Looking for classic cases that can lead to the discussion of "how HR grows"

Top Ten Human Resource Management Cases

The competition for talents among enterprises is becoming more and more fierce. How to find outstanding talents as "seed players" from college students in advance? With the rapid expansion of enterprises, the number of new student employees is increasing at the rate of 1 0,000% every year. How to make them adapt to corporate culture quickly and walk steadily in the initial stage of their careers ... These are the most real human resource management dilemmas from the front line of enterprise management, and they are also typical management dilemmas faced by many enterprises. Think about these dilemmas and dilemmas, all kinds of attempts made by enterprises to break through them, and what they have done in this attempt.

The 2005 Global Human Resources Report released by IBM shows that the global human resources field is facing the following problems: the more mature the market is, the greater the challenge that human resources managers face, which mainly comes from "unable to maintain the flexibility of personnel elimination", "insufficient training plan for management" and "little evaluation of employee satisfaction"; Find the balance between internal training and external recruitment. There are advantages and disadvantages and risks in both internal training and external recruitment, but the ultimate goal is to reflect performance. 43% human resource managers think that "providing talents that enterprises need to recruit in time" is their main business goal; Insisting on the investment of human resources, sufficient promotion opportunities, systematic performance appraisal and taking into account the salary of work and life will all help to reduce the turnover rate and improve work efficiency.

These are the * * * characteristics that the global HR field is facing. How to break through the tight encirclement and solve these problems, apart from listening to different types of suggestions given by IBM experts, is to appreciate these wonderful HR management cases! The following * * * appreciate the top ten cases of "Best Human Capital Management Practices in 2005" released by the 5th Human Capital Forum. "When we didn't know the direction, the report gave us a forward-looking direction; When we know the direction, we want to know the operation of mature models in the industry. " A human resources manager said in an interview with reporters.

IBM: the place to train "generals"

Soldiers who don't want to be marshals are not good soldiers, but only an army that can help soldiers grow into marshals is a good army. IBM is such a place to train "generals" and "marshals". The enterprise's "Shinkansen of Talents" aims to build a reserve army of enterprise leaders in all directions. With the balanced development of IBM successors in quality and quantity, the life cycle of talents is endless, which has made IBM's eternal glory.

The development of IBM's reserve forces starts from two basic levels. One is to select 15%-20% top talents with outstanding performance and development potential from more than 4,000 employees in IBMChina. One is the leadership echelon, which determines the successors of key positions in the next 3-5 years through the "long bench successor plan" and formulates targeted training plans.

IBM Talent Shinkansen Plan is a single-point plan that transcends the implementation level, fully responds to the overall demand of enterprises for talents, and realizes the coherence of all aspects of talent development, from the life cycle planning, identification and attraction of talents to hiring, integration, training, encouragement and retention, and giving up those who fail.

"No matter what color you are when you enter IBM, you will eventually turn blue after training." This is the most widely circulated sentence within IBM.

But if you look closely, you will find that IBM people have different shades of blue. The higher the position, the deeper and purer the blue color, and the less the number, forming a regular hierarchical "pyramid". This tower structure creates a natural competitive mechanism. The longer the working hours, the better the employees and the company understand, and finally the career development of employees and the business development of the company become an interactive and optimized state.

IBM believes that employees should go up from the bottom of the tower, and its rigorous process can assign people of different depths to the most accurate position in the "palette".

From the height of talent strategy, IBM Talent Shinkansen has created a framework for the rapid development of talents through a large number of innovative practices. Deliver a steady stream of reserve forces for the sustainable development of enterprises. Improve the core competitiveness of enterprises.

Ericsson: Always Full of "Fresh Blood"

The changes from technology, market, service and management mode are all dynamic. In the face of ever-changing industries and fierce market competition, Ericsson ensures that the company will always be full of fresh blood through the practice of capacity management.

Support the core strategy of enterprises, comprehensively improve the ability level of enterprises and employees, have a positive impact on the value chain of enterprises, meet the needs of employees' own sustainable development, and improve employee satisfaction. Directly create value for the enterprise and become one of the product lines of the enterprise. In the first step of competency management, it is necessary for the company to establish its own competency model. When establishing a competency model, the composition and level of skills needed to complete job responsibilities are usually defined in detail according to the company's strategy, industry and competitive environment, which is used as the basis for personnel recruitment, development and assessment.

In filling the capacity gap, Ericsson has established a perfect internal training system, and the company makes learning plans according to the capacity gap of individuals or groups. For individual employees, choosing the training courses provided by Ericsson according to the gap can clearly realize the charging and their career promotion.

