孙永玲《运用平衡计分卡(BSC)推进人力资源发展》

孙永玲老师介绍

老师介绍 : 普华永道中国人才和组织变革管理咨询团队合伙人，原博意...

主讲课程 : 1 运用平衡计分卡（BSC）确立战略执行体系 2 组织协同 3 企业战略性人才管理 4.如何成功执行企业战略

助理联系电话：13911448898 谷老师

孙永玲《运用平衡计分卡(BSC)推进人力资源发展》

运用平衡计分卡(BSC)推进人力资源发展

主讲：孙永玲

平衡计分卡（Balanced Scorecard ）可以算是二十世纪最重要的管理创新之一。

平衡计分卡（Balanced Scorecard ）也是75年来最有影响力的管理思维（哈佛商学院语）。

美国财富杂志(Fortune)一千大企业中，已有40%成功导入平衡计分卡。

平衡计分卡的理念及方法，对企业的组织发展及人力资源发展起到了革命性的推动作用。

    中国培训界专门侧重于组织发展及人力资源发展的BSC培训：

建立了人力资源的发展策略及技能与企业战略目标的关联性，推动HR战略规划。
提供了人力资源绩效管理的指标（KPI）及绩效管理的组织及流程体系。

将人力资源的学习发展作为企业战略4大构面中最基石的部分，使企业的培训发展更具大局观。

将最直接地推动企业的组织发展及人力资源变革，形成组织体系上横向的协同和纵向的一致。

提供个人绩效与组织绩效挂钩的工具以作为制订人才发展及评估的基础。

建立自上而下的人力资源发展推进机制。

    被用作HR发展工具的BSC：

    对于HR负责人及其决策者而言，平衡计分卡可以被看作一个大的战略变革项目，也可以被看作可以被借鉴及实施的管理方法，具体而言平衡计分卡具备三大功能：

BSC三大功能	内容
衡量系统	对HR而言，BSC提供的绩效指标体系及衡量系统将极大提高绩效管理的精度及可操作性。
策略管理系统	以企业战略目标为核心的各部门的策略，包括HR的策略，将形成明确的方向。HR部门及其他部门之间的策略能形成横向协同与纵向一致。
沟通工具	BSC更是一个沟通工具，有助于促进沟通，增进认同感，加强团队活动和加快问题解决。同时个人与组织的绩效能通过这个沟通工具很好地捆绑在一起。

课程大纲

授课模块	知识点
第一模块企业绩效管理系统的变革	绩效管理体系与企业战略执行传统的绩效管理体系平衡计分卡构建企业全新的绩效管理体系
第二模块平衡计分卡及其开发中的人力资源发展	平衡计分卡的四大层面：财务，客户，流程，学习成长平衡计分卡的应用实战：战略图开发及计分卡开发战略图开发及计分卡开发中的人力资源发展与推动案例及练习
第三模块关键绩效指标的建立与平衡计分卡的分解及协同	自上而下的绩效指标的建立关键成功因素与关键绩效指标学习与成长等四个层面关键绩效指标的建立练习平衡计分卡的：纵向分解横向分解分解流程组织协同
第四模块个人平衡计分卡	个人计分卡的分解个人计分卡在组织中的运用：组织绩效和个人绩效挂钩案例：个人计分卡的开发和运用个人计分卡与人力资源发展范例：HR部门的计分卡
第五模块平衡计分卡的执行保障	确保战略成功执行的机制对计分卡体系进行有效管理平衡计分卡软件介绍公司平衡计分卡实施失败的原因是什么？在中国成功执行的成功因素

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授课模块	知识点
第一模块企业绩效管理系统的变革	绩效管理体系与企业战略执行传统的绩效管理体系平衡计分卡构建企业全新的绩效管理体系
第二模块平衡计分卡及其开发中的人力资源发展	平衡计分卡的四大层面：财务，客户，流程，学习成长平衡计分卡的应用实战：战略图开发及计分卡开发战略图开发及计分卡开发中的人力资源发展与推动案例及练习
第三模块关键绩效指标的建立与平衡计分卡的分解及协同	自上而下的绩效指标的建立关键成功因素与关键绩效指标学习与成长等四个层面关键绩效指标的建立练习平衡计分卡的：纵向分解横向分解分解流程组织协同
第四模块个人平衡计分卡	个人计分卡的分解个人计分卡在组织中的运用：组织绩效和个人绩效挂钩案例：个人计分卡的开发和运用个人计分卡与人力资源发展范例：HR部门的计分卡
第五模块平衡计分卡的执行保障	确保战略成功执行的机制对计分卡体系进行有效管理平衡计分卡软件介绍公司平衡计分卡实施失败的原因是什么？在中国成功执行的成功因素

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孙永玲 老师介绍

孙永玲《运用平衡计分卡(BSC)推进人力资源发展》

孙永玲老师课程大纲

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