贝恩咨询人力资源 尽职调查报告精品PPT课件
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人力资源数据分析PPT报告(2024)
缺口情况。
针对人才缺口较大的岗位，深入 分析其原因，提出相应的解决策 略，如加强内部培养、加大外部
招聘力度等。
结合企业战略目标和业务发展需 求，制定针对不同层次、不同类 型人才缺口的解决方案和实施计
划。
2024/1/28
17
05 人力资源优化建议
2024/1/28
18
招聘策略优化
多元化招聘渠道
结合线上、线下多种渠道，如社 交媒体、招聘网站、校园招聘等 ，以扩大招聘范围，提高招聘效
2024/1/28
12
员工绩效与激励措施
绩效考核方式与结果
介绍公司的绩效考核方式，以及最近一次绩效考核的结果，包括各 部门和个人的绩效得分和排名情况。
激励措施与效果评估
分析公司目前采用的激励措施，如奖金、晋升、培训等，以及这些 措施的实施效果和存在的问题。
改进与优化建议
根据员工绩效和激励措施分析结果，提出改进和优化的建议，如完善 绩效考核制度、调整激励政策、加强员工培训和职业规划等。
2024/1/28
内部导师制度
建立内部导师制度，让资 深员工指导新员工，促进 知识共享和传承，同时增 强团队凝聚力。
培训效果评估
定期对培训效果进行评估 ，包括员工满意度、培训 后工作表现等，以持续改 进培训计划。
20
薪酬福利体系调整
2024/1/28
市场薪酬调研
定期进行市场薪酬调研，了解同行业薪酬水平及福利政策 ，以确保公司薪酬福利具有竞争力。
15
人力资源供给预测
分析企业内部现有人才队伍的结构、数量和素质，评估其满足未来需求的潜力。
调查了解外部人才市场供给情况，包括高校毕业生、社会招聘、竞争对手等来源的 人才数量和质量。
针对人才缺口较大的岗位，深入 分析其原因，提出相应的解决策 略，如加强内部培养、加大外部
招聘力度等。
结合企业战略目标和业务发展需 求，制定针对不同层次、不同类 型人才缺口的解决方案和实施计
划。
2024/1/28
17
05 人力资源优化建议
2024/1/28
18
招聘策略优化
多元化招聘渠道
结合线上、线下多种渠道，如社 交媒体、招聘网站、校园招聘等 ，以扩大招聘范围，提高招聘效
2024/1/28
12
员工绩效与激励措施
绩效考核方式与结果
介绍公司的绩效考核方式，以及最近一次绩效考核的结果，包括各 部门和个人的绩效得分和排名情况。
激励措施与效果评估
分析公司目前采用的激励措施，如奖金、晋升、培训等，以及这些 措施的实施效果和存在的问题。
改进与优化建议
根据员工绩效和激励措施分析结果，提出改进和优化的建议，如完善 绩效考核制度、调整激励政策、加强员工培训和职业规划等。
2024/1/28
内部导师制度
建立内部导师制度，让资 深员工指导新员工，促进 知识共享和传承，同时增 强团队凝聚力。
培训效果评估
定期对培训效果进行评估 ，包括员工满意度、培训 后工作表现等，以持续改 进培训计划。
20
薪酬福利体系调整
2024/1/28
市场薪酬调研
定期进行市场薪酬调研，了解同行业薪酬水平及福利政策 ，以确保公司薪酬福利具有竞争力。
15
人力资源供给预测
分析企业内部现有人才队伍的结构、数量和素质，评估其满足未来需求的潜力。
调查了解外部人才市场供给情况，包括高校毕业生、社会招聘、竞争对手等来源的 人才数量和质量。
人力资源部调研报告ppt课件
可编辑ppt
6
部门岗位设置及人员配置（现状）
人力资源总监
招聘主管
薪酬主管
绩效经理
培训经理
员工关系管理
综合管理
7
可编辑ppt
制度管理（已编制）
第一章 招聘管理规定 第二章 入职管理规定 第三章 合同管理规定 第四章 试用期考核及转正流程 第五章 考勤及休假 第六章 薪酬福利
第七章 绩效管理规定 第八章 员工培训管理规定 第九章 员工档案管理规定 第十章 返聘规定 第十一章 通知送达规定 第十二章 离职管理 第十三章 奖励及违反制度处理办法
可编辑ppt
29
要吸引优秀人才，激励机制应满足员工多层次需求
员工激励
外在激励
经济性激励
直接报酬
间接报酬
非经济性激励
内在激励
基短长社其各 本期期会他种 薪激激保福服 酬励励险利务
舒 社适职 会办位 活公头 动环衔
境
发 展 机 会
培 训 机 会
成 就 荣 誉 感
挑 战 性 的 工 作
其 他 精 神 激 励
可编辑ppt
3
调研安排
➢本次调研分为三个阶段：
时间安排
工作内容
第一阶段 5月4日-7日
前期筹备
成果输出
公司批准《工作调研方案》
第二阶段 5月8日-14日
专题调研及深度访谈
汇总《访谈小结及工作改进方向》
第三阶段 5月15日-21日 全面总结及编制改进计划 提报《调研报告》
可编辑ppt
4
调研计划
• 调研目的 • 调研方法 • 调研安排
职位需求变化快，推荐成功比例低 磨合期短，招聘成本低，适合公司需求
网络招聘 招聘会（贵阳）
贝恩(Bain)咨询公司的知识管理课程(PPT 30页)
“Knowledge” is a critical capability for consulting firms
NY Infotoday preez 1
4
Knowledge example in consulting
Hale Waihona Puke You’re working in the PC Industry
Data
Market size Market share Competitor prices
World class KM programs manage & share both
NY Infotoday preez 1
5
Overview of Bain and Company
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
NY Infotoday preez 1
1
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
