人力資源成本管理

1.人力資源管理現(xiàn)狀與人力資源成本管理
全球經(jīng)濟放緩下人力資源管理現(xiàn)狀
新經(jīng)濟形勢下人力資源管理面臨的挑戰(zhàn)
人力資源成本管理的戰(zhàn)略意義

人力資源成本管理的含義
人力資源成本的組成
人力資源成本的冰山模型
定位企業(yè)戰(zhàn)略目標,提高人力資源成本管理績效

人力資源成本多角度分析
成本角度
效益角度
薪酬角度
管理角度

2.成本導向的人力資源成本管控
戰(zhàn)略決策決定人力資源成本管理的勝敗
用企業(yè)戰(zhàn)略降低人力資源成本
用薪酬戰(zhàn)略管理人力成本

績效薪酬體系是人力資源成本管控關(guān)鍵環(huán)節(jié)
用薪酬結(jié)構(gòu)管理人力成本
用薪酬總額預算管理人力成本
用崗位評估與定薪定級管理人力成本
用調(diào)薪規(guī)定管理人力成本
量化人力成本考核指標，人人有責
加強績效管理，提高人力成本率
用績效薪酬體系管理人力成本

管理技能提升，改善人力資源成本管控
優(yōu)化招聘管理三環(huán)節(jié)，降低人力成本浪費
自己開發(fā)人才降低人力成本
優(yōu)化組織結(jié)構(gòu)與人員定編，節(jié)省人力資源
優(yōu)化流程，減少無效人力成本
用工方式組合使用以節(jié)約人力成本
加強工時管理，降低無效成本
有效保留員工，降低離職成本
規(guī)范人力資源制度，降低勞動爭議成本
最有效的人力成本降低措施，裁員也得有方法

3.人力資源價值導向的人力資本管理
從人力成本控制到人力資本投資
人力資源成本管理重心悄然轉(zhuǎn)變
人力資本管理開啟新的戰(zhàn)略性思維

人力資本投資管理的三大策略

1. The current situation of HR management and HR cost management
Current situation of HR management under the economic recession circumstance
Challenges of HR management under new economic situation
The strategic significance of HR cost management

Meaning of HR cost management
HR cost composition
Iceberg Model of HR cost
Positioning enterprise strategies to improve HR cost management performance

Multiangle analysis of HR cost
Cost perspective
Benefit perspective
Remuneration perspective
Management perspective

2. Costoriented HR cost control
Strategy decide the success of HR cost management
Using enterprise strategy to reduce HR cost
Using compensation strategy to manage HR cost

Performance and compensation system the key steps to reduce HR cost cost control
Using payments structure to manage HR cost
Using the gross payments vs. the budget system to manage HR cost
Using positition evaluation and payments appraisal system to manage HR cost
Using payments adjustment system to manage HR cost
Quantization HR cost indicators allocated to each responsibilities
Inhancing performance management to improve HR cost rate
Using performance / payments management system to manage HR cost

Upgrading management skills to improve HR cost management
Optimizing three steps of the recruitment process
Developing own talent
Optimizing organization structure and position
Optimizing process
Combinations of employment ways
Strengthening labor hour management
Retaining effectively employees to reduce the turnover cost
Specifying the HR management system to reduce labor dispute cost
The most effective measures, the effective layoffs policy

3. The human resource valueoriented of human capital management
From HR cost control to the human capital investment
Change of the central point of the HR management
Inspiring new strategic thinking in human capital management

Three strategic methods of the human capital investment management