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Developing Human Resources Presentation to UST MGTO 231 - HRM Students 5th March 2007

Developing Human Resources Presentation to UST MGTO 231 - HRM Students 5th March 2007. my background …. Education - University College Cardiff, University Westminster, UK Aspen Corporate Communications Ernst & Young Morgan Stanley HSBC

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Developing Human Resources Presentation to UST MGTO 231 - HRM Students 5th March 2007

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  1. Developing Human Resources Presentation to UST MGTO 231 -HRM Students 5th March 2007

  2. my background… • Education - University College Cardiff, University Westminster, UK • Aspen Corporate Communications • Ernst & Young • Morgan Stanley • HSBC • Graduate and MBA Recruitment & Development, London • Regional HR Consultant, Hong Kong • VP Learning and Development, Singapore • Head of HR Development Team Asia Pacific, Hong Kong

  3. fast facts • One of the largest banking and financial services organisations in the world • About 284,000 staff in around 9,500 offices • Present in 76 countries and territories • More than 125 million customers, with a totale-customer base of over 25 million 31 December 2005

  4. fast facts • Total assets: US$1,502 billion • Profit before tax 2005: US$20,966 million • Listings on London, Hong Kong, Paris, New York and Bermuda stock exchanges, with shares in HSBC Holdings plc held by around 200,000 shareholders in some 100 countries and territories 31 December 2005

  5. Europe North America Middle East Asia Pacific Latin America Africa international network number of offices - 06 March 2006

  6. who are our customers? • Personal Financial Services (including Consumer Finance) 120 million • Commercial Banking 2.5 million • Corporate, Investment Banking and Markets 3,800 • Private Banking 90,000 31 December 2005

  7. how are we structured? HSBC Customer / Support Groups Personal Financial Services (Retail Banking) Commercial Banking (Small to Medium sized business) Corporate, Investment Banking and Markets (Large Corporates) Private Banking (Wealthy customers) Product Groups Operations and Support (Includes HR)

  8. our culture : ‘THE BEST PLACE TO WORK’ Pay & Reward Diversity Performance Management Value Longevity of Employment Learning & Development Career Development Pay & Reward Diversity Drive Employee Engagement Business Performance BestPlace toWork Career Development Value Longevity of Employment Performance Management

  9. role of HR at HSBC Headquarter (London Corp) Centres Expertise HRRelationship Managers Line Managers/Clients CMB Projects L&D HRD HR Transactions Employees

  10. Career Management Recruitment & Selection Training & Development Employees Key Asset Strategic HR Planning Succession Planning Compensation& Benefits Performance Management Prof Geoff Gantz Ivey Business School

  11. graduate recruitment assessment matrix

  12. 1. Driving Business Vision & Brand 4. Customer Drive • Building customer loyalty & satisfaction • Winning New Customers • Future orientation • Strategic thinking • Differentiating HSBC’s business & brand • Change & innovative thinking 5. Working with Others • Building relationships & listening to others • Valuing diversity • Influencing others • Managing collectively • Sharing knowledge & fostering open communication 2. Commercial Judgement • Judgement & decision making • Entrepreneurial & commercial thinking 3. Leading Performance 6. Drive & Personal Development • Inspiring trust • Driving execution & performance • Inspiring & developing others • Championing change • Continual Learning • Driving Self to Achieve Collective Goals • Adaptability

  13. cluster and capability breakdown Driving Business Vision & Brand CAPABILITYCLUSTER Is innovative and forward looking. Establishes team and personal objectives that are aligned with HSBC’s business goals. Supports the differentiation of HSBC and its brand from competitors CLUSTER DEFINITION • A. Future orientation • B. Strategic thinking • C. Differentiating HSBC’s business & brand • D. Change & innovative thinking CAPABILITY A. Future orientation Articulates a sensible view of the future of own business area given changes in the local market CAPABILITYDEFINITION Articulates a broad range of changes in the local socio-economic, technological and regulatory environment and accurately evaluates their potential impact on own business area/team BEHAVIOURALEXAMPLES

  14. Career Management Recruitment & Selection Training & Development Employees Key Asset Strategic HR Planning Succession Planning Compensation& Benefits Performance Management Prof Geoff Gantz Ivey Business School

  15. performance management cycle On-goingreview Set Goals January/February Appraise Performance December Mid year Review July

  16. balanced scorecard

  17. Career Management Recruitment & Selection Training & Development Employees Key Asset Strategic HR Planning Succession Planning Compensation& Benefits Performance Management Prof Geoff Gantz Ivey Business School

  18. SUCCESSION PLAN

  19. Talent Management Recruitment & Selection Training & Development Employees Key Asset Strategic HR Planning Succession Planning Compensation& Benefits Performance Management Prof Geoff Gantz Ivey Business School

  20. IDENTIFY & ASSESS MANAGE & DEVELP talent management model RIGHT PERSON RIGHT PLACE RIGHT TIME ON-GOING PROCESS

  21. talent pools GGM Group ` Talent Pool Business Talent Pool High Potential Pool (Future Leaders, Next Generation, Graduates) Regionally Mobile Internationally Mobile IM Domestic RegionallyMobile Take An International Assignment Will Travel Relocate In Region

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