通過人改進(jìn)經(jīng)營(yíng)結(jié)果東大軟件集團(tuán)有限公司(ppt)
Improve Business Results Through People 通過人改進(jìn)經(jīng)營(yíng)結(jié)果

NEUSOFT Corporation 東大軟件集團(tuán)有限公司
March 2001 二OO一年三月
About this Material 關(guān)于這份材料
In response to “Neusoft” invitation, Hewitt provide in this material our suggested project approach to help Neusoft build up the world-wide standard human resource management system, which will be especially focused on the job design/evaluation, compensation design and performance management. This documentation demonstrates how we will proceed this project. We also emphasize our understandings upon your needs, our methodologies for the fulfillment and some detailed issues during the co-operation between Neusoft and Hewitt.
我們接受了東大軟件集團(tuán)有限公司(東大)的委托，為貴公司提供一份關(guān)于翰威特公司將如何幫助制定一個(gè)世界標(biāo)準(zhǔn)的人力資源管理系統(tǒng)，尤其是東大特別關(guān)注的工作設(shè)計(jì)/評(píng)估，薪酬激勵(lì)及績(jī)效管理系統(tǒng)的設(shè)計(jì)方案。本文本中所包括的信息說明了我們將如何進(jìn)行這個(gè)項(xiàng)目。我們特別指出了我們對(duì)貴公司需求的理解、完成這個(gè)項(xiàng)目的方法過程以及翰威特公司與東大合作的許多細(xì)節(jié)問題。
The suggested project approach adopts some successful ideas and procedures which have been proved in other human resource consulting projects. We acknowledge that you will have some modifications based on our suggestions to ensure the success of this project. We look forward to getting your input. 這個(gè)建議的過程采納了一些其他人力資源發(fā)展項(xiàng)目中運(yùn)行較好的步驟。我們認(rèn)識(shí)到為了保證項(xiàng)目的成功運(yùn)作你們可能會(huì)對(duì)我們所提出的設(shè)計(jì)方案做出相應(yīng)的改動(dòng)。我們隨時(shí)歡迎貴公司的指導(dǎo)，并希望貴方提出你們的想法以改進(jìn)我們的建議方案。
Contents 內(nèi)容
About Hewitt Associates 關(guān)于翰威特公司
Our Understanding of Your Situation 對(duì)貴公司情況的理解
Linking HR Issues to Business 人力資源問題與公司業(yè)務(wù)相結(jié)合
Considering Factors in Design and Implementation設(shè)計(jì)和實(shí)施所要考慮的因素
Our Suggested Approach 我們的設(shè)計(jì)方案
Our Consulting Team 我們的咨詢團(tuán)隊(duì)
Our Experience in Telecom Industry in Asia Pacific我們?cè)趤喬珔^(qū)電信業(yè)上的經(jīng)驗(yàn)
Fee and Timing 費(fèi)用與時(shí)間結(jié)構(gòu)
Hewitt Associates LLC 翰威特咨詢公司
Hewitt Associates 翰威特公司
Global management consulting firm specializing in people solutions to business issues 專長(zhǎng)于從人員管理入手解決商業(yè)經(jīng)營(yíng)問題的全球性管理咨詢公司
Largest human resources consulting firm in the U.S.A 為美國(guó)最大的人力資源咨詢公司
12,000 Associates world-wide 全球 12,000 名員工
75% of Fortune 500 are Hewitt clients 財(cái)富500強(qiáng)中75%的公司為翰威特公司的客戶
Over 1.28 billion USD in revenue in FY 2000 2000年度銷售收入達(dá)12.8億美金
81 offices in 37 countries 在37個(gè)國(guó)家建立了81個(gè)辦事處
19 offices in Asia Pacific 在亞洲建立了19個(gè)辦事機(jī)構(gòu)
Hewitt in China (Con’t) 翰威特公司(續(xù))
Largest and most experienced workforce consulting firm in China 中國(guó)規(guī)模最大并且經(jīng)驗(yàn)最豐富的人力資源咨詢公司
3 offices in Shanghai, Beijing, and Hong Kong with nearly 100 Associates 在上海、北京、和香港辦事處擁有近100名員工
6 years of client experience in China 六年在華咨詢經(jīng)驗(yàn)
800+ clients in China 在中國(guó)已擁有800多家跨國(guó)客戶公司的客戶基礎(chǔ)
Multi-cultural, multi-lingual, multi-talented staff 跨文化、多種語言能力、多方面經(jīng)驗(yàn)技能的咨詢隊(duì)伍
One-firm firm 全球一體化的組織結(jié)構(gòu)
Our Consulting Experience 我們的咨詢經(jīng)驗(yàn)
Largest and most experienced restructure, compensation and performance management consulting practice in China 中國(guó)最大、最有經(jīng)驗(yàn)的重組，薪酬及績(jī)效管理咨詢隊(duì)伍
40 full-time consultants 40 名全職咨詢顧問
Most experience in program design 在項(xiàng)目設(shè)計(jì)方面擁有豐富的經(jīng)驗(yàn)
Organizational change, Salary structure, job evaluation, pay delivery ... 機(jī)構(gòu)重組，工資結(jié)構(gòu)、職位評(píng)估、工資發(fā)放...
Experience with SOEs, JVs, Rep Offices, WOFEs, Private Chinese companies 與國(guó)營(yíng)企業(yè)、合資企業(yè)、外商代表處、獨(dú)資企業(yè)及中國(guó)的私營(yíng)公司均有合作經(jīng)驗(yàn)
Working relationship with MOF and CSRC 與財(cái)政部和證監(jiān)會(huì)的良好合作關(guān)系
How to Help Our China Clients(current project) 翰威特如何幫助在華的客戶企業(yè)(近期項(xiàng)目)

Our Experience in Telecom Industry in Asia Pacific
翰威特在亞太地區(qū)電信業(yè)的服務(wù)經(jīng)驗(yàn)
Our Clients in Telecom Industry and Information Industry (翰威特在電信及信息行業(yè)的客戶)
Linking People Strategy to Business Strategy 將人力資源戰(zhàn)略與企業(yè)經(jīng)營(yíng)戰(zhàn)略相聯(lián)系
Success in workforce planning requires HR to: 成功的進(jìn)行員工隊(duì)伍戰(zhàn)略部署計(jì)劃需要人力資源部門來：
Understand outcomes desired by business 了解企業(yè)經(jīng)營(yíng)的預(yù)期成果
Understand business strategies for obtaining outcomes 了解獲得這些成果所要采取的經(jīng)營(yíng)策略
Define best organization structure to support business strategy 設(shè)計(jì)最佳組織結(jié)構(gòu)來支持經(jīng)營(yíng)戰(zhàn)略
Define people requirements needed to achieve business strategy 確定完成企業(yè)經(jīng)營(yíng)策略所需的員工素質(zhì)能力要求
Develop strategies for delivering people requirements 制定將員工能力付諸于實(shí)踐的策略
Develop techniques for monitoring progress toward goals 發(fā)展對(duì)于達(dá)到目標(biāo)的進(jìn)程進(jìn)行監(jiān)控的技能
Align Organization to Business Strategy 組織與經(jīng)營(yíng)策略相統(tǒng)一
Our Understanding of Your Situation 我們對(duì)貴公司的理解
Our Understanding of Your Situation 我們對(duì)貴公司情況的理解
Number of employees: Over2700 員工人數(shù): 2700余人
Registed Capital:0.56billion RMB
注冊(cè)資本：5.6億元
Main line of business:
經(jīng)營(yíng)范圍:
Products or services: Application software and solutions 產(chǎn)品或服務(wù): 應(yīng)用軟件的供應(yīng)商和解決方案的提供者
Operation location: Shenyang & Dalian 主要營(yíng)業(yè)地: 沈陽和大連