Establishing and ensuring an excellent training system can directly enhance the competitiveness of the company. The strategic goal of Ericsson's capability management is to have the required time, required fields and required capabilities.

Otis: "Investing" in the future of employees

As the largest elevator company in the world, Otis started campus recruitment in 2003. With the rapid growth of business in China, the number of newly recruited college students is increasing by 65,438+0,000% every year. In 2005 alone, more than 400 new college students were enrolled. In order to make these newcomers adapt to the company's business development as soon as possible, and at the same time make these college students walk more steadily in the initial stage of their careers, Otis has implemented a systematic new employee development training plan to comprehensively cultivate the skills and quality of recent graduates.

Otis' new employee training is divided into the following steps:

■ After entering the job, college students from all over the country will gather at the National Training Center of Tianjin Headquarters for a two-week induction training.

■ After on-the-job training, these high-spirited newcomers are transported to all branches and functional departments of the Group.

■ In order to give continuous encouragement and guidance to the newly graduated students in their daily work, the training center constantly transmits information on working methods and self-motivation and development to them through the monthly electronic training publication (e-magazine), helping them to steadily complete the role transformation from students to professional employees needed by the company.

■ Otis not only helps graduates adapt to the new environment and grow rapidly as soon as possible, but also closely tracks and evaluates their work skills and performance to ensure the training and retention of competent talents that meet the development needs of the company.

Otis believes that there are many reasons for employees to stay, and building employee loyalty is one of the important reasons. Therefore, companies must invest in employees, that is, invest in their future and help them realize their dreams. Otis can therefore attract the best employees, which is why Otis has more advantages in the market competition.

BenQ: Retaining the "Brain" of Employees

The core competitiveness of IT industry lies in the brains of knowledge workers. BenQ promotes the company's knowledge sharing atmosphere through corporate culture and informatization, and creatively uses three stages of knowledge management to make up for the tangible and intangible losses caused by employee turnover. Coupled with the learning atmosphere and sharing atmosphere that the company has formed, any new employee will immediately integrate into the company, create value and truly retain the work experience of employees. Through three stages in its own knowledge management system, BenQ Group makes knowledge management a part of corporate culture, so as to achieve the purpose of retaining employees' brains through knowledge management. The first stage: shaping the corporate culture learned in the competition. Since its establishment in 2000, one of the important missions of BenQ University has been to help enterprises shape better employee style and let employees integrate into the corporate culture atmosphere of BenQ more quickly. BenQ has always advocated learning in competition, which is very important for a fast-growing enterprise. The second stage: Make KM a habit. BenQ has always prided itself on having a strong information system to support and guarantee the training system of enterprise universities. Therefore, it is difficult to manage knowledge without information system. In addition, for the HR department that manages enterprise universities, with systematic guarantee, employees will get more statistical data so as to discuss training issues with various departments. In my usual work, I report to my boss, and the documents are uploaded to the company database through KM system, and then recommended to my boss by the system. My boss will also praise those employees who upload more information to encourage everyone to share their knowledge. . Each department has its own branch on the KM map. All the work documents, reports, templates and customer information of the former department are recorded here, and new employees can take over immediately. Problems and solutions encountered in the past will also be shared as experiences, providing reference for later generations. As time goes by, employees are used to sharing their new ideas and new knowledge in knowledge management. The third stage: separate management of human brain to create a learning atmosphere and make knowledge sharing a habit. For employees, the management of brain and brain can be separated, that is, every time an employee creates a value, he is required to share knowledge, which is equivalent to keeping his head, and then encouraging him to create more value and encourage him to continue learning. After the realization of this management goal, it can make up for the intangible losses caused by the loss of most employees and minimize such losses. Coupled with the learning atmosphere and sharing atmosphere that the company has formed, any new employee will immediately integrate into the company and create value.

L 'Oreal: Global Online Business Strategy Competition

An online business strategy competition, which started at 200 1, is the largest and only business strategy competition for global college students, attracting the active participation of many business schools and college students at home and abroad. The contest simulates the current situation of the international cosmetics market under the new economic environment, and combines the main elements of commercial competition, so that every college student who is eager to become a future entrepreneur and professional manager has the opportunity to use his professional knowledge and skills to manage and operate the enterprise in a virtual but almost realistic cyberspace, and make all-round strategic decisions on the research and development, budget, production, pricing, sales, brand positioning and advertising investment of the company's main products according to the competitive situation.

