Bank of America Human Resources Organization Transformation Framework
美国银行人力资源组织变革框架
China Construction Bank
中国建设银行
What Sets Us Apart: Our Culture Drives Performance 我们的独特之处：企业文化是绩效的动力
Through the strength of our culture, the Bank has evolved into a nimble and entrepreneurial organization, where client and customer, service, teamwork and coaching, integration, creativity, process excellence and disciplines of our core competencies are rewarded. These values are reinforced by the consistency and collective experience of our senior management team.
美国银行凭藉强大的企业文化，已发展成为一个敏捷和具有创业精神的机构，坚持以客户为中心，奉行服务、团队合作和辅导、整合、创造性、流程卓越和核心业务能力原则的价值观。高级管理团队的一致性和集体经验更是巩固了这些价值观。
Client and Customer focus/ Business Integration
Revenue Productivity/ Organic Profitable Growth
Rigorous Expense Management
Balancing Risk and Reward
Capital Efficiency/ Management
Process Driven and Measurement Focus
(1/1/01
–
12/31/04)
-50%
0%
50%
100%
150%
2002
2003
2004
$239
$174
$132
$117
$109
$100
Jan 1, 2001
2001
% Return / 收益率
2001年1月1日
25th Percentile
第25百分位数
Median 中位数
75th Percentile 第75百分位数
90th Percentile 第90百分位数
Total Shareholder Return – Financial Services Peer Group 总股东收益—金融服务同业分布图
关注客户/业务一体化
营业收入率/内生性可赢利增长
严格的费用管理
均衡风险和收益
资本效率/管理
以流程为驱动力，以考核为中心
Bank Of America Organization Structure
美国银行的结构
Bank of America 美国银行
Global Technology Services and Fulfillment 全球技术、服务及 业务实现部
Global Quality and Productivity 全球质量及生产率处
Global Consumer & Small Business Banking 全球个人及小型企业 银行业务部
Global Wealth & Investment Management 全球财富及投资管理部
Global Corporate and Investment Banking 全球企业金融及 投资银行部
Global Human Resources
全球人力资源部
Global Risk
全球风险部
Global Corporate Planning & Strategy 全球企业规划及战略部
Finance 财务部
Ken Lewis
Chief Executive Officer
Liam McGee
Global Consumer & Small Business Banking
Greg Curl
Global Corporate Planning & Strategy
Steele Alphin
Global Human Resources
Al de Molina
Chief Financial Officer
Amy Brinkley
Global Risk
Barbara Desoer
Global Technology Service & Fulfillment
Gene Taylor
Global Corporate & Investment Banking
West Division
Brian Moynihan
Global Wealth & Investment Mgt
Southwest Division
East Division
Northeast Division
Community Division
Card Services
Consumer Real Estate
E-Commerce & ATM
Sales & Service Execution
Premier Banking & Investments
Private Bank
Family Wealth Advisors
Global Wealth & Investment Mgt Products Group
Columbia Management Group
NY Stock Exchange Specialist
Sales & Service Execution
Wealth & Investment Management, NY
Global Commercial Banking
Global Investment Banking
Global Treasury Services
Bank of America Securities, Global Markets
Latin America
EMEA & Asia
Sales Performance & Credit
Global Consumer & Small Business Technology
Global Wealth & Investment Mgt Technology
Capital Markets & Wholesale Banking Technology
Corporate Staff Support Technology
Network Computing Group, CCB Initiative
Service & Fulfillment Operations
Enterprise Initiative Delivery
Corporate Info Security & Business Continuity
Corporate Workplace
Enterprise Transition
Global Quality & Productivity
Global Consumer & Small Business Banking Risk
Global Wealth & Investment Management Risk
Global Corporate & Investment Banking Risk
Enterprise Market Risk & Enterprise Credit Risk