Business and HR Issues 企業(yè)經(jīng)營(yíng)及人力資源狀況
Company is experiencing increasing competition for talent and market share
面臨日趨激烈的人才及市場(chǎng)份額的競(jìng)爭(zhēng)
Current human resources systems do not support the firm’s need to be more competitive in the market and the war of talents 現(xiàn)有人力資源體制不能有效支持企業(yè)提高人才及市場(chǎng)競(jìng)爭(zhēng)力的要求
Need to address the efficiency, competitiveness, and longevity of current organization structure 需要提高現(xiàn)有組織結(jié)構(gòu)的效率、市場(chǎng)競(jìng)爭(zhēng)力以及有效壽命
WTO will have an impact on your competitive situation 中國(guó)入世對(duì)你們的競(jìng)爭(zhēng)地位將產(chǎn)生影響
Need to develop an effective compensation and performance management program that: 著手制定有效的薪酬激勵(lì)和績(jī)效管理計(jì)劃，此計(jì)劃將：
Is in alignment with business needs and results 與企業(yè)經(jīng)營(yíng)績(jī)效相互協(xié)調(diào)
Helps attract, retain and motivate employees, especially for management staffs 幫助吸引，留用和激勵(lì)員工,尤其針對(duì)管理層
Rewards competency and/or contribution 獎(jiǎng)勵(lì)員工能力和/或貢獻(xiàn)
Our Response to Your Needs 我們對(duì)貴公司需要的反應(yīng)
The remainder of this document presents Hewitt‘s initial suggestions regarding how we might partner with Neusoft to resolve the issues at hand.Our suggested approach is in three main phases: 這份文件的以后部分呈現(xiàn)了翰威特公司的初步建議，有關(guān)為了解決相關(guān)問題我們將如何與東大進(jìn)行合作。我們的建議方案包括以下三個(gè)主要階段：
Phase 1 - Executive Interviews 階段1-高級(jí)經(jīng)理面談
Phase 2 - Assesment of Current HR Practices, Presentation to Management 階段2-現(xiàn)有人力資源方案評(píng)估，并向管理層人員演講介紹
Phase 3 - Re-design Compensation Structure, Long term Incentive Plan and Performance Management System 階段3-重新設(shè)計(jì)薪酬結(jié)構(gòu)、長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃以及績(jī)效管理體系

Our Response to Your Needs 我們對(duì)貴公司需要的反應(yīng)

Because we understand from our meeting that development of a competency frame-work might also be valuable to Neusoft, we have included some suggestions on competencies and training in the appendix. Indeed, Hewitt advocates a holistic approach to all workforce programs rather than a piecemeal approach. This approach is particularly relevant when considering both your short and long-term business strategy. We believe that competencies can form the basis for all the key elements of your workforce programs.
通過會(huì)議，我們了解到核心能力結(jié)構(gòu)的設(shè)計(jì)以及管理培訓(xùn)也將對(duì)東大有一定的價(jià)值。因此我們?cè)诟戒浿幸舶擞嘘P(guān)這兩方面的建議。實(shí)際上，翰威特更主張?zhí)峁┮徽兹娴娜肆Y源方案，對(duì)公司的長(zhǎng)遠(yuǎn)發(fā)展更為相關(guān)。核心能力是形成人力資源方案所有關(guān)健要素的基礎(chǔ)。
Overview of the Project Phases 項(xiàng)目階段概覽
Phase 1 - Executive Interviews 第一階段：高層經(jīng)理面談

We will meet with key executives to understand company goals and strategy and the overall business needs 我們將與關(guān)鍵的高層經(jīng)理進(jìn)行面談，以了解公司目標(biāo)、策略及總體經(jīng)營(yíng)需求
Interviews will be based on a pre-agreed questionnaire and will be designed to last approximately 2 hours each. 我們將根據(jù)雙方預(yù)先確定的問卷來進(jìn)行面談，每個(gè)面談將持續(xù)兩小時(shí)左右
We had agreed that we would meet with the following individuals 根據(jù)雙方所達(dá)成的共識(shí)，我們將與下述人員進(jìn)行面談：
Chairman, CEO, CFO, Senior Vice President, Secretary to the Board, GM, and the Director of Human Resources 董事長(zhǎng)、首席執(zhí)行官、首席財(cái)政官、高級(jí)副總裁、董事會(huì)秘書、總經(jīng)理及人力資源總監(jiān)





Phase 1 - Executive Interviews 第一階段：高層經(jīng)理面談
During the interviews, we will clarify several important questions that provide a context for the long term incentive plan and the compensation system, including: 在面談過程中，我們將明確與長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃及薪酬系統(tǒng)相關(guān)的諸多重要問題，其中包括：
How should the long term incentive plan fit with the rest of the total compensation package? Should fit vary by position in the company? 長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃應(yīng)如何與其它全面薪酬計(jì)劃相匹配？匹配方式是否應(yīng)根據(jù)職位而有所不同？
What messages need to be delivered through the long term incentive plan? Which performance measure(s) should be incorporated in the program design? Should payout be structured based on performance range(s)? 需要通過長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃傳達(dá)什么信息？計(jì)劃設(shè)計(jì)過程中應(yīng)融入哪些績(jī)效標(biāo)準(zhǔn)？是否應(yīng)根據(jù)績(jī)效幅度來確定費(fèi)用結(jié)構(gòu)？
How will the company fund the program? 公司如何籌措計(jì)劃基金？
What should be the proper mix of base pay, short-term incentive, long-term incentive, and benefits in the compensation plan? 在薪酬計(jì)劃中，基本工資、短期獎(jiǎng)勵(lì)、長(zhǎng)期獎(jiǎng)勵(lì)和福利應(yīng)各占多少比例？