After years of development, this activity has become an important part of L 'Oré al Group's global recruitment strategy. In 2003, L 'Oré al interviewed 167 outstanding players through the competition, and finally 40 people were hired, of which 7 1% were men. In the past three years, nearly 70 outstanding players have joined L 'Oré al's companies all over the world through competitions. Up to now, 135 outstanding players from nearly 30 countries and regions have joined L 'Oré al's companies all over the world, among which 60 outstanding players have become new members of L 'Oré al Company last year alone.

TCL: International Training Guarantees the Supply of Talents

In 2004, TCL Group acquired the dual brands of Schneider and Schneider Electronics Co., Ltd., a bankrupt enterprise located in Turkheim. On June 5438+ 10, 2004, TCL and Thomson of France jointly established TTE joint venture company ... The implementation of TCL Group's overseas expansion strategy is restricted by talent bottleneck, and the implementation of internationalization strategy lacks the support of international management talents and technical talents. The management and operation modes under different cultural backgrounds need to adapt to each other, learn from each other and learn from each other's strengths. As a typical representative of the internationalization of enterprises in China, TCL has explored a set of training courses to train international managers, which effectively ensured the talent supply of TCL internationalization.

Haier: Turn managers into operators.

In order to get rid of the "big enterprise disease", Haier has achieved "SBU" management innovation, with 50,000 employees, 50,000 "SBU" and 50,000 "Little Haier". Everyone at Haier directly felt the pressure from the first-tier market. Turn everyone from the management object into the management subject, from the manager to the operator, and let everyone become the business owner of SBU, operating independently and taking responsibility.

In Haier SBU's strategic objectives, the Group has designed financial statements for each SBU-SBU profit and loss cash statement, which can provide daily input, resource occupation and final output information of everyone, and finally provide EVA (Economic Value Added) information of each basic business unit and business entity, thus realizing management and assessment, transforming the overall profit and management objectives of the Group into the objectives and work motivation of each specific SBU, and ensuring the ultimate realization of the Group's profit objectives. The table greatly mobilized the enthusiasm and initiative of all financial management and self-management, embodied the connotation of people-oriented management, and achieved remarkable results.

Lenovo: Never let high performers suffer.

Lenovo adopts a higher risk and high return assessment method for direct sales, emphasizes performance orientation, and "never lets high performers suffer", which greatly stimulates the enthusiasm of sales staff and liberates sales productivity. From April, 2004, Lenovo Group began to implement the performance-oriented sales incentive and performance appraisal reform plan.

The first stage: scheme design

A special project team consists of the heads of human resources department, planning department and various business departments. The assessment scheme designed by team members not only conforms to the common practice of the industry, but also takes into account Lenovo's own actual situation. The plan should be concise, easy for sales staff to understand and remember, and can fully and timely reflect the company's key sales strategies.

The second stage: the implementation and improvement of the plan.

After the scheme is formed, it will be piloted in some business departments with good management foundation and then extended to the whole group. All assessment indicators and sales targets need to be weighed and revised repeatedly, so that the final rate of return on salary can not only stimulate the enthusiasm of sales staff, but also ensure the internal fairness of the company's overall salary level.

The third stage: the stability and maintenance of the scheme.

After one year's operation and improvement, the whole sales assessment system has formed a relatively perfect and mature system, which is more about solidifying the content framework and process into daily operation. At present, the overall efficiency of the company's assessment management has been greatly improved. The previous quarterly sales assessment incentive plan was released in the first month of this quarter 15. At present, due to the solidification of the process and the content framework, the planned release time is also completed ahead of the original 15.

After the implementation of the new scheme in fiscal year 2004, it achieved good results, and the employee recognition rate reached 84%.

Vanke: Balanced Scorecard

Why is the Balanced Scorecard, praised by Harvard Business School as "the most influential strategic management tool in the past 80 years", not effective in many China enterprises? The first reason lies in the institutional basis of enterprises. BSC emphasizes internal and external balance, short-term interests and long-term interests balance, which is closely consistent with Vanke's corporate purpose and values. Vanke trained, discussed, analyzed business and improved management for two years, and introduced BSC theory into enterprises. This kind of exploration has really improved Vanke's management ability.

New Hope Group: Balanced Incentive Method

How can New Hope Division establish a set of incentive and restraint mechanism, which is both an investor and a manager, not only safeguarding the interests of investors and maintaining and increasing the value of assets, but also not excessively interfering with the daily operation of the Division, so as to maximize the subjective initiative of the management of the Division? How to consider the strategic development needs of the whole group, give full play to the scale advantage, and take into account the actual situation of each business unit, and unify the value trend of each business unit by using interest leverage under the strategic intention of the group?

The experience of New Hope is that under the guidance of the balanced scorecard, a set of incentive scheme combining annual reward with assessment has been redesigned.

I hope this helps.