取标准，制作《职位适任测评分析 银行网点负责人版》报告 Custom-designed special
reports based on benchmarking results.
t b d b h ki lt
对候选人做在线心理测量和人格行为胜任力筛选 Assessed candidates online.
为每个入围候选人提供测量分析报告和专用面试指导 Provided analytical reports and
interview guide for each high-ranked candidate.
成效 Outcome：银行建立了清晰的路支行经理胜任标准，以此作为招聘、培养、发展指南。连续两年的实
践证明此这些举措的巨大价值：招聘标准得以统一，流程简化，筛选周期从过去的几个星期缩短到几
个小时；路支行候选人队伍后备人员充足，工作效能和忠诚度显著提高。Equipped
个小时；路支行候选人队伍后备人员充足 工作效能和忠诚度显著提高 Equipped with clear and
consistent benchmarking profiles, Bank now applies the standards in recruiting, training,
coaching and career planning. Past two years have proven remarkable ROI: common hiring
standards, simplified processes, cycle time reduced from weeks to hours, sufficient HiPo
supplies,
supplies significantly enhanced effectiveness engagement, and loyalty.
effectiveness, engagement loyalty
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10. 成功案例3 一线房地产公司事业部转型
Case Study 3 Real Estate Giant Reorganization
问题Issue：大型房地产开发商的组织架构向项目部模式转型，需要迅速建立急需的项目部干部队伍标准。
Leading developer t
L di d l transitioning towards Project-focused organizational structure needed
iti i t d P j t f d i ti l t t d d
benchmarks for new project-focused department staff, who were in sever shortage.
工作 Work Done：
实施领导-经理层研讨会和经理人访谈。Conducted survey，workshop，and interviews
involving members of leadership and management teams.
对各层级、各职能的SKA(技能知识通用能力)和行为胜任力进行设定。Profiled and
benchmarked various levels and functions for SKA (skills knowledge generic
(skills, knowledge,
abilities) and personality-behavioral competencies.
抽样数据提取。Extracted standards.
为人力资源部和各地管理层建立推广实施流程方案。Designed program for new system’s
introduction and implementation across entire organization.
成效 Outcome：建立清晰合理的SKA和人格行为胜任力框架，各层级部门员工明确所在岗位的SKA要求，HR
建立了统 通行的招聘、培养、发展绩效考核标准，公司事业部转型得以顺利实现。Now
建立了统一通行的招聘、培养、发展绩效考核标准，公司事业部转型得以顺利实现。Now that there
are clear and consistent SKA and personality-competency benchmarks, the company is able
to aggressively push forward with the reorganization, with the right talent supplies in
place or in the pipeline through recruiting, career planning, succession preparation, and
p
performance management p g
g programs.
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11. 成功案例4 大型国际能源企业CEO继任
Case Study 4 Energy Giant CEO Succession
问题Issue：亚洲国家最大的综合性能源公司上市数年，创始人董事长兼CEO计划退休，计划从11个内外候
选人中选拔继任人并制订继任规划方案，需要平衡创始人和董事会意见。Founding chairman-CEO of
选人中选拔继任人并制订继任规划方案 需要平衡创始人和董事会意见 F di h i CEO f
leading energy company of Asian nation planned to retire several years after IPO. Needed
to select from 11 internal and external candidates as successor and devise effective
succession plan, by balancing the expectations of founder CEO and those of board members.
工作 Work Done：
对所有候选人做360+和在线人格行为胜任力、文化价值观分析 Assessed all candidates using
online 360+, personality-competency analytics and cultural values diagnostics.
以现任首席执行官为标杆，结合董事会对继任者胜任力期望，对11位候选人的个性特征、行为风
格和态度倾向进行分析排序 Ranked candidates against composite benchmark based on
founder CEO profile and qualities proposed by the board.
推荐最合适人选，被采纳 Recommended leading candidate, who was accepted.
对可能出现的管理和人员风险作出评估 E l t d potential managerial, personnel risks.
Evaluated t ti l i l l i k
制订换届计划，协助董事会推动首席执行官的平稳换届过渡 Proposed succession planning
program to facilitate a smooth seamless transition.
成效 Outcome：继任计划得以完好实现，避免巨额猎头费用，参加竞选的高管候选人和所有高层人员均得
以稳定，支持新领导人，从容有序地继续专注于公司的发展。Succession well accomplished,
without exorbitant headhunting expenses, all original candidates and entire executive
team support new leader and focus on business growth.
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12. 成功案例5 国际公司在华领导层现地化
Case Study 5 MNC Executive Localization
问题Issue：著名电器电工设备生产商在华机构结构重组的同时，开始领导团队的现地化，外籍正职预备撤
回本国，培养中方副职负责各部的全面工作，6名大区总部转型为产品销售部。China operation of
回本国 培养中方副职负责各部的全面工作 6名大区总部转型为产品销售部 Chi ti f
leading electric and electronics manufacturer planned localization of its senior
managers during major re-structuring. All expatriate department heads were to hand off
to Chinese deputies, and all regional headquarters were to become sales divisions.