just a part of business strategy Not enough thought before technology Misguided focus on people and process
A lean, value-added KM team that
- makes the process work - fits into existing company structures
贝恩-人力资源-岗位职责-GreatConsultant00325页PPT文档
bc
CU7042898MSA 3 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant Expectations and Differing Perspectives
What people expect of you will depend on their needs and perspective.
“Over time, there is no substitute for the ability to quickly crack a tough business problem/analysis and design/execute an efficient path for gathering the data to back it up. This is what we do day in and day out. It creates client success stories and smooth team operations.”
Office
New Consultant
Client
“What does she bring to the party?”
“Is he a team player?”
Caseteam
“Is he arrogant or can I work with him?”
“Is she cooperative enough to integrate into the team and to add own value quickly?”
• Baseline analytical expertise, but also…
贝恩的国际职位评估系统(53页)课件
进行评估
按照评估标准对岗位进行评估，得出评估结果。
结果分析
对评估结果进行分析步骤
设计阶段
设计评估指标、权 重和标准，制定评 估表格和流程。
正式运行阶段
全面实施评估系统， 进行岗位评估和结 果分析。
准备阶段
确定评估目的、范 围和资源，制定实 施计划。
可能存在文化差异
由于不同国家和地区的文化差异， 相同的职位在不同地区可能有不同的 评估结果。
可能存在语言障碍
在跨国公司中，不同语言的员工之 间可能存在沟通障碍，影响评估结果 的准确性。
贝恩的国际职位评估系统的适用范围评价
适用于跨国公司
适用于不同行业
贝恩的国际职位评估系统特别适用于跨国 公司，可以帮助公司在全球范围内评估员 工的职位等级和薪酬水平。
以及如何克服这些差异。
分析贝恩的国际职位评估系统 在不同国家的实践效果和反馈， 并总结其适用性和局限性。
05
贝恩的国际职位评
估系统的未来发展
贝恩的国际职位评估系统的发展趋势
数字化
跨界融合
随着数字化技术的快速发展，贝恩的 国际职位评估系统将更加依赖于数据 分析和人工智能，以提高评估的准确 性和效率。
持续学习
随着贝恩的国际职位评估系统的 不断发展和变化，相关人员需要 持续学习和掌握新的知识和技能， 以适应新的评估标准和要求。
创新思维
面对贝恩的国际职位评估系统的 发展变化，相关人员需要具备创 新思维和开放心态，积极探索新
的评估方法和思路。
团队合作
应对贝恩的国际职位评估系统的 发展变化需要团队合作和跨部门 协作，共同制定和实施新的评估
某高校
使用贝恩的国际职位评估 系统对教师岗位进行评估， 为教师晋升和薪酬调整提 供依据。
按照评估标准对岗位进行评估，得出评估结果。
结果分析
对评估结果进行分析步骤
设计阶段
设计评估指标、权 重和标准，制定评 估表格和流程。
正式运行阶段
全面实施评估系统， 进行岗位评估和结 果分析。
准备阶段
确定评估目的、范 围和资源，制定实 施计划。
可能存在文化差异
由于不同国家和地区的文化差异， 相同的职位在不同地区可能有不同的 评估结果。
可能存在语言障碍
在跨国公司中，不同语言的员工之 间可能存在沟通障碍，影响评估结果 的准确性。
贝恩的国际职位评估系统的适用范围评价
适用于跨国公司
适用于不同行业
贝恩的国际职位评估系统特别适用于跨国 公司，可以帮助公司在全球范围内评估员 工的职位等级和薪酬水平。
以及如何克服这些差异。
分析贝恩的国际职位评估系统 在不同国家的实践效果和反馈， 并总结其适用性和局限性。
05
贝恩的国际职位评
估系统的未来发展
贝恩的国际职位评估系统的发展趋势
数字化
跨界融合
随着数字化技术的快速发展，贝恩的 国际职位评估系统将更加依赖于数据 分析和人工智能，以提高评估的准确 性和效率。
持续学习
随着贝恩的国际职位评估系统的 不断发展和变化，相关人员需要 持续学习和掌握新的知识和技能， 以适应新的评估标准和要求。
创新思维
面对贝恩的国际职位评估系统的 发展变化，相关人员需要具备创 新思维和开放心态，积极探索新
的评估方法和思路。
团队合作
应对贝恩的国际职位评估系统的 发展变化需要团队合作和跨部门 协作，共同制定和实施新的评估
某高校
使用贝恩的国际职位评估 系统对教师岗位进行评估， 为教师晋升和薪酬调整提 供依据。
贝恩-人力资源-岗位职责-GreatAC002共53页PPT资料
Agenda
GreatAC 3 Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Bain caseteams address a considerable range of strategic issues.
Types of Strategic Issues
How to be a Great AC