Legal Department & Operational Risk
General Auditor
Compliance Risk Management
Corporate Security
Finance Operations & Supply Chain
Corporate Investments
Chief Accounting Officer
Treasury
Investor Relations
Corporate Financial Analysis
CCB Strategic Assistance
Global Consumer & Small Business Banking HR
Global Wealth & Investment Management HR
GCIB, Corporate Planning & Strategy, CFO HR
GTS&F, Risk, Q&P HR, Staffing Practices
Learning & Leadership Development
Compensation, Benefits, HR Service Delivery
Strategic Staffing Initiative
Corporate Diversity
Global Marketing & Corporate Affairs
Marketing
Matrix Management vs. Hierarchy Management
矩阵式管理与分级管理
Functional Leaders/Executives are dotted lined to LOB Executive and solid lined to head of Function 集团职能部门主管/经理与业务线主管之间的连线是虚线（间接上下级），与职能部门负责人之间的连线为实线（直接上下级）
Global Technology, Service & Fulfillment 技术，服务及 业务提供部
Quality and Productivity 质量与生产率部
Finance 财务部
Global Risk Management 全球风险管理部
Global Human Resources 全球人力资源部
Business Finance Officer 业务部财务经理
Technology Exec 技术主管
Risk Exec 风险主管
Q&P Exec 质量与生产率部经理
HR Exec 全球人力资源部经理
Global Consumer & Small Business Banking 全球个人和小型 企业银行业务
Global Corporate and Investment Banking 全球机构和 投资银行业务
HR Exec 全球人力资源部经理
Business Finance Officer 业务部财务经理
Technology Exec 技术主管
Risk Exec 风险主管
Q&P Exec 质量与生产率部经理
HR Exec 全球人力资源部经理
Global Wealth & Investment Management 全球财富和 投资管理业务
Business Finance Officer 业务部财务经理
Technology Exec 技术主管
Risk Exec 风险主管
Q&P Exec 质量与生产率部经理
Matrix Management Relationships
Global Consumer and Small Business Banking
Ken Lewis
CEO
Liam McGee
Global Consumer & Small Business Banking
Global Corporate Planning & Strategy
Global Human Resources
Chief Financial Officer
Global Risk
Global Technology Service & Fulfillment
Global Corporate Investment Banking
West Division
Global Wealth & Investment Management
Southwest Division
East Division
Northeast Division
Community Division
Card Services
Consumer Real Estate
E-Commerce & ATM
Sales & Service Execution
Premier Banking & Investments
Private Bank
Family Wealth Advisors
Products Group
Columbia Management Group
NY Stock Exchange Specialist
Sales & Service Execution
Global Commercial Banking
Global Investment Banking
Global Treasury Services
Bank of America Securities, Global Markets
Latin America
EMEA & Asia
Sales Performance & Credit
Global Consumer & Small Business Technology
GWIM Technology
GCIB Technology
Staff Support Technology
Network Computing Group
Service & Fulfillment Operations
Enterprise Initiative Delivery
Corporate Information Security & Business Continuity
Corporate Workplace
Enterprise Transition
Global Quality & Productivity
Global Consumer & Small Business Banking Risk
GWIM Risk
GCIB Risk
Enterprise Market & Credit Risk
Legal Department & Operational Risk
General Auditor
Compliance Risk Management
Corporate Security
Finance Operations & Supply Chain
Corporate Investments
Chief Accounting Officer
Treasury
Investor Relations
Corporate Financial Analysis
CCB Strategic Assistance
Global Consumer & Small Business Banking HR
GWIM HR
GCIB, CFO, Corporate Planning & Strategy HR
GTS&F, Risk, Q&P HR, Staffing Practices
Learning & Leadership Dev.
