策略性人力資源管理

1. 策略性人力資源管理 PSS WORLD MEDICAL: THE CHALLENGES OF GROWTH AND THE FINANCIAL MARKETS 指導教授：耿念豫 博士 報告學生：宋明哲59427118 劉嘉駿59427106

2. 策略性人力資源管理 The key to our success is the people you 've got to motivate and fire up every day to want to get out there and dosomething a little bit better. Pat Kelly, CEO, PSS World Medical 我門成功的關鍵是激勵和每天作某些有點改善的事 帕凱利—PSS世界醫療公司創辦人兼總裁

3. 策略性人力資源管理 PSS WORLD MEDICAL headquarters PSS Service CentersNationwide Locations  Founded in 1983

4. 策略性人力資源管理

5. 策略性人力資源管理 PSS’s Purpose --Improving healthcare in America through innovative solutions Our Mission --Through our independence we will grow at twice the growth rate in new and existing markets. We will accomplish this by achieving superior customer satisfaction and profitability.

6. 策略性人力資源管理 BACKGROUND --On February 8, 1983, Pat Kelly, then 35 years old, was vice president of sales and marketingat Intermedco --He was married with two small daughters --His boss told Pat he was fired. Pat Kelly became a reluctant entrepreneur --He and some partners founded Physicians Sales and Service (PSS) on May 2, 1983." --From the time of its founding in 1983, PSS's sales have grown at a rate of almost 60 percent per year

7. 策略性人力資源管理 BACKGROUND --In its fiscal year ending March 1998, the company's sales were $1.3 billion --In late 1998, the company employed about 4,500 people and operated a fleet of about 1,000 vans and delivery vehicles --About 51% of its sales were in the physician supply business, and about 25% in both long-term care and imaging. Only about 2% of its 1998 sales were in international markets

8. 策略性人力資源管理 BACKGROUND --The markets in which PSS World Medical operates are very competitive --There are about 200 locally-owned companies serving the physician supply market --There are about300 locally-owned companies serving the imaging market --There are about100 locally-owned companies serving the long-term care market

9. 策略性人力資源管理 BACKGROUND --The major competitors, firms such as McKesson, Cardinal, and Bergen

10. 策略性人力資源管理 Strategy --In 1988, when PSS did $20 million in business with 150 employees from seven branches --In 1993, when sales were $170 million --he set a goal of doing $1 billion in business by 2000 (they reached this goal in 1998) 1983 1988 1993 1998

11. 策略性人力資源管理 Strategy --The PSS strategy has two core elements: rapid growth and differentiation based on outstanding customer service, and a very broad product line with exclusive distribution agreements with a number of suppliers --Growth provides tangible business benefits： （a）more power with suppliers （b）customers enjoy dealing with a firm that has more prestige （c）larger size provides more power to determine prices in the marketplace

12. 策略性人力資源管理 Strategy --PSS seeks to provide superior delivery speed, and customer responsiveness --Pat Kelly believes "when you're standing in front of the customer, you are the CEO." --Instant Customer Order Network (ICON) --The system also enables the sales representatives to manage their business by giving them real time information to check a customer's buying history

13. 策略性人力資源管理 Organization --Each branch was run as a small business, with its own profit and loss, responsible for its own gross margin, and with complete discretion to set prices, and other parameters of its operations : --The decentralization of authority to the branches is an important part of Pat Kelly's management philosophy --PSS has a relatively lean corporate staff. Kelly believes that staff should have line experience and should serve the front-line people

14. 策略性人力資源管理 MANAGEMENT PHILOSOPHY AND PRACTICES --Kelly begins by talking about the importance of the PSS people and the company's values： "Business people don't like to talk about values. But without these, all business is about is making money," and that isn't enough --PSS World Medical emphasizes personal communication rather than putting things in writing --Pat Kelly has a rule that everyone only has to read the first memorandum they receive each month --This not only puts a premium on being first with your memo, it puts a premium on communicating using other means

15. 策略性人力資源管理 MANAGEMENT PHILOSOPHY AND PRACTICES --The company disdains formality and bureaucracy --The company's "policy manual" or handbook is called "Rules of the Game.“ It’s describes guidelines in eight areas ： 1--equal opportunity 2--sexual harassment 3--rules of conduct 4--alcohol, drugs, and firearms 5--union free 6-- a code of conduct 7-- guidelines for leave and holidays 8--complaint resolution procedures. --PSS World Medical is built on a culture of trust and mutual respect"The right to communicate with anyone, anywhere, without fear of retribution is one of the core values

16. 策略性人力資源管理 MANAGEMENT PHILOSOPHY AND PRACTICES --Pat Kellyhad bought Taylor Medical --The story about integration of Taylor Medical in Dallas, Texas, illustrates these people-oriented values and philosophy in actionbyGary Corliss --Gary had walked into the meeting with a baseball bat, and he asked the employees, "Tell me everything you hate" --Cultural change

17. 策略性人力資源管理 Recruiting and Selection --PSS does recruit experienced sales people from other companies --PSS does occasionally recruit experienced operations people, including truck drivers, from other companies --But its preferred recruiting is right from school --The company for the most part has not recruited from "elite" institutions or for people with graduate degrees such as MBAs