工作 Work Done：
对6名大区销售总经理做在线人格胜任力分析，评估每位大区总经理优势、个人风格，及与团队
的融合水平。Assessed all new department heads for job competencies, personal
leadership t l
l d hi style, and team cohesiveness.
d t h i
对上级和本人进行电话反馈。Phone reviewed each executive and debrief with supervisor.
根据6名经理的特点和产品性质，推荐不同产品线的分管负责人。Recommended each executive
for best matched position in charge of specific product lines.
对6名经理人的综合能力排序，遴选一名大区总经理接任公司执行副总经理。Ranked ll
对6名经理人的综合能力排序 遴选 名大区总经理接任公司执行副总经理 R k d all
executives，and recommended the one with overall strengths and potential for the
executive vice president role.
成效 Outcome 发展转型计划平稳实现 减少公司管理层震动 避免高额发展规划费用 合理配置现有高
Outcome：发展转型计划平稳实现，减少公司管理层震动、避免高额发展规划费用，合理配置现有高
层领导人才，所甄选的总经理继任者受到公司内部的广泛认可。The project was instrumental in
assuring the success of the restructuring process. Major discontinuity was avoided, as
well as high expenditure. Executive resources were reallocated rationally. The new
leadership
l d hi was well received.
ll i d
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13. 成功案例6-9 企业高-中层经理人队伍扩增、继任
Case Studies 6 9 Executive Managerial Hiring / Succession
6-9 Executive-Managerial
问题Issue：跨国、中资、民营企业高中层经理岗位内外候选人(首席、副总、总监、经理、助理）的人格
行为胜任潜质考察，决策者和猎头公司需要专业测量评估分析支持以做出理性明智的决策。For
行为胜任潜质考察 决策者和猎头公司需要专业测量评估分析支持以做出理性明智的决策 F
executive and managerial hiring and succession (CXO, director, managers, associates) at
multinational, state-owned, and private companies, decision makers and headhunters need
assessment and analytical support in order to rationalize decisions.
工作 Work Done：
了解目标岗位的工作内容、挑战、关系和历史 Investigated jobs, work, challenges,
relationships and history of target position.
了解直接上级的人格行为特点 Profiled immediate supervisor.
候选人完成在线人格和管理能力问卷 Candidate completed online managerial personality
and aptitude tests.
候选人与直接上级的相互匹配分析
候选人与直接上级的相 匹配分析 Match-analyzed candidate and supervisor.
对候选人和直接上级的电话访谈 Phone reviewed candidate and supervisor.
对决策者的访谈汇报 Debriefed with decision maker / recommender.
成效 Outcome：多年来为制造业、服务业的销售、研发、运营、财务、服务、创业等众多高中层岗位提供
了候选人任职胜任潜质和风险分析。成功的任职者至今基本都仍然在岗发挥着关键的作用。We have
analyzed the job competencies and risks of numerous candidates for executive-managerial
positions in sales, R&D, operations, finance, service and venture roles. The candidates
iti i l R&D ti fi i d t l Th did t
we recommended are almost all still with their employers.
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14. 成功案例10 零售巨头战略收购
Case Study 10 Retail Giant M&A
问题Issue：全球最大零售商成功完成在华战略收购计划，计划对当地管理团队作适任评估。被收购公司的
管理方式陈旧，没有经理层职位说明，缺乏人员招募、升职、领导力发展和继任的系统流程，现有管
管理方式陈旧 没有经理层职位说明 缺乏人员招募 升职 领导力发展和继任的系统流程 现有管
理体系难以支持公司快速扩张战略的实现，绩效评估方式落后，人事决定均为个案处理，成本甚高。
Global retail giant completing acquisition of national store chain needed to evaluate
local management team for integration. Local company’s HR system was minimal and
outdated, l tti l
td t d letting long t l t management programs. Th
talent t There was no j b d
job description f
i ti for
department heads and store managers.
工作 Work Done：
实施人才审计,在短短2周之内对该公司共计173位高级经理人进行评估（问卷回收率100%）。
Implemented managerial talent audit. Assessed all 173 mangers, with 100% compliance
within 3 weeks.
根据公司战略要求建立相应的能力模型，为所有高级管理职位设计全新的职位说明，并甄选出具
有高领导力潜质的干部和有风险的员工。Established competency benchmarks for managerial
positions according to company standards and industry practices; developed new job
descriptions for those positions, and identified best-fit managers and those with
higher risks.
