陳基國 high commitment high performance how to build a resilient organization for sustained...
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1 2010/09/08 Copy Right @Peter Chen High Commitment High Commitment High Performance High Performance How to Build a Resilient Organization for How to Build a Resilient Organization for Sustained Advantage Sustained Advantage 創意電子人力資源處處長 創意電子人力資源處處長 創意電子人力資源處處長 創意電子人力資源處處長 陳基國 陳基國 陳基國 陳基國 Peter Chen 2010/09/08
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Transcript of 陳基國 high commitment high performance how to build a resilient organization for sustained...
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2010/09/08Copy Right @Peter Chen
High Commitment High Commitment
High PerformanceHigh PerformanceHow to Build a Resilient Organization for How to Build a Resilient Organization for
Sustained AdvantageSustained Advantage
創意電子人力資源處處長創意電子人力資源處處長創意電子人力資源處處長創意電子人力資源處處長
陳基國陳基國陳基國陳基國 Peter Chen
2010/09/08
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About Dr. Michael BeerAbout Dr. Michael Beer
n 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
n A fellow of the Academy of Management, HR, the
Society of Industrial/Organizational Psychology
n Published his recent book High Commitment, High
Performance: How to Build a Resilient Organization
for Sustained Advantage.
n Has consulted with manufacturing, financial
service, retail and professional service firms
including HP, Agilent Tech., IBM, J.P. Morgan Chase
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About TodayAbout Today’’s Presenters Presenter
� 陳基國陳基國陳基國陳基國 ((((Peter)
� 中央大學人力資源管理碩士中央大學人力資源管理碩士中央大學人力資源管理碩士中央大學人力資源管理碩士
台灣大學台灣大學台灣大學台灣大學EMBA 95級商學組級商學組級商學組級商學組
� 3M公司製程工程師公司製程工程師公司製程工程師公司製程工程師////人力資源主任人力資源主任人力資源主任人力資源主任////經理經理經理經理
鴻海公司事業群人力資源副經理鴻海公司事業群人力資源副經理鴻海公司事業群人力資源副經理鴻海公司事業群人力資源副經理
台積電人力資源處經理台積電人力資源處經理台積電人力資源處經理台積電人力資源處經理
創意電子人力資源處處長創意電子人力資源處處長創意電子人力資源處處長創意電子人力資源處處長
� 運動運動運動運動////書法書法書法書法////學習學習學習學習////分享分享分享分享
� 著作著作著作著作::::人力資源管理理論與實務人力資源管理理論與實務人力資源管理理論與實務人力資源管理理論與實務((((2010)
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TopicsTopics
�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
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Three Outcomes (Pillars) in HCHP ORGANIZATION
Psychological Alignment
PerformanceAlignment
Sustained High Commitment, High Performance
(HCHP)
Learning and Change
Sources : Michael Beer, 2009
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The HCHP System
Change Lever 3：：：：Strategic PerformanceManagement System
Change Lever 4：：：：Organizing
System
Change Lever 5：：：：
Human ResourceSystem
Change Lever 1：：：：
Leadership
Change Lever 2：：：：Learning and Governance
Process
Performance Alignment
Psychological
Alignment
Capacity for Leaning and
Change
HCHP Outcomes
AnimatingBeliefs
andAlignedWinning
Strategy
Sources : Michael Beer, 2009
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Six Silent Barriers (Killers) Affect HCHP
Ineffectivetop team
Ineffectivetop team
Top-down orLaissez-faire
senior management style
Top-down orLaissez-faire
senior management style
Unclear strategy, values, and priorities
Unclear strategy, values, and priorities
Closed verticalcommunication
Closed verticalcommunication
Poor horizontal
coordination
Poor horizontal
coordination
Inadequatedown-the-line
leadership skill anddevelopment
Inadequatedown-the-line
leadership skill anddevelopment
Poor quality
of
learning
Poor quality
of
learning
Poor quality
of
learning
Poor quality
of
learning
Poor quality ofimplementation
Poor quality of
direction
Sources : Michael Beer, 2009
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The Effective And Resilient HCHP Organization
Top team that setsdirection, allocates
resource, andresolves conflicts
Top team that setsdirection, allocates
resource, andresolves conflicts
Leaders whoadvocate and
inquire
Leaders whoadvocate and
inquire
Clear and compellingstrategic and
organizational direction
Clear and compellingstrategic and
organizational direction
Honest verticalcommunication
Honest verticalcommunication
Effective coordinationacross functions and
business aroundstrategic tasks
Effective coordinationacross functions and
business aroundstrategic tasks
Large number ofmanagers capable of
leading cross-businessinitiatives
Large number ofmanagers capable of
leading cross-businessinitiatives
Organization
learning
Organization
learningOrganization
learning
Organization
learning
High-quality ofimplementation
High-quality ofdirection
Sources : Michael Beer, 2009
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Purpose:It defines the firm's 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.
What HCHP Leaders Will DoWhat HCHP Leaders Will Do
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Insight Insight ––
Strategic Human Capital Strategic Human Capital
ManagementManagement
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A Simple Human Capital Management ModelA Simple Human Capital Management Model
Human Capital
Inventory
Recruiting
Gap(Buy)
Individual
Capability Gap
(Build)
Proactive Recruiting
Strategy
(talent pool)
PMD
(IDP)
Co
mp
an
y P
urp
ose / V
alu
e P
rop
ositio
nC
om
petitiv
e A
dvan
tag
e
Culture => Selection, Policies, Assimilation, ER
Engagement => Communication, Coaching, ER
Business Strategy / Goals / Requirements
Corp. Human Capital Requirements
Pre
miu
m H
um
an
Ca
pita
l
Func./Division Human Capital Requirements
HCM Operations
• Placement
• Evaluation
• Training
• Development
• Talent Mgmt.
• Compensation
• Reward
• Benefit
• Change Mgmt.
• HR Accounting
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Thank youThank you