Compensation, Benefits, HR Service Delivery
Strategic Staffing Initiative
Corporate Diversity
Global Marketing & Corporate Affairs
Marketing
Risk Exec
Global Consumer & Small Business Banking
Learning Exec
Global Consumer & Small Business Banking
Compensation Exec
Global Consumer & Small Business Banking
Business Finance Officer
Global Consumer & Small Business Banking
Technology Exec
Global Consumer & Small Business Banking
Global Consumer & Small Business Banking
Human Resources Exec
Global Consumer & Small Business Banking
Q&P Exec
Global Consumer & Small Business Banking
Global Consumer and Small Business Banking 全球个人和小型企业银行业务部
Matrix Management Relationships 矩阵式管理关系
Q&P Exec
Global Consumer & Small Business Banking
Ken Lewis
首席执行官
质量及生产率主管全球个人和小型企业 银行业务部
全球质量及 生产率部
人力资源主管
全球个人和小型企业银行业务部
Liam McGee
Global Consumer & Small Business Banking
销售及服务 执行部
Global Consumer & Small Business Technology
Global Consumer & Small Business Banking Risk
培训主管
全球个人和小型企业 银行业务部
薪酬主管
全球个人和小型企业 银行业务部
业务部财务主管
全球个人和小型企业 银行业务部
全球个人和小型企业银行业务部
全球集团计划及 战略部
全球人力资源部
财务总监
全球风险部
全球技术服务及 业务提供部
全球企业金融及 投资银行业务部
全球财富及投资 管理部
东部分部
西南分部
西部分部
东北分部
社区分部
银行卡服务部
个人房地产部
电子商务及自动取款机部
销售及服务 执行部
高端银行业务 及投资部
私人银行
家庭财富顾问部
产品部
哥伦比亚特区 管理组
纽约股票交易所业务员
全球商业银行 业务部
全球投资银行 业务部
全球理财服务部
美国银行证券部 全球市场组
拉丁美洲部
欧洲、中东、 非洲及亚洲部
销售绩效考核 及信用部
技术主管
全球个人和小型 企业银行业务部
全球财富及投资管理部技术组
全球企业金融及投资银行业务部 技术组
员工支持部 技术组
网络计算部
服务及业务提供部
企业级业务项目实施部
集团信息安全及 业务连续性保障部
集团工作场所部
企业转型部
风险主管
全球个人和小型 企业银行业务部
全球财富及投资管理部风险组
全球企业金融及投资银行业务部 风险组
企业市场风险部及信用风险部
法律部及营运 风险部
总审计师
合规风险管理部
集团安全部
财务及供应链 管理部
集团投资部
总会计师
司库部
投资者关系部
集团财务分析部
中国建设银行 战略援助组
全球财富及投资 管理部人力资源组
全球企业金融及投资银行业务部、财务总监、集团计划及战略部人力资源组
全球理财服务及财务部、风险部、质量及生产率部人力资源组、员工招募组
培训及领导能力培养部
薪酬、福利、人力资源服务提供部
战略性人才 项目组
集团多元化部
全球营销及公司事务部
营销部
Matrix Management Relationships
Global Consumer and Small Business Banking
Global Consumer &
Small Business Banking
Liam McGee
West
Division
Southwest
Division
Community Division
East
Division
Northeast
Division
Distribution
Banking Centers
Internet & ATM
Service &
Fulfillment Ops
Human Resources
Legal
Finance
CIO
Corporate Communications
Support
Quality &
Productivity
Risk
Brand
Card Services
Sales & Service
Execution
Consumer
Real Estate
Marketing
Products / Processes
E-Commerce
and ATM
Confidential and Proprietary Materials. For use only by China Construction Bank and Bank of America personnel. See applicable contracts.