成效 Outcome：公司迅速完成对现有管理人才状况的了解和对岗位工作职能的规范定义 从而得以从容料
Outcome：公司迅速完成对现有管理人才状况的了解和对岗位工作职能的规范定义，从而得以从容料
理人力资本的吸纳与融合，更合理地利用当前管理资源，精准识别并应对潜在挑战和风险，更主动高
效地推进后并购的组织与人员整合。With a clear understanding of managerial resources on
hand and functional definitions of all positions, client was able to better focus on
personnel and structural integration keeping risks under control
integration, control.
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15. 成功案例11 跨国制造企业高管层团队建设
Case Study 11 MNC Executive Team Integration
问题Issue：企业进入中国后，通过收购快速扩张其产能和市场份额，最高领导接连换人后，亚洲领导层组
织经历剧烈震荡，领导团队亟需重建。Company entered China and achieved remarkable growth of
织经历剧烈震荡 领导团队亟需重建 C t d Chi d hi d k bl th f
production capacity and market share, through leaps and bound. Frequent replacements of
CEO left Asia leadership team who came by M&A in chaos. Needed to rebuild cohesiveness.
工作 Work Done：
规划了对高中层人员的全面分析，对架构和流程做重构审核。Profiled all executives,
perform structural and process reengineering audit.
实施为期三天的领导层隐修会，参与基于个人和团队分析的团队认识和集体学习。使用流程再造
工具对影响业绩的问题深入探查， 起找到答案。集中讨论亚洲组织发展现状、下 步目标及实
工具对影响业绩的问题深入探查，一起找到答案。集中讨论亚洲组织发展现状、下一步目标及实
施步骤。Facilitated retreat workshop to systematically trouble-shoot major road
blocks, and arrive at collective goal, objectives, a road map for Asia organization.
消除隔阂，发现机遇，建立共识，同御风险，共度时艰。Worked on sources of conflicts,
focused on opportunities built consensus and developed contingency plan for
opportunities, consensus,
managing market and managerial risks.
对中层干部队伍实施全员集中培训，以提升执行效力和管理效度。Put mid-tier managers
through training for enhancing effectiveness and efficiency.
成效 O
Outcome：通过参与对问题的解决及行动规划的制定，经理人将自身目标与公司愿景、使命、战略高
通过参与对问题的解决及行动规划的制定 经理人将自身目标与公司愿景 使命 战略高
度整合一致，以更高的士气和更积极的姿态投身到下阶段高速发展的挑战中。The experience to
participate in planning and problems-solving aligned the executives, who were of diverse
backgrounds, with corporate strategic priorities, and refocused collective energy towards
new growth and expansion in accomplishing Asia mission.
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16. 成功案例12 软件企业基、中层干部教练发展
Case Study 12 Software Giant Managerial Coaching
问题Issue：世界最大商用软件服务提供商之一对全球各分公司数百名中层管理干部实施教练发展项目。项
目涉及人数众多，各地情况迥异，需要专业的标准服务流程支持。World’s leading b i
目涉及人数众多 各地情况迥异 需要专业的标准服务流程支持 W ld’ l di business
software provider launched massive middle-frontline management developmental coaching
project worldwide involving hundreds of associates in different countries and various
functional departments. The company called for professional support.
工作 Work Done：
运用华迪在线心理分析系统和技术手段了解中国区中层管理干部状况,尤其对因为新任管理岗位而
压力表现明显的成员重点关注。Assessed China-based staff using Waterville’s online
psychometric t l
h t i tools; special attention was paid t younger managers struggling with
i l tt ti id to t li ith
new managerial responsibilities.
通过电话对经理人提供访谈教练辅导，稳定经理人工作状态，协助其确认成长需求和个人发展路
线。Phone reviewed managers to provide coaching and counseling support, and to help
them id tif potential strengths, personal growth needs and career d
th identify t ti l t th l th d d development paths.
l t th
成效 Outcome：通过教练辅导提高经理人的自我认识程度，促使其积极寻找到个人与公司愿景的交集，激
发个人内在动力以实现个人绩效水平的提升，降低因适应不佳所引发的负面影响。The coaching
project was timely for junior managers, especially those who assumed managerial duties
j t ti l f j i i ll th h d i l d ti
recently and were experiencing difficulties and stress. It successfully stabilized the
workforce who was going through major changes in the company’s rapid expansion.
16

17. 赢在人才 Win the Talent War
跑赢对手跑赢猎头Beat rivals, headhunters
终结用人困境 End the talent madness
让用人荒不再 Ease talent shortage
避免招错人 Minimize wrong hires
减少用错人 Reduce misemployment
控制人员流失 Contain turnover
流程周期归零 C l ti
Cycle time = 0
Learning Needs Risk Control Succession
学习需求 风险控制 继任提拔
New Hire Potential Development
招聘任用 潜在优势 发展规划
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18. 发展人才资本 建设卓越组织
Building talent capital and a strong organization
找对人 Get the right people on board
用好人 Give them the right things to do
留住人 And let them grow with your business
原因到结果 With better decisions, for the right reasons
service@watervilleinc.com +8621 5238 6201