Phase 1 - Executive Interviews 第一階段：高層經(jīng)理面談
Your answers to these questions will generate a context within which Hewitt Associates can guide Neusoft in the identification of long term incentive plan provisions, including: 翰威特咨詢公司將根據(jù)您所提供的答案來引導(dǎo)東大確定基本的長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃條款，其中包括：
Eligibility—how will plan coverage be determined and administered? 享受資格：如何確定和管理計(jì)劃的適用范圍？
Award sizes and target opportunities—how will award levels be defined? 授予數(shù)額與目標(biāo)機(jī)遇：如何確定授予級(jí)別？
Award frequency—how often will awards be issued? 授予周期：授予周期為多長(zhǎng)時(shí)間？
Vesting or exercise restrictions—what will be the nature of time- or performance-related vesting restrictions? 兌現(xiàn)或承兌限制：與時(shí)間或績(jī)效相關(guān)的兌現(xiàn)限制措施的實(shí)質(zhì)是什么？
Termination provisions—what will happen at death, disability, retirement, etc.? 終結(jié)條款：計(jì)劃享受者死亡、殘疾、退休時(shí)應(yīng)如何加以處理？
The right total compensation mix between base pay, short and long-term incentive, and benefits 全面薪酬計(jì)劃中，基本工資、短期獎(jiǎng)勵(lì)、長(zhǎng)期獎(jiǎng)勵(lì)與福利的合理比例。
Phase 1 - Executive Interviews 第一階段：高層經(jīng)理面談
Key Outcomes: 關(guān)鍵結(jié)果：
At the end of this phase, we will have gathered inputs from various key executives on the business strategy, and the goals and expectations for the long term incentive plan and compensation program 該階段結(jié)束時(shí)，我們將收集到各位關(guān)鍵高層經(jīng)理有關(guān)經(jīng)營(yíng)策略方面的意見與建議， 以及對(duì)長(zhǎng)期獎(jiǎng)勵(lì)與薪酬計(jì)劃的目標(biāo)與期望

We also will have clarified the objectives and potential key design features of the program
我們還將明確該計(jì)劃的總體目標(biāo)及潛在的關(guān)鍵設(shè)計(jì)要素

Phase 1 - Executive Interviews Focus Group (Optional) 第一階段：核心小組(備選)
You may also choose to have us conduct focus group meetings with key groups of employees 您還可以選擇由翰威特咨詢公司與關(guān)鍵的員工小組來進(jìn)行核心小組面談
During these focus group discussions we would assess the employees’ views on: 在核心小組面談中，我們將評(píng)估下述內(nèi)容：
How satisfied employees are with Neusoft’s compensation system 員工對(duì)東大薪酬系統(tǒng)的滿意度
Their understanding of the various components of pay (I.e. base bay, incentives, bonus, benefits, etc.) 員工對(duì)各種薪酬要素的理解情況(即：基本工資、獎(jiǎng)勵(lì)、獎(jiǎng)金、福利等)
Their views on how competitive Neusoft is in terms of total compensation 員工對(duì)東大全面薪酬系統(tǒng)競(jìng)爭(zhēng)力的看法
Their overall satisfaction about the employment relationship a Neusoft 員工對(duì)東大聘用關(guān)系的總體滿意度
Their overall view of the various HR systems and management in general 員工對(duì)各種人力資源系統(tǒng)與一般管理的總體看法
Their understanding of the company’s business goals and their contributions to those goals員工對(duì)公司經(jīng)營(yíng)目標(biāo)以及他們?cè)趯?shí)現(xiàn)這些目標(biāo)的過程中所發(fā)揮的作用的理解情況






Phase 1 - Executive Interviews Focus Group (Optional) 第一階段：核心小組(備選)
Key Outcomes: 關(guān)鍵結(jié)果：
At the end of this phase, we will have gathered inputs from employees on the business goals and their views on all HR systems including total compensation 該階段結(jié)束時(shí)，我們將收集到員工們對(duì)于經(jīng)營(yíng)目標(biāo)的建議，以及他們對(duì)包括全面薪酬在內(nèi)的所有人力資源系統(tǒng)的看法

We will use this information to help us design programs that both meet the needs of top management and employees.
我們將根據(jù)該信息來設(shè)計(jì)相關(guān)計(jì)劃，使之既滿足高層管理人員的需求，也滿足員工們的需求



Phase 2A - Assessment of Current HR Practices 第二階段A：現(xiàn)有人力資源方案評(píng)估
In this Phase, Hewitt Associates will review all of Neusoft’s materials and procedures regarding Human Resources with a specific focus on Compensation and Performance Management 在該階段中，翰威特咨詢公司將審核所有的東大人力資源材料與規(guī)程，尤其是薪酬與績(jī)效管理方面的內(nèi)容
Hewitt will give Neusoft a list of materials it would like to study 翰威特將為東大提供一系列分析材料
Once we have collected all materials we will review them and assess your systems against Hewitt’s database of best practices. We will: 收集到所有材料之后，我們將對(duì)其加以審核并對(duì)照翰威特最佳方案數(shù)據(jù)庫來評(píng)估貴公司的系統(tǒng)。我們將：
Review all technical aspects of your systems and determine where there are gaps and areas for improvement 審核東大系統(tǒng)中所有的技術(shù)要素，并確定其中的差距與不足之處
Assess the link between your human resource practices and your stated business results 評(píng)估東大人力資源方案與您所陳述的經(jīng)營(yíng)結(jié)果之間的關(guān)聯(lián)性
Determine if the link is strong or not 確定這一關(guān)聯(lián)性是否緊密
Begin outlining how to improve the system 開始規(guī)劃如何改進(jìn)該系統(tǒng)








Phase 2A - Assessment of Current HR Practices 第二階段A：現(xiàn)有人力資源方案評(píng)估
Key Outcomes: 關(guān)鍵結(jié)果：
At the end of this Phase, Hewitt will have a thorough understanding of Neusoft’s HR practices specifically related to Performance Management and Compensation 該階段結(jié)束時(shí)，翰威特咨詢公司將充分理解東大的人力資源方案，尤其是那些與績(jī)效管理和薪酬密切相關(guān)的方案

This information will be used to draft a report to Neusoft outlining key areas for improvement and proposals for next steps
我們將根據(jù)該信息草擬一份報(bào)告，以便向東大概述關(guān)鍵的改進(jìn)之處及后續(xù)步驟提案


Phase 2B - Assessment of Current HR Practices Presentation to Management第二階段B：現(xiàn)有人力資源方案評(píng)估向管理層進(jìn)行演講介紹
Once Hewitt has gathered all the information from the executive interviews, focus group (if applicable), and assessment of human resource practices we will make a half-day presentation to management 翰威特咨詢公司在從高層經(jīng)理面談、核心小組(備選)面談及人力資源方案評(píng)估中收集到所有信息之后，我們將向東大管理層進(jìn)行一次為期半天的演講介紹。
The presentation will outline: 演講中將概述下列內(nèi)容：
Our understanding of the business strategy as outlined by the key executives 我們對(duì)于東大高層經(jīng)理所概述的經(jīng)營(yíng)策略的理解
How the business strategy fits in with the total compensation plan 該經(jīng)營(yíng)策略與全面薪酬計(jì)劃的匹配情況
Key areas of agreement amongst the top management for the direction of the long term incentive plan 高層管理人員對(duì)長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃所達(dá)成的關(guān)鍵共識(shí)
The message Executives want to send through the implementation of the long term incentive plan 高層經(jīng)理希望通過實(shí)施長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃所傳達(dá)的信息內(nèi)容
Any related information on the direction of the company and the alignment of the its Human resource systems 任何與公司方向及人力資源系統(tǒng)調(diào)整相關(guān)的信息