Global Consumer and Small Business Banking 全球个人和小型企业银行业务部
Matrix Management Relationships 矩阵式管理关系
全球个人和小型企业银行业务部
Liam McGee
东部分部
西南分部
西部分部
东北分部
社区分部
分销
银行业务中心
网上银行及自动取款机
服务及业务 提供部
人力资源部
法律部
财务部
信息总监
集团传讯部
支持
质量及生产率部
风险部
品牌部
银行卡 服务部
销售及服务执行部
个人 房地产部
营销部
制造
电子商务及 自动取款机部
Confidential and Proprietary Materials. For use only by China Construction Bank and Bank of America personnel. See applicable contracts. 保密资料。仅供中国建设银行和美国银行人员使用。详见对应合同。
Global Human Resources as an Enabler 全球人力资源作为公司推动器
HR Vision HR愿景
Enable the company to drive revenue and achieve business objectives by attracting, developing and retaining world-class talent and by proactively advancing and defending the Company’s interests and reputation globally. 通过吸引、培养和保持世界水准的一流人才，并通过积极的推进和维持公司的全球利益和声誉，帮助公司盈利，实现业务目标。
HR Mission HR使命
Accelerate the organizational and people capabilities of the businesses we support so they can execute on their revenue growth, customer delight and operational excellence priorities. 加快组织和人才能力，以使他们能推动公司发展，增进客户满意度，实现运营卓越。
Core Processes:核心流程：
Staffing;员工选用
Communication & Leadership;沟通和领导力
Performance Management; 绩效管理
Associate Development;员工培养
Recognition & Reward;评估和奖励
Talent Management 人才管理
Culture文化
Values价值观
Leadership Model领导力模型
Staffing员工选用
Defined strategy to hire, place, and promote people with the right capabilities to help the organization gain competitive advantage.确定员工雇佣，任用和晋升的战略，以帮助组织获得优势竞争力。
Associate Development员工培养
Ensure learning & development opportunities to maximize current associate performance and future potential. Improve associate capabilities in critical skills.确保学习和发展机会，以使员工现有业绩和未来潜力最大化。增强员工关键技能的掌握能力。
Performance
Management
绩效管理
Clearly defined roles and expectations.
Focus associates on the
behaviors that contribute to
achieving desired results. 明确定义工作内容和预期目标。使员工注重那些能够达成预期结果的行为。
Reward & Recognition
奖励与评估
Align performance measures and incentives to re-enforce desired associate behaviors.使绩效考核和奖金挂钩，以加强预期员工行为。
Communication & Leadership沟通和领导力
Provide vision & direction
Coaching & Feedback
Associate engagement & alignment提供前景和方向指导及反馈，员工参与
和联合。
Talent Management人才管理
Defined talent strategy tied to business needs that ensures the best people in our most critical positions. Tactics to build benchstrength, focusing on developing our high potential talent 根据业务需求明确人才战略，保证优秀人才担当重要职位。建立战术优势，侧重培养有潜力的人才。
Products & Services: “What we do”产品和服务：“我们做了什么”
Human Resource Framework 人力资源的框架结构
Future/Strategic
Focus未来/策略的焦点
Management of
Strategic Human
Resources
策略性人力资源的管理
Processes进程
People人员
Day-to-Day/
Operational Focus每天/运营焦点
Management of
Human Resources
Infrastructure
人力资源基础结构的管理
Management of
Employee
Contribution员工贡献的管理
Management of
Transformation and
Change转化和变化的管理
Reengineering
HR Processes:
“Shared
Services”重新设计人力资源的进程：“共享的服务”
Administrative
Expert行政管理专家
Building an
Efficient
Infrastructure建立一个高效的基础结构
Human Resources
Infrastructure人力资源的基础结构
Listening &
Responding to Employees:
“Providing
Resources to
Employees”倾听&回复员工的意见：“为员工提供资源”
Employee
Champion员工冠军
Increasing
Employee
Commitment
& Capability提高员工的敬业态度&工作能力
Employee
Contribution员工贡献
Managing
Transformation
& Change:
“Ensuring Capacity
