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Global Talent Management at HSBC

Global Talent Management at HSBC. 匯豐集團之全球人才管理. A. Gakovic and K. Yardley, Organization Development Journal , 25, pp.201-205 (2007). N9870010 李姿慧 N9870014 葉遠來 N9870016 龔志明 N9670011 王曉翎. 大 綱. 匯豐集團簡介 – 世界最大的金融機構 開發人才庫之必要性 – 商業上之需求 人才庫鑑定 – 完整性、聯合領導、多樣性 員工價值主張 (EVP) 人才鑑定架構之改善 結論.

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Global Talent Management at HSBC

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  1. Global Talent Management at HSBC 匯豐集團之全球人才管理 A. Gakovic and K. Yardley, Organization Development Journal, 25, pp.201-205 (2007) N9870010李姿慧 N9870014葉遠來 N9870016龔志明 N9670011王曉翎

  2. 大 綱 • 匯豐集團簡介 – 世界最大的金融機構 • 開發人才庫之必要性 – 商業上之需求 • 人才庫鑑定 – 完整性、聯合領導、多樣性 • 員工價值主張 (EVP) • 人才鑑定架構之改善 • 結論

  3. 世界最大的金融機構 28萬4千名員工 品牌 (Brand) 1億2千多萬位客戶(76國家) HSBC • 核心價值 (Core Value) • 完整性 • 聯合領導 • 多樣性 收益131億美元 註：2006年上半年之統計資料

  4. 商業上之需求(The Business Need) John Bond (in 2005): HSBC has to be flexible to succeed. Companies today have to reinvent themselves constantly… and maintain essential character while doing it. To fully leverage human capital within the organization. • To identify the Senior Business Manager talent pool • To expand the talent pool beyond the senior business manager level.

  5. 人才庫鑑定(Identifying the Talent Pools) 完整性(Integrity) 聯合領導 (Collegiality) 人才庫鑑定 多樣性(Diversity)

  6. 員工價值主張(Employee Value Proposition, EVP) • Corporate Leadership Council defined EVP (2006): • The set of attributes that the labor market and employees perceive as the value they gain through employment in an organization. 獎勵與認可 (Reward & Recognition) 工作環境 (Working Environment) EVP 職業與發展 (Career & Development) 工作與生活間之平衡 (Work-life Balance)

  7. 人才鑑定架構之改善 洞察力 (Vision) 不斷驅動之效能 (Driving performance) 資深經理人之特質需求 商業判斷力 (Business judgment) 合作能力 (Collaboration) 個人影響力(Personal impact) 領導客戶為主之組織 (Leading a customer focused organization)

  8. 結 論 • 建立一套以HSBC核心價值為主之人才庫鑑定機制，包括完整性、聯合領導以及多樣性。 • 經由專案小組之審查機制，提升全球各地人才鑑定之一致性。 • 藉由訓練課程之成果，進一步改善人才鑑定之審核機制。 • 想像匯豐在2020年以後的經濟、社會、科技與環境之整體趨勢與策略。

  9. ~ Thanks for your attention ~

  10. 推動企業願景與品牌 (Driving business vision and brand) 360度回饋工具 (Feedback instruments) 註360度回饋是指通過收集與受評者（管理者)有密切工作關係與不同層面人員的評估信息，全方位評估回饋受評者的工作行為與表現的過程。 商業判斷力 (Commercial judgment) 領先之效能 (Leading performance) 面試制度 (Interviews) 完整性 (Integrity) 擴展新客源 (Customer drive) 小組審查制度 (Panel reviews) 團隊合作 (Working with others) 自我及主管評估(Self and manager assessment) 自我發展 (Drive, commitment, and personal development)

  11. 完整性 (Integrity) (續) 能力評估 (Capability assessment) 績效評估 (Performance assessment) 人才庫評估(Assessing the Talent Pools) 個人志向 (Individual aspiration)

  12. 聯合領導 (Collegiality) 由專業團隊至世界各地說明人才評估之準則 各區域之準則無法一致(受當地翻譯所致) 無法確定各提名者是否符合全球性之標準 由可代表全球商業功能與地域性之專案小組進行提名者之資格審查

  13. 多樣性 (Diversity) 全球性與地方性之商業策略 (Global and local business strategies) 資深經理面試 (550) 提名人才之技能調查 核心市場之微觀變化 (Core market differentiator) 社會與政治之整體趨勢 (Macro social and political trends) 資淺經理審查 (1000)

  14. 多樣性 (Diversity) (續) 7 - 10 年 Top 200 (接班制度下) 校園招募人才 (Next Generation) Ex. Duke Univ., London Business School 公司組織 資深商業經理人才 Top 200 (具潛能特質) 高潛能之商業人才 (High Potential & Business Talent) 3 – 5 年

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