Phase 2B - Assessment of Current HR Practices Presentation to Management 第二階段B：現(xiàn)有人力資源方案評(píng)估向管理層進(jìn)行演講介紹
The presentation will also outline: 演講中還將概述下列內(nèi)容：
Our findings from the audit of the human resource practices 人力資源方案的主要審核結(jié)果
How the Neusoft practices compare with best practices in China 東大方案與在華最佳方案的對(duì)比情況
Our suggestions for modifications and improvement including: 我們的修改與改進(jìn)建議包括：
Various options along with advantages and disadvantages of each option 各種方案及其優(yōu)、缺點(diǎn)
Our recommendations on solutions best adapted to Neusoft’s situation 我們所建議的最適用于東大現(xiàn)狀的解決方案
A comprehensive proposal on how to design and implement our recommendations 有關(guān)如何設(shè)計(jì)和實(shí)施翰威特提案的一個(gè)綜合性計(jì)劃

Phase 2B - Assessment of Current HR Practices Presentation to Management 第二階段B：現(xiàn)有人力資源方案評(píng)估向管理層進(jìn)行演講介紹

Key Outcomes: 關(guān)鍵結(jié)果：
At the end of this presentation, Neusoft will have a comprehensive understanding of the direction and desire results for designing and implementing long term incentive plan 演講結(jié)束時(shí)，東大將對(duì)設(shè)計(jì)和實(shí)施長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃的方向和預(yù)期結(jié)果獲得一個(gè)全面的理解
Neusoft will also have a comprehensive review of its total remuneration and performance management system along with recommendations for improvement 東大在獲得改進(jìn)建議的同時(shí)，還將獲得對(duì)其全面薪酬與績(jī)效管理系統(tǒng)的全面審視
Neusoft will have a comprehensive proposal on how Hewitt would address its desire to modify or re-do the compensation and performance management systems
東大將獲得一份綜合性的提案，其內(nèi)容是關(guān)于翰威特公司將如何在修改或重新制定薪酬與績(jī)效管理系統(tǒng)方面滿足貴公司的需求





Phase 3A：Re - Design of Compensation Structure/Long-Term Incentive Plans 階段三A：重新設(shè)計(jì)薪酬結(jié)構(gòu)和長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃
Job Documentation 職位文檔
Definition and Purposes 定義和目的
Is a process of defining and describing: 是一個(gè)定義和描述的過程:
Job duties/responsibilities 工作責(zé)任/職責(zé)
Job characteristics 工作性質(zhì)
Other requirements of jobs 其他的工作要求
Typical purposes of job documentation include: 職位文檔的典型目的包括:
Process Overview 程序概覽
Process Steps 程序步驟
Step 1: Defining the purposes of job documentation 步驟1: 確定職位文檔的目的
The project team will meet to: 項(xiàng)目小組將會(huì)面:
Discuss how Neusoft will use job documentation 討論東大軟件集團(tuán)有限公司將如何使用職位文檔
Present how various purposes can impact on the design of the template 演示不同的目的將會(huì)如何影響模式的設(shè)計(jì)
Agree on high level principles of the development of a job description template 在設(shè)計(jì)職位描述模式時(shí)所涉及的高層次的原理上達(dá)成一致
Process Steps 程序步驟
Identify the most appropriate approach (e.g., job interview, questionnaire) to gathering job related information 確定最恰當(dāng)?shù)姆椒?例如職位訪談和問卷形式)，從而收集所有與職位相關(guān)的信息
Outcome: The purposes of job documentation is identified, which will guide the design of the job description template; the project team agrees how to gather updated and accurate job related information 結(jié)果：職位文檔的目的最終確認(rèn)，并將指導(dǎo)職位描述模式的設(shè)計(jì)；項(xiàng)目小組在如何收集與職位相關(guān)的最新的并準(zhǔn)確的信息上達(dá)成一致。

Process Steps (Con’t) 程序步驟(續(xù))
Step 2: Design job description template and information gathering tool 步驟2: 設(shè)計(jì)職位描述模式以及信息收集工具
Hewitt will will design the template off-site 翰威特將為公司設(shè)計(jì)模式
The template should support Neusoft ’s purposes of establishing job documentation 這一模式應(yīng)支持東大軟件集團(tuán)有限公司建立職位文檔的目的
The template may consists of: 這一模式可能由以下幾部分組成
Job purpose, primary duties and responsibilities. reporting relationship, internal & external customers, job requirement (e.g., education, experience), approval process 工作目的、主要的責(zé)任和職責(zé)、與上級(jí)的匯報(bào)關(guān)系、內(nèi)部和外部的客戶、工作要求(例如教育背景和相關(guān)經(jīng)驗(yàn))以及批準(zhǔn)認(rèn)同的程序。
Process Steps (Con’t) 程序步驟(續(xù))
Hewitt will design appropriate tools (e.g., interview guide, questionnaire) to prepare for information gathering 翰威特將設(shè)計(jì)恰當(dāng)?shù)墓ぞ?例如面談指導(dǎo)和問卷)，從而為信息收集做準(zhǔn)備
The project team will meet to finalize the template and information gathering tools 項(xiàng)目小組將會(huì)面并且最終確定模式和信息收集的工具
Outcome: Neusoft will have a useful job description template that serves its purposes; and an effective tool is available to gather updated and accurate job related information 結(jié)果: 東大軟件集團(tuán)有限公司將擁有能為目的服務(wù)的有效的職位描述模式，并且具備有效的工具去收集最新的且準(zhǔn)確的與職相關(guān)的信息

Process Steps (Con’t) 程序步驟(續(xù))
Step 3: Job Documentation Training 步驟3: 職位文檔培訓(xùn)
Hewitt will prepare training materials off-site; the material will focus on: 翰威特將準(zhǔn)備培訓(xùn)材料，這些材料將注重于：
Introduction of the template and the information gathering tool 有關(guān)模式及信息收集工具的介紹
How to gathering information and documenting jobs once the information is received 一旦接收到信息，將如何進(jìn)行信息收集及職位文本化工作


Process Steps (Con’t) 程序步驟(續(xù))
The project team will meet to finalize the training material 項(xiàng)目小組將會(huì)面并最終確定培訓(xùn)材料
Neusof will make all necessary logistics arrangement for the training東大軟件集團(tuán)有限公司將為培訓(xùn)做好所有必要的安排
Usually, managers/supervisors are responsible for documenting their subordinates’ jobs; therefore, they are required to attend the training 通常情況下，經(jīng)理或主管負(fù)責(zé)將他們下屬的職位文本化。因此，他們被要求參加培訓(xùn)
Hewitt will conduct job documentation training; examples of completed job documentation will be provided for Neusoft as a reference 翰威特將進(jìn)行職位文檔培訓(xùn)，已完成的職位文檔實(shí)例將提供給東大軟件集團(tuán)有限公司作為參考
Outcome: Neusoft’s managers/supervisors knows how to complete the task of documenting their subordinates’ jobs 結(jié)果: 東大軟件集團(tuán)有限公司的經(jīng)理或主管會(huì)了解如何完成他們下屬的職位文本任務(wù)