For Change”管理转变&变化“保证变化的容量”
Change
Agent变化代理商
Creating a
Renewed
Organization建立一个更新的组织
Transformation
And Change转变和变化
Aligning HR &
Business Strategy:
“Organizational
Alignment”审核人力资源&商业战略“组织结盟”
Strategic Partner战略合伙人
Executing
Strategy执行策略
Strategic
Human
Resources策略性人力资源
Activity活动
Metaphor比喻
Deliverable/
Outcome可交付的/结果
Role/Cell角色/单元
Architecting and Driving Enterprise Change策划和促使企业的变化
Steps步骤
Define定义
Measure衡量
Analyze分析
Improve改善
Control控制
Tools工具
STAR Model STAR模式
MBF, Pareto,
FMEA (risk
analysis),
Cause & Effect,
Process Maps,
Etc….基于事实的管理MBF、帕累托原则Pareto、失效模式及后果分析FMEA（风险分析）、原因&效果、进程图示等等）
Project Plans项目策划
Control Charts控制图表
Throughout the
Change Process
The manager must
Tirelessly:在贯穿整个的变化进程中，管理者必须不知疲倦地：
Contact联系
Communicate沟通
Engage Others从事其它事务
Best Place to Work 最好的工作地方
Working Mother magazine… 职业妇女杂志……
Chooses Bank of America as one of 100 Best Companies for Working Mothers. 选定美国银行作为100家最适合妇女工作的公司。
Hispanic Magazine…西班牙杂志……
Names Bank of America one of the top 100 companies in the ., citing business and job opportunities for Hispanic Americans. 在业务经营和为拉丁族裔美国人提供工作机会方面，美国银行被提名为100家顶尖美国公司之一。
Diversity Inc. Magazine… Diversity Inc.杂志 Recognizes Bank of America as one of the Top 50 Companies for diversity. 在多元化方面，美国银行被评为50佳公司。
Fortune Magazine…财富杂志……
List of Global Most Admired Companies has Bank of America ranked #4 in the industry category. 美国银行列于全球最受推崇公司名单之上，在同行业之中位列第四。
Organization Transformation
组织变革
Partners with the Business and Function to align Business Strategy with Organizational transformation 与业务和职能部门建立合作关系，使公司商业战略和组织变革相适应
Partners with the Business and Function to identify competencies, skills and success profiles for the key roles; 与业务和职能部门建立合作关系，确定 岗位所需上岗资格、技能和成功要素
Partners with the Business and Function to architect and drive the change across the enterprise including alignment of roles and responsibilities 与业务和职能部门建立合作关系，在全公司规划实施改革，包括将岗位和承担的责任进行调整
Creates Job Profile and Description 建立职位描述及职位要求
Determine specific impact analyses of the transition to the new model on the existing organization, roles, people and responsibilities 在转换到 新模式后，对现有组织，岗位，人员以及责任方面造成的影响进行分析
Crafts organizational chart of “To Be” environment 草拟改革后的组织框架
Assist in selecting the right talent for the roles 协助选择 岗位合适人选
Develops assimilation and on-boarding plan for associates in new role 为调换到新岗位的员工提供适应计划
Provides the framework, processes and tools to drive performance assessment/management for associates in role 为在岗员工提供绩效评估/考核框架、流程、工具
Provides leadership development and talent management framework and guidance 提供领导培训、人才管理框架及指导原则
Determines right compensation levels and mix for role 为岗位设定合适的薪酬范围和薪资组合
HR’s Role in the Transition – the partnership model 转换中人力资源部起到的作用－合作模型
Strategy 发展战略
Structure 结构
Management Systems & Processes 管理系统及操作流程
People Capability 员工能力
Metrics & Rewards 考核及激励
Framework for Architecting and Driving Change – The Star Model 变动管理构架及促进框架－星型模型
Culture 文化
Fit among these elements produces effectiveness 将上述各要素进行合理搭配以提高效力
What Key Aspects Do We Assess When Analyzing Organization Effectiveness? 分析组织有效性时应关注什么关键问题？
Metrics & Rewards 考核及激励
Accountability Measures 工作责任度量
Alignment of Compensation 与工资福利调整挂钩
