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<table border="0" cellpadding="3" cellspacing="1" width="100%" class="forumline"> <tr> <th class="thCornerL" width="22%">Autor</th> <th class="thCornerR">Wiadomość</th> </tr> <tr> <td width="22%" align="left" valign="top" class="row1"><span class="name"><a name=""></a><b>px477801</b></span></td> <td class="row1" valign="top"><table width="100%" border="0" cellspacing="0" cellpadding="0"> <tr> <td width="100%"><img src="http://picsrv.fora.pl/Elveron/images/icon_minipost.gif" width="12" height="9" alt="Post" title="Post" border="0" /><span class="postdetails">Wysłany: Pon 22:08, 11 Kwi 2011<span class="gen"> </span> Temat postu: Strategic human resource planning _3385</span></td> </tr> <tr> <td colspan="2"><hr /></td> </tr> <tr> <td colspan="2"><span class="postbody">Strategic Human Resource Planning <br /> <br /> <br /> <br /> (This article to From: vPro management online) <span style="color: #ffffff"> | / darticle3/list.asp? id = 141991 | 15 </span> <br /> ◆ Human resource management must master the 20 data <br /> ◆ How Charts and data analysis of the rationality of the human resource structure <br /> ◆ How to write a human resources general manager of the annual summary (presentation case) <br /> second part of the annual planning of human resource management practices <br /> 1.0 Annual Planning Considerations <br /> ◆ general manager of the year there is no business planning, HR planning <br /> ◆ How to do well in human resources planning must access what data and information <br /> ◆ How to obtain the necessary business through normal channels of information <br /> ◆ annual planning how to avoid Human resource planning is not empty and operational HR planning <br /> ◆ How to improve the role of HR departments and managers <br /> 2.0 Organization System Planning <br /> ◆ quantitative assessment of how the organizational structure of the previous year, the reasonableness of <br /> ◆ flat, matrix architecture design and efficient operation (Case Study) <br /> ◆ how to explore the functions of departments overlap, disconnect and re-adjust <br /> ◆ how to establish annual performance standards for human resource management (send sample form) <br /> ◆ How to budget for labor costs (labor costs to send the standard list) <br /> 3.0 Manpower Allocation Planning <br /> ◆ quantitative analysis of how the rationality of the personnel structure (Case Study) <br /> ◆ How to determine the total number of staff and business benefits ratio between the <br /> ◆ How to set up and solve the one-person posts multiple roles phenomenon <br /> ◆ How to do back-office staffing (line departments with solutions) <br /> ◆ how to solve the old staff and new employees , degree type and experience-based staff, the contradiction between local and foreign employees <br /> ◆ how to develop practical job rotation scheme <br /> 4.0 <br /> ◆ human supplementary planning how to make what must the external positions, positions which the internal culture of long-term planning must be <br /> ◆ How-trained people within the reserve from the grass roots start <br /> ◆ competition within the supply analysis and operating practices <br /> ◆ Human Resources on how to become internal 5.0 Education and Training Planning <br /> ◆ training needs analysis training plans <br /> <br /> ◆ Part III focus of HR work plan <br /> 1.0 annual pay adjustment <br /> ◆ How to determine the annual benefits and payroll business adjustment <br /> ◆ how to coordinate the salary structure, the total adjusted salaries of employees <br /> 2.0 Performance Assessment (large consulting case demonstrates) <br /> ◆ There is no performance appraisal? How to import performance system? <br /> ◆ adjusted annual performance targets and performance reports will be <br /> 3.0 Human Resources Annual Plan Gantt Chart (Free sample form) <br /> 4.0 Work to improve the measures and implementation schedule (send sample form) <br /> 【Target Audience】: [/b] <br /> enterprise senior management, human resources director managers, and more than three years experience in human resources management training objectives are <br /> <span style="font-weight: bold"> 【】: </span> <br /> ◆ how to make human resources planning and corporate strategic planning support? <br /> ◆ how to businesses near, medium and long-term goal to establish the appropriate organizational structure and departmental functions? <br /> ◆ how to diagnose human resources management, and seek to improve the strategy? <br /> ◆ How to personnel adjustments, replacement policy, the implementation of <br /> well-known human resources management (Note: The price and time and place of commencement of the training channel programs to display pages prevail.) (2200 yuan / day / person (including materials, invoices, lunch, etc.)) <br /> <span style="font-weight: bold"> information】 【Lecturer: </span> <br /> <span style="font-weight: bold"> Hu AUGUST </span> ● served: Matsushita Electric Director of Personnel; DuPont's director of human resources <br /> ● Beijing University, Zhongshan University, Jinan University, South China University EMBA Guest instructors <br /> ● decision-making Genghis as Boming Dayton Principal Consultant has successfully presided over the Bayi Hu, guiding more than 300 human resource management consulting projects. Cornell Consulting Group clients include Beijing, Guangzhou Mechanical Engineering Research Institute, Hisense Electric, Hunan Economic TV, shares of Fujian Long Island, Fujian, seven wolves,<a href="http://www.mbtschuhepreise.org" target="_blank" class="postlink">MBT schuhe preise</a>, and the Group. <br /> ● Dr. Hu Bayi has successfully taught human resources management related topics of more than 500 matches. Training clients include Siemens, the U.S. share, the Shenzhen Huawei Technologies, Mitsubishi Heavy Industries, Panasonic Manpower, Hitachi Elevator, China Vanke, Pepsi, China Telecom, TCL Group, more than 2,000 companies.</span></td> </tr> </table></td> </tr> <tr> <td colspan="2" height="1" class="spaceRow"><img src="http://picsrv.fora.pl/Elveron/images/spacer.gif" alt="" width="1" height="1" /></td> </tr> </table>
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