Process Steps (Con’t) 程序步驟(續(xù))
Step 4: Review job documentation 步驟4: 審核職位文檔
Once all job documentation is completed, Hewitt will review it and provide comments or suggestions for improvement 一旦所有的職位文檔完成后，翰威特將進(jìn)行審核并提供改進(jìn)的建議
Depending on the quality of completed job documentation, Hewitt will: 基于已完成的職位文檔的質(zhì)量，翰威特將：
Either provide more coaching for selective managers/supervisors and require them to improve their work, assuming the quality is not so good 或者對(duì)選出的經(jīng)理或主管進(jìn)行更多的指導(dǎo)，并要求他們改進(jìn)工作(假設(shè)質(zhì)量不是很好)
Or compile all completed job documentation into a Neusoft ’s job description manual, assuming the quality is acceptable or satisfactory 或者將所有已完成的職位文檔編輯成東大軟件集團(tuán)有限公司的職位描述手冊(cè)中(假設(shè)質(zhì)量是可以的或令人滿意的)
Process Steps (Con’t) 程序步驟(續(xù))
The job description manual should include purposes, process, tools and outcomes of the job documentation work 職位描述手冊(cè)應(yīng)該包括目的、程序、工具以及職位文檔工作的結(jié)果
Outcome: Neusoft will have well-documented job descriptions that support its people practice; knowledge and skills are transferred to Neusoft ’s staff 結(jié)果：東大軟件集團(tuán)有限公司將擁有良好的職位描述文本，從而支持它的人員管理，同時(shí)相關(guān)的知識(shí)和技能將被傳授給東大軟件集團(tuán)有限公司的員工

Components of a Compensation Program 薪酬計(jì)劃的內(nèi)容
Compensation Design Consulting Process 薪酬設(shè)計(jì)咨詢程序
Step 1.1: Design Planning 步驟1.1：設(shè)計(jì)計(jì)劃
Purpose: To plan all activities for the design of the compensation system, long-term incentive plan and performance management re-design 目的：計(jì)劃所有的薪酬體系設(shè)計(jì)、長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃和績(jī)效管理的重新設(shè)計(jì)
Process: 1/2 day planning meeting with key Neusoft team members, plus 1/2 day initial information sharing/brainstorming session. 程序：與關(guān)健的東大小組成員進(jìn)行半天的計(jì)劃會(huì)議，另外用半天的時(shí)間進(jìn)行初步的信息共享和意見交流。
Hewitt will prepare planning information and project management timlines and key outcomes 翰威特將準(zhǔn)備計(jì)劃信息、項(xiàng)目管理的時(shí)間安排以及關(guān)健的結(jié)果
Hewitt and Neusoft will work the plan and agree on project timelines, milestones and key outcomes 翰威特和東大將共同設(shè)計(jì)計(jì)劃，并在項(xiàng)目的時(shí)間安排、里程碑和關(guān)健的結(jié)果上達(dá)成一致
Outcome: Detailed project plan. List of issues associated with current compensation system and performance management, broad information about its character, and initial ideas for the future system. 結(jié)果：對(duì)薪酬設(shè)計(jì)階段作出詳細(xì)的項(xiàng)目計(jì)劃。與目前的薪酬體系相關(guān)的問題以及有關(guān)特點(diǎn)的廣泛信息，對(duì)將來的體系的初步想法。
Step 1.2: Create Design Team 步驟1.2：成立設(shè)計(jì)小組
Design team comprises Hewitt consultants and team of managers from Neusoft 設(shè)計(jì)小組由翰威特公司咨詢顧問和東大經(jīng)理小組組成
Criteria for selection 成員挑選標(biāo)準(zhǔn)
Senior level HR 高級(jí)人力資源管理人員
Other managers familiar with direction of business 其他熟悉公司經(jīng)營(yíng)方向的經(jīng)理
Must be able to attend ALL meetings 必需能夠參加每一次會(huì)議
Step 2: Compensation Strategy Design 步驟2：薪酬策略設(shè)計(jì)
Purpose: Establish how Neusoft will use compensation to attract, retain, motivate, and reward employees, in line with its business strategy 目的：建立東大利用薪酬體系來吸引、保留、激勵(lì)、報(bào)償員工的指導(dǎo)原則,并使之與經(jīng)營(yíng)策略相一致
Process: One or Two 1/2-day meetings with the design team focused on discussing: 程序：與設(shè)計(jì)小組進(jìn)行一次或兩次半天會(huì)議，討論：
Business goals, strategy and people requirements 商業(yè)目標(biāo)、商業(yè)策略與人員要求
The role of compensation, and how it supports Neusoft‘s business 薪資的作用，它如何支持東大的業(yè)務(wù)發(fā)展
Compensation usage (e.g. target pay levels, usage of variable pay, etc.) 如何運(yùn)用薪資杠桿(例如，目標(biāo)工資水平、浮動(dòng)獎(jiǎng)金的作用，等等)
Outcome: Compensation strategy statement which provides a framework for the design, communication and administration of the compensation at Neusoft. 成果：制定為薪酬項(xiàng)目設(shè)計(jì)，溝通和管理提供指導(dǎo)的東大薪酬策略
Step 3.1: Job Evaluation 步驟3.1：職位評(píng)估
Purpose: Determine the relative values of jobs at Neusoft 目的：確定東大內(nèi)部職位的相對(duì)價(jià)值
Process ： 程序步驟；
Establish job evaluation methodology that works best for Neusoft 制定最適用于東大的職位評(píng)估準(zhǔn)則
Gathering relevant data on Neusoft’s jobs 收集東大有關(guān)職位的信息
Option 1: The design team provides information on all jobs against developed criteria 備選方案1：設(shè)計(jì)小組成員根據(jù)新制定的職位評(píng)估準(zhǔn)則提供所有職位信息
Option 2: Hewitt designs an information gathering form and Neusoft gathers information internally 備選方案2：由翰威特公司設(shè)計(jì)問卷，而由東大安排從內(nèi)部收集具體信息
Option 3: Hewitt to conduct job interviews 備選方案3：翰威特進(jìn)行職位面談
Using methodology and information evaluate Neusoft jobs 對(duì)東大的職位進(jìn)行評(píng)估

Step 3.1: Job Evaluation 步驟3.1：職位評(píng)估

Outcome: All jobs will be valued on a comparative basis, depicted in a chart of hierarchies within job families 成果：對(duì)所有職位進(jìn)行比較評(píng)估,并通過圖表的形式將職位類別中的等級(jí)描繪出來。
Note: An optional, additional step associated with job evaluation would be to produce documentation on all jobs, or to design a process whereby Neusoft can document its jobs 備注：采用與職位評(píng)估相關(guān)的備選附加的步驟，將制定出所有職位文檔，或設(shè)計(jì)出東大如何將職位歸檔的程序。

Various Job Evaluation Methodologies 職位評(píng)估的不同方法
Selecting an Evaluation Method 職位評(píng)估方法的選擇
Considerations may include: 考慮因素可能包括：
Precision準(zhǔn)確性
Time/Resources 時(shí)間/資源
Regulatory/Compliance 法律規(guī)范
Communication 交流溝通
Types of jobs 工作的類型
Number of jobs 工作的數(shù)量
Applicability to other HR programs 對(duì)其他人力資源項(xiàng)目的適用性
Responsiveness to change 對(duì)變動(dòng)的適應(yīng)性