Results/Behaviors Reinforced 强化工作结果与表现
People Capability 员工能力
Key Leaders 主要负责人
Skills Matrix 技能组合
Right fit vs. Core Competencies 合理安排与提高核心竞争力比较
Learning/Development 学习和发展
Mgmt Systems & Processes 管理系统及操作流程
Horizontal/Core 横向管理/核心管理
Information & Technology 信息技术
Processes Built-out 过程扩建
Customer Aligned 与客户一致
Functioning at Six Sigma 按照六西格玛原则运作
Structure 结构
Clear Accountability 工作责任明确透晰
Lateral Integration 横向联合
Focus 关注重视
Efficiency 注重效率
Strategy 战略
Business Direction/Value Drivers 商业发展方向/价值驱动
External Marketplace Realities 外部市场实际情况
Face Validity 表面效度 – Face Real Need 工作面真实需求
Learn about what’s working or not working 掌握了解什么起作用或不起作用
Utilizing the DMAIC model for project execution
使用 DMAIC 模型方法进行项目实施
Steps/Deliverables
步骤
Phase
阶段
Define 定义
Measure 衡量
Analyze 分析
Improve 改进
Control 控制
Timeframe时间表
Gather VOC – Understand critical success factor 收集VOC资料信息－ 了解关健的成功 促成因素
Stakeholder analysis 利益相关者分析
Project scope and planning 项目实施范围及 计划安排
Conduct initial risk assessment 期初风险评估
Develop project charter and signoff by stakeholder 制定项目规章及利益 相关者规章签署
Current state assessment – Roles and skills, compensation, performance and measurement, organization, management systems and processes 当前状况评估－ 职能及各项技能， 薪酬，绩效及其度量，机构，管理系统和 业务操作流程评估
Share experiences/best practices on BAC models and processes 经验共享/BAC模型 最佳操作流程
Identify pilot opportunities 确认试点机遇
Complete audience impact analysis 完成听众效用分析
Complete fit/gap analysis 完成适合分析及缺口 分析工作
Complete design options using star model, provide target environment for pilot sites 使用星型模型完成选择设计工作，为试点场所提供目标环境
Complete process impact analysis 完成过程效用分析
Develop pilot plan 制定试点计划
Signoff deployment plan by stakeholder 利益相关者签署部署 计划
Conduct audience/system/process readiness review 就观众，系统方案和实施过程方面进行回顾
Develop communications plan and materials 制定交流沟通计划和 相关材料准备
Develop control metrics 制定控制管理指标
Complete success metrics 完成成功度量方案
Document lessons learned 记录经验教训
Conduct Stakeholder Approval / Final Acceptance 实施利益相关者确认/ 最终验核接受
Implement pilot site using star model 使用星型模型 进行试点运作
Global Consumer & Small Business Banking
CHANNELS
West, Southwest, East, Northeast & Community regional divisions representing the Banking Center Channel
E-Commerce and ATM
PRODUCT GROUPS include:
Card Services
Consumer Real Estate
SUPPORT FUNCTIONS include:
Sales & Service Execution
Marketing
Global Wealth & Investment Management
PRODUCT GROUPS include:
Premier Banking & Investments
Private Bank
Family Wealth Advisors
Columbia Management
SUPPORT FUNCTIONS include:
Products Groups
Sales & Service Execution
NY Stock Exchange Specialist
Global Corporate & Investment Banking
CUSTOMER SEGMENTS include:
Premier Banking & Investments
HR Vision Mission and statements keep us focused
Becoming the trusted advisor
Culture
Know the whole business, not just your part of it
Be an enterprise leader
Drive the growth of the business
Management vs. leadership
Live the values, uphold highest ethical standards
Values
Trust & Teamwork
Doing the right thing
Inclusive Meritocracy
Winning
Leadership
Leadership
Role of leaders to build the team
Talent integration and cross-training
Deliver the leadership charge to associates