18. 策略性人力資源管理 Recruiting and Selection --That is because the nature of its business—sales— probably won't appeal to those people --Kelly commented：We've tried to hire MBAs, but they've all failed. --They're too structured, too hard core in their beliefs that they've got the answers...When you're dealing with a truck driver, you've got to talk and act like a truck driver. --Recruiting is based in large measure on personal referrals

19. 策略性人力資源管理 Recruiting and Selection --Michael Weise described the process of recruit： ●I don't use newspapers. Our recruiting is more word-of-mouth. ●When I'm looking for somebody, I normally go right to the drivers and say, "I'm looking for a position. Does anybody know anybody? If you do, just let them call me --Many of the sales representatives came to the company through personal networks --This informal network was an important recruiting method --Recruiting for attitude or fit is important

20. 策略性人力資源管理 Recruiting and Selection --The hiring process takes six to eight weeks --After the first recruiting contact, candidates are given a phone number to call for a follow-up interviewIf they don't initiate the contact, the process ends --Next, the applicant will go to a local branch for interviews --The candidate is invited to contact the manager of another branch --This requires more initiative, and the opportunity to further evaluate the candidate

21. 策略性人力資源管理 Recruiting and Selection --The process of recruit continues through several more rounds --Often interviews will be done on Saturday, to see if the people will come in, and if they do, if they are hung over from Friday night --The company wants to see if people are interested enough, entrepreneurial enough, and aggressive enough to pursue the job opportunity on their own initiative

22. 策略性人力資源管理 Training and Career Development --At PSS World Medical, there is an emphasis on promotion from within and moving around to different divisions and different roles --Leadership in PSS World Medical means something different than in many other companies --In other companies, moving up to a leadership role, you become more powerful, your income increases --In PSS, going into leadership means you're giving up incomeand help other people be successful.

23. 策略性人力資源管理 Training and Career Development --There are several unique aspects about training at PSS ●New sales recruits attend PSS University upon joining the company ●there's 12 weeks of field training during which they shadow veteran reps, and Kelly says, 'do all the manual work we can push on them'—from cleaning bathrooms to driving trucks to stocking warehouse shelves—to learn how the company works from the bottom up. Then it's back to PSSU for two weeks of sales development training ●Most companies train their people in product information ●PSS expects training at the branch to provide the necessary product information ●Instead, sales training at PSS University uses a lot of role playing to emphasize selling skills

24. 策略性人力資源管理 Training and Career Development ●In addition to sales training, there is also creativity week ●People not only stay at the corporate apartments, they will stay at the homes of people who staff PSS University and even at the homes of officers ●One of the guys said, 'I was at J & J [Johnson and Johnson] for 15 years. I didn't even know my division president's wife's name. And here I am rummaging through Pat's cigar humidor, picking out my favorite cigar ●A lot of the training is through role modeling ●We say be on time. If someone's late, we don't send them a memo. We don't put a mark by their name. We go and sit down with them

25. 策略性人力資源管理 Training and Career Development --The company invests about $5 million a year in training. Pat Kelly called this money the firm's "research and development.“ It’s about 5 percent of its payroll budget

26. 策略性人力資源管理 Rewards --PSS has a clear compensation philosophy --When a salesperson joins the company, at first, he or she gets paid mostly on a base salary. Each month, as the person leams more about the business and selling, the base salary goes down and the commission goes up --After about a year, salespeople are paid strictly on commission. There are also some more collective incentives

27. 策略性人力資源管理 Rewards --The bonus plan and rules are: ●The bonus is paid semiannually ●You have to have been an employee for six months to be eligible ●Sales reps are not eligible for a share of the branch bonus unless they achieve their gross profit forecast ●The bonus pool is shared among employees, not the leaders in the ranch ●The bonus pool for each branch is the amount by which the branch's net income exceeds 6% of sales. The branch can receive up to 20% of this bonus pool

28. 策略性人力資源管理 Rewards --The bonus plan and rules are: ●The branch gets 5% of the bonus pool for hitting its forecast or budget, in terms of percentage return on sales ●The branch gets another 5% for hitting or exceeding its dollar objectives ●The branch gets another 5% if it keeps its asset days (inventory and receivables) below a target level ●The branch gets the final 5% and hits a home run if it exceeds its forecast by an additional 2 percent of net income as a percent of sales. So, if the branch was forecasted to do 7% (net income as a percent of sales) and it achieves 9%, then it has hit a home run.

29. 策略性人力資源管理 Open Book Management --Open book management originated at PSS World Medical partly from Pat Kelly's philosophy and values and partly because, early in the company's history, it was financially strapped and sold stock to the employees, becausethe bank kicked PSS out --Opening the books is more than just sharing the financials. Pat Kelly encourages people to ask questions about anything --Everyone who asks a question gets a $2 bill

30. 策略性人力資源管理 Open Book Management --Everyone ends up learning a lot from the questions that people ask --The norm of asked about question is that anything that doesn't entail some legal issue --That includes questions such as, "what is your salary?"

