培訓(xùn)安排：2016年10月27日 深圳
培訓(xùn)費(fèi)用：3500 元/位
培訓(xùn)對象：人力資源總裁、總監(jiān)，人才資源業(yè)務(wù)合作伙伴，人力資源部門總監(jiān)
課程信息：
當(dāng)企業(yè)家們告訴我們在他的中長期戰(zhàn)略中首要的問題是人的問題的時(shí)候，公司的人力資源部紛紛在尋求一個(gè)方法如何解決業(yè)務(wù)發(fā)展中需要多少人，什么人，差距在哪里，組織的人力模型是否有能力能支撐業(yè)務(wù)發(fā)展，以及如何平衡成本壓力，人才規(guī)劃如何服務(wù)于企業(yè)的戰(zhàn)略，企業(yè)的目標(biāo)？本課程帶你：
When entrepreneurs told us in his long-term strategy ,the first problem is the person ,the human resources department of the company have in seeking a method to solve the business development in the number of people needed, what people, the gap between different people, The model of human tissue whether can force to support the development of the business, and how to balance the cost pressure, talent planning how to service in the strategy of the enterprise, the enterprise target? This course will show you：
了解戰(zhàn)略人才規(guī)劃的趨勢、必然性
To understand necessity and strategy of talent planning trend
掌握戰(zhàn)略人才規(guī)劃的方法論和流程
Master the strategy of talent planning and process
用案例資料進(jìn)行戰(zhàn)略人才規(guī)劃的模型預(yù)測，制定長期規(guī)劃和短期計(jì)劃
Prediction of strategic talent planning by using case data model, making long-term planning and short-term planning
了解戰(zhàn)略人才規(guī)劃和人力資源戰(zhàn)略之關(guān)聯(lián)
Understanding the association between strategic human resources planning and Strategic Human Resources
培訓(xùn)大綱：
“區(qū)域成長戰(zhàn)略”是艾迪中國此戰(zhàn)略周期的關(guān)鍵產(chǎn)出之一，艾迪中國人力資源部應(yīng)對其區(qū)域成長戰(zhàn)略業(yè)務(wù)戰(zhàn)略而要做出相關(guān)的戰(zhàn)略人力資源規(guī)劃。
The regional growth strategy "is one of the key output of China Addie strategycycle, Chinese human resources department Addie making related strategic human resource planning.to the regional development strategy and business strategy
模塊一：戰(zhàn)略人才規(guī)劃的必然性
Module one: necessity of strategy of talent planning
為什么計(jì)劃老是趕不上變化？
Why planning cannot keep pace with changing ?
今天人力資源的挑戰(zhàn)在哪？
Today, where is the challenge of human resource?
什么是戰(zhàn)略人才規(guī)劃？
What is the strategy of talent planning?
模塊二：戰(zhàn)略人才規(guī)劃特質(zhì)
Module two: strategic planning personnel characteristics
戰(zhàn)略人才規(guī)劃的生命周期
The strategy of talent planning life cycle
戰(zhàn)略人才規(guī)則要解決的是什么
What is the strategy to solve the personnel rules
戰(zhàn)略人才規(guī)劃的方法論
The method of strategic planning of talent
戰(zhàn)略人才規(guī)劃的流程設(shè)計(jì)
The process design strategy of talent planning
戰(zhàn)略人才規(guī)劃與人力資源戰(zhàn)略的關(guān)聯(lián)性
Connection between the strategy of talent planning and human resources strategy
模塊三：戰(zhàn)略人才規(guī)劃的基礎(chǔ)
Module three: basic strategy of talent planning
我們可以預(yù)測未來人員增長嗎？
Can we predict the future growth?
解讀企業(yè)戰(zhàn)略
Interpretation of enterprise strategy
企業(yè)戰(zhàn)略中的人力資源挑戰(zhàn)在哪？
Where is the challenges of enterprise strategic human resources?