Step 3.2: Market Pricing 步驟3.2：市場(chǎng)定價(jià)
Purpose: Establish competitive market pay data for benchmark jobs 目的：建立針對(duì)東大的代表性基準(zhǔn)職位為根據(jù)的市場(chǎng)定價(jià)
Process: 1/2 day meeting, in combination with Hewitt consultants working internally 程序：半天會(huì)議，以及翰威特咨詢顧問獨(dú)立進(jìn)行的數(shù)據(jù)分析工作
Establish benchmark jobs, pricing approach, etc. 確定基準(zhǔn)職位、定價(jià)方式，等
Pricing benchmark jobs 職位定價(jià)
Option 1: Use Hewitt’s existing data (TCM) 備選方案1：利用現(xiàn)有數(shù)據(jù)來源
Option 2: Conduct a custom study focussed on Chinese High-Tech industry (suggested-more accurate and defensible) 備選方案2：組織專項(xiàng)行業(yè)薪資調(diào)研 (建議性的，更為正確和可靠)
Outcome: All benchmark jobs at Neusoft are priced with competitive market pay data which includes: 成果：取得東大的所有職位的競(jìng)爭(zhēng)性市場(chǎng)數(shù)據(jù)，包括：
Various pay components 各種各樣的薪資組成
Quartile statistics for total cash compensation 全面現(xiàn)金工資百分位分析數(shù)據(jù)
Step 3.3: Salary Structure 步驟3.3：薪資結(jié)構(gòu)
Purpose: Develop salary structure with pay target ranges assigned and all jobs captured 目的：建立薪資結(jié)構(gòu)，該結(jié)構(gòu)能容納所有職位并分別建立目標(biāo)工資幅度
Process: Design meetings, in combination with Hewitt consultants working internally 程序：設(shè)計(jì)會(huì)議與翰威特咨詢顧問獨(dú)立進(jìn)行的分析工作
Combine job evaluation results and market pay data 融合職位評(píng)估結(jié)果與市場(chǎng)定價(jià)數(shù)據(jù)
Define number of grades, range width, midpoint progression, etc., based on compensation strategy 在薪酬策略的基礎(chǔ)上確定級(jí)數(shù)、幅寬、中點(diǎn)值遞進(jìn)率，等等
Develop target pay levels for each job 為每個(gè)職位制定目標(biāo)薪酬水準(zhǔn)
Outcome: Formal salary structure with market competitive pay levels assigned to each job 成果：所有職位劃歸入不同工資級(jí)別，并相應(yīng)建立市場(chǎng)競(jìng)爭(zhēng)性的工資水平
Step 3.4: Pay Delivery--Short-and long-term Incentive Plan Design 步驟3.4：薪資發(fā)放-短期和長(zhǎng)期的獎(jiǎng)勵(lì)計(jì)劃設(shè)計(jì)
Purpose: Develop short-and long-term incentive plans and a pay delivery mechanism that drives employee behavior in support of Neusoft’s business objectives 目的：建立短期和長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃及發(fā)放機(jī)制，著眼于激勵(lì)員工行為并支持東大的長(zhǎng)遠(yuǎn)商業(yè)目標(biāo)
Step3.4.3: Design Plan 步驟3.4.3：設(shè)計(jì)方案
Purpose: Progressive development and refinement of plan design 目的：進(jìn)一步的設(shè)計(jì)，并對(duì)計(jì)劃設(shè)計(jì)進(jìn)行改進(jìn)
Process:Three - four meetings with Design Team 程序：同設(shè)計(jì)小組舉行３- 4 次會(huì)議
Hewitt brings discussion guides to facilitate decision-making, records all discussions, and brings “strawman” plan for consideration 翰威特公司為決策提供討論提綱，記錄所有討論綱要，并提交計(jì)劃草案供參考
Using the information collected through the interviews, focus groups, and external review, we will develop conceptual design alternatives for short-and long-term incentive programs. The design alternatives will capture our suggestions regarding which vehicles to use, plan eligibility, and award levels. We will present our ideas to Neusoft’s management team in a group meeting to gain reactions to the different alternatives and determine the direction to take for a final design.
通過運(yùn)用面談、核心小組討論及外部回顧過程中所收集的信息，我們將設(shè)計(jì)出理性的短期和長(zhǎng)期獎(jiǎng)勵(lì)方案，方案中將囊括我們對(duì)采用何種形式、資格和獎(jiǎng)勵(lì)程度的建議。我們將通過小組會(huì)議向東大管理層介紹我們的觀點(diǎn)，并收集與會(huì)者對(duì)不同方案的反饋，以便確定最終方案的方向。
Step 3.4.3: Design Plan 步驟3.4.3：設(shè)計(jì)方案
Finalize Plan Design and Obtain Approvals 制定最終方案并獲審批
After we have received your input and reactions to our suggested design alternatives, we will prepare a final design and present the final design to the team. We will also work with you to plan the final activities associated with the approval process. Once the final design is determined, we will provide you with complete documentation of the program details.
在征得您對(duì)我們備選設(shè)計(jì)方案的意見與反饋之后，我們將準(zhǔn)備并向您介紹最終設(shè)計(jì)方案。我們還將與您共同規(guī)劃與審批程序相關(guān)的最終行動(dòng)步驟。

Step 3.4.3: Design Plan 步驟3.4.3：設(shè)計(jì)方案
Outcomes: 結(jié)果：
At the end of this phase, we will have designed and documented a short-and long-term plan framework that supports Neusoft’s goals and business strategy 至本階段結(jié)束時(shí)，我們將制定出一個(gè)支持東大公司長(zhǎng)遠(yuǎn)目標(biāo)和經(jīng)營(yíng)戰(zhàn)略的短期和長(zhǎng)期獎(jiǎng)勵(lì)計(jì)劃框架，并將之文本化。
Design features will include eligibility criteria, award size, vesting schedule, performance measures and their linkage to award size and vesting (if any), etc. This design framework will be fine-tuned in the financial modeling and corporate testing phases. 設(shè)計(jì)內(nèi)容將包括資格標(biāo)準(zhǔn)、授予的規(guī)模、等待期、績(jī)效衡量標(biāo)準(zhǔn)、以及它們與授予規(guī)模和等待期(如果有的話)之間的聯(lián)系等。該設(shè)計(jì)框架將在財(cái)務(wù)模型和公司測(cè)試階段得以細(xì)化和微調(diào)。
Step 3.4.4: Financial Modeling 步驟3.4.4：財(cái)務(wù)模型
Purpose:Once we develop the plan design features, we will model the program design to project costs and possible payouts. Extensive financial modeling in the design of incentive program is important to: 在制定了設(shè)計(jì)方案內(nèi)容之后，我們將制定方案設(shè)計(jì)的模型，以便對(duì)成本和可能的花費(fèi)進(jìn)行預(yù)計(jì)。設(shè)計(jì)獎(jiǎng)勵(lì)計(jì)劃都需要制定頗具規(guī)模的財(cái)務(wù)模型，其重要性在于：
Finalize design assumptions 最終確定設(shè)計(jì)中包含的假設(shè)
Allow testing of different design assumptions 使不同的設(shè)計(jì)假設(shè)獲得測(cè)試
Ensure that the plan is economically justifiable 確保計(jì)劃的經(jīng)濟(jì)效益
Determine the company’s upside and downside financial risk within the context of the plan 確定該計(jì)劃中公司的最大及最小財(cái)務(wù)風(fēng)險(xiǎn)
Determine whether a clear cost/benefit is established 確定是否已具有了一個(gè)清晰的成本/效益分析
Step 3.4.4: Financial Modeling 步驟3.4.4：財(cái)務(wù)模型