•Getting the job done •Managing up •The perfect client meeting •Developing personal style •Building a rewarding career •Key takeaways
How to be a Great AC
Compoutek
Example of Caseteam Assignments
Axels-4-Rent
Business problem: Business unit strategy (PC business unit)
Answer:
• Exit the retail PC market • Cut costs through complexity reduction • Implement process and organization
bc
How to be a Great AC
Developer: Daphne Li
Reviewer: Susan Lonergan
Cartha O’Hare
John Clarke
MarchBain & Company, Inc.
How to be a Great AC
贝恩咨询分析方法-Ratioanalysis2 49页PPT文档
•Return on Equity •Ratio exercises •Forecasting exercise •Abbreviations •Key takeaways
Agenda
BOS
2
Ratio Analysis
Analyzing Ratios
Ratios in isolation are meaningless. A company's ratios must be examined over time and/or against its competitors’ ratios.
BOS
5
Ratio Analysis
•Using ratios •Types of key ratios
–profitability – turnover – leverage –liquidity – coverage
•Return on Equity •Ratio exercises •Forecasting exercise •Abbreviations •Key takeaways
NOT necessarily predict future
• Need to standardize across companies
to adjust for different accounting methods
• Need to be very sensitive about
industry-specific seasonality and cyclicality
Return
Risk
Profitability
Turnover
• Operating margin • Receivables
Agenda
BOS
2
Ratio Analysis
Analyzing Ratios
Ratios in isolation are meaningless. A company's ratios must be examined over time and/or against its competitors’ ratios.
BOS
5
Ratio Analysis
•Using ratios •Types of key ratios
–profitability – turnover – leverage –liquidity – coverage
•Return on Equity •Ratio exercises •Forecasting exercise •Abbreviations •Key takeaways
NOT necessarily predict future
• Need to standardize across companies
to adjust for different accounting methods
• Need to be very sensitive about
industry-specific seasonality and cyclicality
Return
Risk
Profitability
Turnover
• Operating margin • Receivables
贝恩-人力资源-岗位职责-GreatA
Strategy consulting
Corporate strategy
Example: • How should a company with many businesses achieve its growth objectives?
Business unit strategy
• How should a business unit respond to its competitors?
• Blank slides
–storyline
–proper format
• Oral communication
–informal team meetings with consultant/mang er
–overheads to caseteam
• Coordinating workstreams with other ACs/consultants
How to be a Great AC
While you may frequently encounter variations, a typical caseteam structure looks like the following:
Caseteam Structure
Vice-President
Manager/CTL
Caseteam Coordinator
Experienced Consultant
New AC
New Consultant
Experienced AC
GreatAC 6 Copyright© 1998 Bain & Company, Inc.