模塊四：跟隨艾迪中國戰(zhàn)略人才規(guī)劃項(xiàng)目小組去體驗(yàn)區(qū)域成長戰(zhàn)略的五年人才規(guī)劃的生成過程
Following Addie Chinese strategic talent planning project team to experience the regional growth strategy that process of generating five years of talent planning
設(shè)計(jì)適合你的人才預(yù)測模式
Design talent forecast model that suitable for you
1.成熟業(yè)務(wù)模式
Mature business model
2.新興業(yè)務(wù)模式
New business model
3.并購戰(zhàn)略對人才預(yù)測的挑戰(zhàn)
M & a strategy of talent prediction. Challenge4.建模
Build module
5.與業(yè)務(wù)部門尋求一致性
For consistency with the business department
戰(zhàn)略人才規(guī)劃與財(cái)務(wù)數(shù)據(jù)的緊密性
tightness of strategic talent planning and financial data
業(yè)務(wù)指標(biāo)在人才預(yù)測中的作用
The role of the business indicators in the prediction of talent
1.選擇最適合你企業(yè)的業(yè)務(wù)指標(biāo)
Choose the most suitable business index for your enterprise
2.建模
Build module
3.再反思
Rethink
生產(chǎn)率提高的悖論
The paradox of Increasing in productivity
1.人均產(chǎn)值的提高是我們一直的追求目標(biāo)？
The per capita GDP increase has been the pursuit of our goals?
2.有限的資源如何分配，平衡的藝術(shù)在哪？
How to allocate the limited resources, where is the balance of the art ?
組織架構(gòu)的人力模型探討
Exploring the human model of organizational structure
1.人力模型中的幾種錐形體
Several human cone model
2.成熟業(yè)務(wù)/新興業(yè)務(wù)的不同錐形體
Mature business / cone emerging business
關(guān)鍵崗位，核心人才的預(yù)測
Key positions, key personnel forecast
1.與慣常做法的相同與不同
The same and different with the usual practice
2.關(guān)鍵崗位，核心人才的預(yù)測方法
Key positions, key personnel prediction method
3.建模
Build module
4.讓業(yè)務(wù)部門參與進(jìn)來
Let the business department involved
勞動(dòng)成本的綜合考慮
Comprehensive consideration of the cost of labor
1.用工方式有哪些
What is the way of employment
2.人員成本是什么
What is the cost of personnel
3.附加成本，那些需考慮
The additional cost, those who need to consider
模塊五：戰(zhàn)略人才長期規(guī)劃和年度計(jì)劃的銜接
Module five: convergence of talent strategy and long-term planning and annual plans.
分享，艾迪中國區(qū)域成長戰(zhàn)略的人力資源的關(guān)鍵任務(wù)和落地計(jì)劃。
Share, Addie Chinese regional key task of human resources development strategy and plan landing
培訓(xùn)講師：白艷（Elaine Bai）
【職業(yè)經(jīng)歷】Job Experience
白艷女士有近18年的人力資源從業(yè)經(jīng)驗(yàn)。曾在中國不同的外資企業(yè)擔(dān)任HR區(qū)域領(lǐng)導(dǎo)職位，包括亞太區(qū)HRD，北亞區(qū)HRD，大中華區(qū)HRD，和中國區(qū)HRD。其任職的公司包括IBM（大中華區(qū)），埃森哲（中國），GE（中國），瑞理軟件（大中華區(qū)），迪堡（亞太區(qū)），3Com（中國）以及NBA（中國）。白艷女士現(xiàn)為獨(dú)立的HR咨詢師，其HR經(jīng)驗(yàn)包括HR戰(zhàn)略，HR變革管理，戰(zhàn)略人才規(guī)劃，人才管理，招聘管理，培訓(xùn)管理，多元文化，以及外籍人員管理。
MS Bai Yan has nearly 18 years of experience in human resources. Ever held the position of HR regional leadership positions in foreign-funded enterprises in China, including HRD in the Asia Pacific region, North Asia HRD, HRD in the Greater China region, and China HRD. The service of the company including IBM (China), Accenture (China), Ge (China), rational software (China), Diebold (Asia Pacific), 3Com (China) and NBA (China). Ms. Bai Yan is currently an independent HR consultant, her experience including HR strategy, HR change management strategy, talent planning, talent management, recruitment management, training management, multi culture, and foreign personnel management.