Process: Using mathematical models containing low-case,expected-case and high-case assumptions, Hewitt consultants will produce projected financial outcomes of the programs.
程序：通過使用包含有各種設(shè)想的數(shù)學(xué)模型，翰威特的咨詢顧問將確定這些方案的預(yù)期財(cái)務(wù)結(jié)果。
Outcomes: 結(jié)果：
At the end of this phase, we will establish the program cost, including the impact on Neusoft’s financial statements 在本階段結(jié)束時(shí)，我們將確定出該方案的成本，包括對(duì)東大財(cái)務(wù)報(bào)告的影響。
If necessary, we will suggest appropriate design modifications to improve the overall design 如果有需要，我們將針對(duì)總體設(shè)計(jì)的改進(jìn)而提出適當(dāng)?shù)脑O(shè)計(jì)調(diào)整建議。
Step 4: Communication, Implementation, Annual Maintenance 步驟4：項(xiàng)目溝通、實(shí)施和全年管理
Purpose目的:
Establish clear implementation strategy, communication strategy, and action plan 建立明確的溝通策略和行動(dòng)計(jì)劃
Process程序:
Transition management plan via 2 - 3 design meetings with executive and HR team 與管理層和人力資源舉行2-3次設(shè)計(jì)會(huì)議, 以便制定轉(zhuǎn)變管理計(jì)劃
Work to develop implementation plan for new structure and systems 制定新組織結(jié)構(gòu)與體系的實(shí)施計(jì)劃
Interim structures/support systems 過渡期組織結(jié)構(gòu)/支持體系
Measures of success 對(duì)項(xiàng)目成功的評(píng)估標(biāo)準(zhǔn)
Establish clear communication strategy and action plan 建立明晰的溝通策略與行動(dòng)計(jì)劃
Outcome結(jié)果:
Clear process and timeline for implementation of new structure and programs 實(shí)施新結(jié)構(gòu)和計(jì)劃的明確程序和時(shí)間表

Step 4: Communication,Implementation, Annual Maintenance 步驟4：項(xiàng)目溝通、實(shí)施和全年管理
Note:Our involvement in this part of the project may be simply acting as an over-the-shoulder resource, or we can work with you to develop a full compliment of communication, training, and administration materials. This could include the following: 備注：我們?cè)谠摬糠值慕槿肟梢允锹约又更c(diǎn)，也可以是與您共同設(shè)計(jì)一份溝通、培訓(xùn)和管理材料。其中包括以下細(xì)節(jié)：
Training of employees covered under the programs. 項(xiàng)目所涉及人員的培訓(xùn);
Scripting announcements. 起草通告；
Writing plan documents. 撰寫計(jì)劃文本；
Developing ongoing communication devices. 設(shè)計(jì)持續(xù)溝通方案；
Developing suggestions for how the plan should be integrated with other compensation programs. 就如何將該計(jì)劃與其它薪酬項(xiàng)目有機(jī)結(jié)合起來提供建議。
We will work with you on communication and implementation planning, and will stand ready to help, as needed.
必要時(shí)，我們將隨時(shí)與您共同進(jìn)行溝通和實(shí)施規(guī)劃工作。
Step 5:Management Report Preparation 步驟5：管理層最終成果報(bào)告
Purpose: Create document that clearly captures all work completed in project 目的：擬定總結(jié)項(xiàng)目所完成各項(xiàng)工作成果的文本資料
Process 程序:
Hewitt consultants work internally to prepare report 翰威特咨詢顧問將獨(dú)立準(zhǔn)備書面報(bào)告
Hewitt Consultants meet (1/2-day) with Neusoft Executives to present report 翰威特咨詢顧問通過與東大高層經(jīng)理半天會(huì)議呈交最終報(bào)告
Outcome: Professional report and presentation that summarizes project outcomes 成果：總結(jié)項(xiàng)目成果的正規(guī)書面報(bào)告，以及最終成果講演匯報(bào)


Phase 3B: Performance Management
階段三B： 績(jī)效管理
Performing 績(jī)效管理
A good performance management plan must be address these four key areas: 一個(gè)好的績(jī)效管理計(jì)劃需要圍繞4個(gè)主要方面：
Our Understanding of Your Objectives for Performance Management 我們對(duì)貴公司績(jī)效管理目標(biāo)的理解
The Performance Management System will enable: 績(jī)效管理體系將實(shí)現(xiàn)：
Clearer communication about goals, targets and expectations for employees 向東大的員工更加清晰地傳達(dá)目標(biāo)、指標(biāo)及期望
More precise definition of training and development needs 更準(zhǔn)確的定義培訓(xùn)與發(fā)展的需要
More objective measurement of individual performance 更加客觀的衡量個(gè)人績(jī)效的標(biāo)準(zhǔn)
Clearer links between rewards and performance 獎(jiǎng)勵(lì)與績(jī)效更加明確地掛鉤
(Note: Clear communication of Neusoft’s compensation philosophy to employees will be key to attaining these objectives) (注：對(duì)東大的薪酬哲學(xué)的清楚溝通是實(shí)現(xiàn)這一目標(biāo)的關(guān)鍵)


Performance Management Project Overview 績(jī)效管理 項(xiàng)目概覽
Step 1:Design of Performance Management System-Principles and Process 步驟1：設(shè)計(jì)績(jī)效管理系統(tǒng)-原則和程序
Purpose: Establish fundamental design principles and process 目的：建立重要的設(shè)計(jì)原則和程序
Process: Based on phases 1 and 2, Hewitt proposes a Performance Management System with various options for your choice. 程序：根據(jù)階段一、二所獲得的結(jié)果，翰威特公司將制定出幾種績(jī)效管理計(jì)劃供東大 選擇
The options are discussed and agreement reached in a workshop with Neusoft project team , covering such topics as: 與東大項(xiàng)目小組舉行會(huì)議 ，并對(duì)方案進(jìn)行討論，最終達(dá)成協(xié)議。包括以下主題：
The impact of performance management on business performance
績(jī)效管理對(duì)公司績(jī)效的影響
High performance workplaces - what the research tells
高績(jī)效工作環(huán)境 - 研究報(bào)告中所闡述的理想狀態(tài)



Step 1:Design of Performance Management System--Principles and Process 步驟1：設(shè)計(jì)績(jī)效管理系統(tǒng)-原則和程序


The Four Cornerstones Model
四要素模式
Leading edge practices in performance management
先進(jìn)的績(jī)效管理操作
Review high-level performance management process
高績(jī)效管理流程概覽