31. 策略性人力資源管理 Integrating Acquisitions --When PSS buys a company, regardless of its size, it is not operated autonomously but rather is expected to become part of the PSS culture --Jean Collins, the vice president of human resources, described the process： ●We bring them to the PSS University and we just keep trying to tell them, this is the culture of PSS

32. 策略性人力資源管理 Culture --PSS'S TOP 20：THE COMPANY'S VALUES ●SERVICE all our customers like they are the only one we have 服務每一位客戶均視為唯一僅有的 ●RECOGNIZE our people as our most valuable asset 認可我們的人是最有價值的資產 ●ALWAYS communicate without fear of retribution 永遠不用擔心受懲罰的溝通 ●ENCOURAGE ideas and creativity at all levels 鼓勵任何層面的創意與見解 ●ENCOURAGE self development and individual entrepreneurship 鼓勵自我發展與獨特的創業家精神

33. 策略性人力資源管理 Culture --PSS'S TOP 20：THE COMPANY'S VALUES ●ALWAYS strive to share the wealth 永遠奮鬥共享財富 ●ALWAYS promote from within first 永遠以內部晉升為第一考量 ●EARN profits and value for our entrusted shareholders 為我們的股東獲利與贏得價值 ●PROVIDE an environment of trust and honesty 提供一個充滿誠實正直與信任的環境 ●MINIMIZE excuses and maximize getting the job done 不找藉口只求把事做好

34. 策略性人力資源管理 Culture --PSS'S TOP 20：THE COMPANY'S VALUES ●INVOLVE family in all social aspects of the company 在公司聯誼方面納入家庭活動 ●ENCOURAGE and develop pride and esprit de corps 鼓勵和發展以團隊精神為榮 ●ENCOURAGE all PSS people to be shareholders 鼓勵所有員工成為公司股東 ●TREAT all company assets like they are your own 對待所有公司資產視為己有 ●SUGGEST and encourage better ways of doing things 建議和鼓勵所有能做得更好的方法

35. 策略性人力資源管理 Culture --PSS'S TOP 20：THE COMPANY'S VALUES ●MINIMIZE paperwork and memos 精簡書面作業與備忘錄 ●BE professional at all time 成為全天候的專家 ●ANTICIPATE and capitalize on market needs 評估市場需求和預作準備 ●DO what's best for all PSS 作任何對公司最好的事 ●RECOGNIZE PSS as a family that cares 認可公司如同家庭的關懷

36. 策略性人力資源管理 Culture ＜Firing the Boss＞ --At PSS World Medical, the idea of empowerment is taken so seriously that people can actually fire their boss --Although, this idea may seem radical at first --If your employees can fire you, maybe you need to be listening to your employees and taking care of your people --80% of the time, the people don't get fired by their people. It's just more opening up communications

37. 策略性人力資源管理 Culture ＜Driving Out Fear＞ --One of the company's core values is never punishing people for making an honest mistake --Everyone at PSS is promised a "soft landing" --The idea is that if the company promotes from within --Some people will find themselves in jobs that they can't do, don't like, or aren't ready for. The idea of a soft landing is that, without penalty, people can go back to doing what they had been doing, or to another position, where they have a better chance at succeeding

38. 策略性人力資源管理 Culture ＜Driving Out Fear＞ --The company also practices open communication --People should feel free to talk to others about their ideas for making the company better --When there is a board of directors meeting, Kelly will invite employees to attend receptions and dinners and talk to the directors --There is no standing on ceremony

39. 策略性人力資源管理 Culture ＜Accountability＞ --PSS World Medical has a culture that emphasizes accountability and accepting responsibility. --One of the ways that this culture is built and maintained is through "Blue Ribbon" inspections --All PSS companies will participate in a twice a year Blue Ribbon inspection --The Average of two scores will be used to determine winners

40. 策略性人力資源管理 Culture ＜Accountability＞ --Employees in the branch that ranks first each receive $2,000; $1,500 for those in second place; $ 1,000 for third place; $750 for fourth place; $500 for fifth place; and $250 per employee for the branches that finish in sixth to tenth place --Everyone in the company has a booklet entitled, "The Blue Ribbon Scorebook—A Foundation for PSS Culture."

41. 策略性人力資源管理 Culture ＜Fun＞ --Fun is a core value at PSS World Medical --Once a month, everyone in the branch gets together after work for a Challenge Meeting --If a person attends 10 out of 12 meetings, the individual receives 100 shares of PSS stock, restricted so that it can't be sold for three years --The meetings have a serious purpose and involve discussion of the business

42. 策略性人力資源管理 Culture ＜Fun＞ --They are always held at a fun place, such as a bowling alley or recreational area or involve a fishing trip --Birthdays are celebrated, and families and family life is expected to be part of the company --People seem to like what they do. PSS people --The company has done what it can to make everyday work activities interesting and enjoyable

43. 策略性人力資源管理 CONCLUSION --PSS had grown tremendously and has built a culture in which people enjoy what they do and stay at the company --Most of the people have had other offers, sometimes at more money, to go elsewhere --They stay because they love their work and their colleagues --Success is in the small operational details, not the grand strategic decisions that entrance many senior managers

44. 策略性人力資源管理 Wake Up