白艷擁有美國新澤西大學(xué)的工商管理學(xué)位，早年就讀北京大學(xué)法學(xué)院。她是中國人力資源100人創(chuàng)始會(huì)員，中國培訓(xùn)發(fā)展協(xié)會(huì)創(chuàng)始會(huì)員。外企人力資源協(xié)會(huì)培訓(xùn)師。她還經(jīng)常在相關(guān)人力資源會(huì)議上做專題演講。
MS Bai Yan has MBA from the University of New Jersey in American, He studied law school of Peking University early years. She is a founding member of China human resource(100 people), Chinese Training Development Association founding member. Foreign enterprise human resources training association. She also often make keynote speech at the related conference of human resources
【相關(guān)經(jīng)驗(yàn)】Related Experience
管理大型外資企業(yè)的大中華區(qū)HR共享服務(wù)中心。團(tuán)隊(duì)人數(shù)超過40人。主要工作包括建立/優(yōu)化流程，為內(nèi)部客戶提供優(yōu)質(zhì)服務(wù)。
管理大型外資企業(yè)大中華區(qū)超過60人的招聘團(tuán)隊(duì)。年招聘量近5000人。主要工作職責(zé)包括管理團(tuán)隊(duì)，招聘需求分解，招聘組織架構(gòu)搭建，招聘渠道設(shè)計(jì)與管理，面試官培訓(xùn)，人才市場調(diào)研，雇主品牌建設(shè)，招聘運(yùn)營管理，招聘系統(tǒng)建設(shè)，以及招聘審計(jì)檢查。
管理一家大型外資企業(yè)超過70人的培訓(xùn)和發(fā)展團(tuán)隊(duì)。為公司近3萬員工提供培訓(xùn)。每年的培訓(xùn)預(yù)算超過千萬美元。
參與大型外資企業(yè)的企業(yè)風(fēng)險(xiǎn)管理項(xiàng)目，領(lǐng)導(dǎo)HR模塊。在4個(gè)月的項(xiàng)目中，成功設(shè)別針對公司未來5年業(yè)務(wù)戰(zhàn)略方向上的HR挑戰(zhàn)，以及應(yīng)對方案和建議。為公司HR戰(zhàn)略提供的重要根據(jù)。
Management of large foreign enterprises in China HR share service center. The team have more than 40 people. The main work including the establishment / optimization process, providing quality services to internal customers.
Management of the recruitment team of large foreign enterprises which has more than 60 people in. In the recruitment of nearly 5000 people per year. Main responsibilities include team management and recruitment requirements decomposition and recruitment organization structures, recruitment channel design and management, interviewer training, talent market research, employer brand construction, recruitment management, recruitment system construction, and recruitment audit inspection.
Management of a large foreign enterprises training and development team which has more than 70 people. Provide training for the company nearly 30 thousand employees. The annual training budget has more than $10 million!
Participating in project risk management in large foreign enterprises, leading the HR module. In the 4 months of the project, success designing equipment for the next 5 years the company business strategy direction HR challenges, and solutions and suggestions. Providing important strategy of HR company as basis.
在不同的外資企業(yè)主持HR戰(zhàn)略設(shè)計(jì)。業(yè)務(wù)部門包括咨詢，研發(fā)中心，以及公司的印度分公司和越南分公司。
為大型外資IT企業(yè)設(shè)計(jì)規(guī)劃中國區(qū)戰(zhàn)略人才規(guī)劃以應(yīng)對其五年業(yè)務(wù)戰(zhàn)略。在所做的戰(zhàn)略人才規(guī)劃中，決定未來五年人員的增長趨勢和分布，設(shè)別關(guān)鍵崗位和關(guān)鍵人才，與HR內(nèi)部團(tuán)隊(duì)合作將人才培養(yǎng)，儲備，和繼任者計(jì)劃落地。
為一家大型外資公司設(shè)計(jì)和實(shí)施了在虛擬環(huán)境下針對新員工的入職培訓(xùn)項(xiàng)目。項(xiàng)目實(shí)施后受到員工的廣泛好評（新穎，有趣，有挑戰(zhàn)，自主學(xué)習(xí)，7x24小時(shí)，不影響工作）。項(xiàng)目還被公司選入作為其創(chuàng)新中心的案例。
以業(yè)務(wù)戰(zhàn)略咨詢家為一家大型外資公司的中小事業(yè)部做出其在華的5年業(yè)務(wù)戰(zhàn)略。
Host HR strategic design in different foreign enterprises. The business sector includes consulting, research and development center, as well as the company"s India branch and Vietnam branch.
Planning strategy to deal with the China talent planning five-year business strategy for the design of large foreign IT companies. In the strategy of talent planning ,deciding the growth trend and distribution of the next five years,set the key position and key personnel, cooperate with internal HR team and do training, reserve, and successor plan in practice
The virtual environment under the new staff training project for a large Foreign capital company and design. After the implementation of the project ,it has been widely praised by the staff (new, interesting, challenging, autonomous learning, 7x24 hours, does not affect the work). The project also was elected as its innovation center case.
The business strategy consulting for a large Foreign capital company and make the division in China 5 years of business strategy.
【報(bào)名咨詢】
聯(lián)系電話：010-62258232 62278113 13718601312 18610339408
聯(lián) 系 人：李先生 陳小姐
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