Step 1:Design of Performance Management System--Principles and Process 步驟1：設(shè)計(jì)績(jī)效管理系統(tǒng)-原則和程序
Propose design of Performance Management System, based on our experience and understanding of your business situation, with various options for your choice, including
根據(jù)我們的經(jīng)驗(yàn)和對(duì)貴公司經(jīng)營(yíng)情況的了解，提供績(jī)效管理系統(tǒng)設(shè)計(jì)的不同方案，其內(nèi)容包括：
Design principles 設(shè)計(jì)原則
Goal setting process 目標(biāo)設(shè)定程序
Quarterly or mid-term review process 季度/年中評(píng)估程序
Feedback and coaching process 反饋和指導(dǎo)程序
Evaluation and review process 評(píng)估程序
Outcome: 結(jié)果：
Agreement on design principles and detailed process(see sample on following pages for possible questions regarding design principles)
在設(shè)計(jì)原則及具體步驟上達(dá)成協(xié)議(有關(guān)設(shè)計(jì)原則的可能的問題請(qǐng)見以后幾頁的范例)
Design Principles: Sample Questions 設(shè)計(jì)原則：?jiǎn)栴}范例
In developing a set of design principles for Neusoft’s performance management system a number of decisions need to be made. These include:
為設(shè)計(jì)東大的績(jī)效管理系統(tǒng)，我們需要制定一系列的決策，其中包括：
How comprehensive should the system be?
系統(tǒng)的涵蓋面應(yīng)該多廣？
What should be the balance of staff and management input to the goal setting and appraisal of performance?
目標(biāo)設(shè)定和績(jī)效協(xié)議的制定過程中，如何把握管理層和員工的意見？
Who should have access to the information that is created by the system?
誰可以查閱績(jī)效管理系統(tǒng)的信息？

Design Principles: Sample Questions 設(shè)計(jì)原則：?jiǎn)栴}范例
What can the information be used for - pay, promotion, discipline etc?
績(jī)效管理系統(tǒng)的信息應(yīng)運(yùn)用于哪些方面：工資評(píng)定、升職、紀(jì)律管理？
Should the system have a dual focus of performance and development goals or just one or the other?
系統(tǒng)應(yīng)側(cè)重于績(jī)效管理還是發(fā)展目標(biāo)？或是二者兼而有之？
Should there be a link between appraisal outcomes and pay? How direct a link should there be?
評(píng)估結(jié)果和工資評(píng)定是否有何關(guān)聯(lián)？關(guān)聯(lián)度如何？
Is the system to be based on individual or team performance or both?
系統(tǒng)以員工、團(tuán)隊(duì)為單位評(píng)價(jià)，還是對(duì)二者進(jìn)行綜合評(píng)定？
Step 2: Executive review meeting 步驟2：高級(jí)管理層評(píng)估會(huì)議
Purpose: Validate and/or make modifications to design and process 目的：審定并/或修改設(shè)計(jì)方案和程序
Process: Submission to the Executive Group for Comments and Approval 程序：提交董事會(huì)評(píng)審
One meeting facilitated by Hewitt 一次由翰威特公司組織的會(huì)議
Further refinement done internally by Hewitt consultants
由翰威特咨詢顧問作進(jìn)一步改進(jìn)工作
Outcomes: 結(jié)果：
Draft process documentation, appraisal forms, manager's guide book for managing performance 草擬程序方案、評(píng)估表以及實(shí)行績(jī)效管理的管理人員指導(dǎo)手冊(cè)
Step 3:Finalize design and documentation 步驟3：完成設(shè)計(jì)和有關(guān)文檔
Purpose: Produce agreed design and documentation in final form 目的：產(chǎn)生已協(xié)定的設(shè)計(jì)方案和有關(guān)文檔
Process: Hewitt finalizes process documentation and toolkits for managers,based on further input from Neusoft team, and draft version generated in Step 2 程序： 基于東大進(jìn)一步的想法以及步驟2中草擬的文件，翰威特公司制定最終的程序方案以及管理人員工具書
Outcomes: 結(jié)果：
Finalized process documentation, appraisal forms, manager’s guide book for managing performance 最終確定程序方案、評(píng)估表以及實(shí)行績(jī)效管理的管理人員指導(dǎo)手冊(cè)

Step 4:Communication 步驟4：溝通交流
Purpose: Obtain understanding and buy-in of managers 目的：獲得經(jīng)理們的理解和支持
Process: 程序：
One presentation meeting to managers conducted by sub team and supported by Hewitt 在翰威特公司支持下，由項(xiàng)目小組主持一次對(duì)管理人員的演講會(huì)議
Outcome: Managers will have basic knowledge about the new system and will be committed to its effective implementation 結(jié)果：經(jīng)理們對(duì)新的體系有基本的了解，并將支持它的有效實(shí)施
Step 5: Training 步驟5：培訓(xùn)
Purpose: Ensure effective implementation of the new system throughout the organisation 目的：保證新的體系在整個(gè)組織結(jié)構(gòu)中的有效實(shí)施
Process: Training managers and employees to support culture change and build managers skills 程序：對(duì)管理人員及員工進(jìn)行培訓(xùn)以便適應(yīng)文化的轉(zhuǎn)變并培養(yǎng)管理者的管理技能
Hewitt will train Neusoft‘s internal trainers on conducting seminars on Setting Performance Goals, Effective Coaching and Feedback, Conduct Performance Evaluations Successfully 翰威特公司將培訓(xùn)東大的內(nèi)部培訓(xùn)師，幫助他們學(xué)習(xí)如何就設(shè)立績(jī)效目標(biāo)、提供有效指導(dǎo)與反饋、以及成功進(jìn)行績(jī)效評(píng)估舉行內(nèi)部培訓(xùn)班
Outcomes: 結(jié)果： Neusoft Trainers ready to deliver 3 seminars to be conducted just in time: Setting Performance Goals, Effective Coaching and Feedback, Conduct Performance Evaluations Successfully 東大的培訓(xùn)師可以馬上進(jìn)行三方面的培訓(xùn)：設(shè)立績(jī)效目標(biāo)、提供有效的指導(dǎo)及反饋、成功地進(jìn)行績(jī)效評(píng)估



Our Consulting Team 我們的咨詢團(tuán)隊(duì)
Simon Keeley齊思蒙，項(xiàng)目經(jīng)理(北京地區(qū)總經(jīng)理，人員價(jià)值管理高級(jí)顧問 - 全球性綜合HR策略專家)
Sofia Cao曹晟焱 (人員價(jià)值管理顧問 - 薪酬及福利)
Lisa Li李東平 (人員價(jià)值管理顧問 - 薪酬及福利)
Rena Gan干曉東 (人員價(jià)值管理顧問 - 長(zhǎng)期激勵(lì)計(jì)劃及福利)
Joe Liu劉朝輝 (人員價(jià)值管理高級(jí)顧問 - HR策略，績(jī)效管理及培訓(xùn))
Glen Wines韋小谷 (人員價(jià)值管理高級(jí)顧問 -全球性綜合薪酬業(yè)務(wù)專家)









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