How to be a Great AC Areas of Responsibility
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by Bain & Company, Inc. or any of its subsidiaries.
bc
SNG Z5112OSF 2
• Executive Summary • Detailed Business Assessment
– US Market Benchmarks – China Market Dynamics – Financials
Strategy and business model
• has a click-and-mortar business model for job placements, consisting of
– a newspaper, Career Post Weekly, launched in Oct 1998 – a website, , launched in Jan 1999
bc
SNG Z5112OSF 4
Executive Summary
Investment Overviewased start-up company established in 1998 focused on the online
operating history and ~US$1M in 1999 revenue
• Current #1 or #2 position in 3 key city markets (0.7 RMS in Beijing, 5.5 RMS in Shanghai
and 0.3 RMS in Guangzhou)
recruitment valuation multiples are attractive (base case: 3.8X return on money, 57% IRR), but not blockbuster (high case: 7.9X return on money, 99% IRR)
recruitment market
• Its key partner team includes 1 Bain partner (Rick Yan) and 3 former Bain consultants • is seeking to raise US$3M in exchange for a 5% equity stake in the business
Bc
Investment Due Diligence Assessment
23 December 1999
Disclaimer The investment opportunity described below has not been recommended or approved by Bain & Company, Inc. or any of its subsidiaries. No representation or warranty is made as to the accuracy or completeness of the information contained in this memorandum. Oliver Stratton and Jim Hildebrandt are distributing this memorandum in their individual capacities and not as representatives of Bain & Company, Inc. or any of its subsidiaries. Any investment in will not be guaranteed
• Exposure to potentially significant sovereign risk given China’s unclear regulations on foreign
ownership and operation of internet businesses
• Expected investment returns based on business plan forecasts and comparable US online
Agenda
bc
SNG Z5112OSF 3
Executive Summary Summary Investment Evaluation
Pros Cons
• Attractive online recruitment market space in China with high growth potential • Differentiated click-and-mortar business model (online and newspaper) with a 16 month
• No competitor has locked up exclusive relationships with key portals - maintaining #1 or #2
position appears to be a realistic goal
• Capable management including head of Bain’s China practice and 3 former Bain consultants • Realistic business plan targets (in Private Placement Memorandum) with additional upside if
timing of adjacent business roll-out (eBay, business models for China) is accelerated (business plan financials are 99% driven by core recruiting business)
bc
SNG Z5112OSF 2
• Executive Summary • Detailed Business Assessment
– US Market Benchmarks – China Market Dynamics – Financials
Strategy and business model
• has a click-and-mortar business model for job placements, consisting of
– a newspaper, Career Post Weekly, launched in Oct 1998 – a website, , launched in Jan 1999
bc
SNG Z5112OSF 4
Executive Summary
Investment Overviewased start-up company established in 1998 focused on the online
operating history and ~US$1M in 1999 revenue
• Current #1 or #2 position in 3 key city markets (0.7 RMS in Beijing, 5.5 RMS in Shanghai
and 0.3 RMS in Guangzhou)
recruitment valuation multiples are attractive (base case: 3.8X return on money, 57% IRR), but not blockbuster (high case: 7.9X return on money, 99% IRR)
recruitment market
• Its key partner team includes 1 Bain partner (Rick Yan) and 3 former Bain consultants • is seeking to raise US$3M in exchange for a 5% equity stake in the business
Bc
Investment Due Diligence Assessment
23 December 1999
Disclaimer The investment opportunity described below has not been recommended or approved by Bain & Company, Inc. or any of its subsidiaries. No representation or warranty is made as to the accuracy or completeness of the information contained in this memorandum. Oliver Stratton and Jim Hildebrandt are distributing this memorandum in their individual capacities and not as representatives of Bain & Company, Inc. or any of its subsidiaries. Any investment in will not be guaranteed
• Exposure to potentially significant sovereign risk given China’s unclear regulations on foreign
ownership and operation of internet businesses
• Expected investment returns based on business plan forecasts and comparable US online
Agenda
bc
SNG Z5112OSF 3
Executive Summary Summary Investment Evaluation
Pros Cons
• Attractive online recruitment market space in China with high growth potential • Differentiated click-and-mortar business model (online and newspaper) with a 16 month
• No competitor has locked up exclusive relationships with key portals - maintaining #1 or #2
position appears to be a realistic goal
• Capable management including head of Bain’s China practice and 3 former Bain consultants • Realistic business plan targets (in Private Placement Memorandum) with additional upside if
timing of adjacent business roll-out (eBay, business models for China) is accelerated (business plan financials are 99% driven by core recruiting business)