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至人力资源团体
For HR Community
全球人力资源转型项目
Global HR Transformation Project
正大集团人力资源组织结构 - CPG HR Structure
仪表板 - Dashboard
管控/治理 - Governance
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
今天我们将谈论什么…
What we will cover today…
全球人力资源转型项目进展情况
Global HR Transformation Project Status
正大集团人力资源组织结构，仪表板，以及
管控/治理模块
CPG HR Structure, Dashboard, and Governance
Modules
2
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
全球人力资源转型项目进展情况
Global HR Transformation Project Status
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
我们在哪：全球人力资源转型项目的项目更新
Where are we: Project Update on Global HR Transformation Project
4
项目计划
与管理
Project
Planning
and
Managem
ent
模块1
Module 1
人力资源
策略
HR
Strategy
模块2
Module 2
模块3 – 人力资源组织结构
Module 3 – HR Structure
模块4 – 人力资源管控/治理
Module 4 – HR Governance
已完成
Completed
沟通与变革被包含于各个模块当中
Communication and Change Management is embedded in all modules
正在进行
In Progress
模块5 – 人力资源信息系统
Module 5 – HR Technology
模块6 – 人力资源流程
Module 6 – HR Processes
模块7- 人力资源政策*
Module 7 – HR Policies*
模块8 – 人力资源能力素质开发
Module 8 – HR Capability Development
模块9 – 执行计划与变革
Module 9 – Implementation Plan and Change
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5
人力资源
政策
HR
Policies
模块7
Module 7
- 岗位评价
- Job Evaluation
- 薪酬&福利结构
- Compensation & Benefits Structure
我们在哪：全球人力资源转型项目的项目更新
Where are we: Project Update on Global HR Transformation Project
- 人才获取，人才选聘以及保留策略与政策
- Talent Acquisition, Talent Engagement &
Retention Strategy & Policy
- 业绩管理
- Performance Management
- 继任者计划
- Succession Planning
- 人力资源分析/仪表板
- HR Analytics/Dashboard
- 职业道路
- Career Path
7月15日开始
Start in July’15
8月15日开始
Start in August’15
已完成
Completed
正在进行
In Progress
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HR Technology – Demo, Business case and
Implementation plan
D&A
HR Structure,
JD Training
HR Governance & RACI D&A
Job Evaluation – workshop and titling
D&A
C&B - Market benchmarking analysis Salary structure at Group level and BUs D&A
Talent acquisition - hiring
strategy and policy
D&A
Talent engagement and
retention strategy
– Focus Group
D&A
HR Dashboard
Performance management
framework processes, policies and
Appraisal form
D&A
Career management
framework D&A
Implementation
Implementation
Implementation
Implementation
Implementation
Technology implementation (36 to 60 months)
Implementation
Implementation
Implement new grade/ title
HR Functional
Competency
HR Assessment
Transition Plan
D&A
Implementation
Job Evaluation
Benefit audit &
recommendation
Implementation
CPG: Succession Planning CEO-1
D&A Implementation
D&A: Decision & Approval
HR Technology – Demo, Business case and
Implementation plan
D&A
HR
Structure
HR Governance & RACI D&A
Job Evaluation – workshop and titling
D&A
C&B - Market benchmarking analysis Salary structure at Group level and BUs D&A
Talent acquisition - hiring strategy and policy D&A
Talent engagement and retention strategy
– Focus Group
D&A
HR Dashboard
Performance management
framework processes, policies and
Appraisal form
D&A
Career management
framework D&A
Implem
entatio
n
Impleme
ntation
Implementation
Implementation
Implementation
Technology implementation (36 to 60 months)
Implementation
Implementation
Implement new grade/ title
HR Functional
Competency
HR Assessment
Transition Plan
D&A
Implementation
Job Evaluation
Benefit audit &
recommendation
Implementation
CPG: Succession Planning CEO-1
D&A Implementation
Implementation:执行
Conducting training: 进行培训
D&A:决定&批准
D&A: Decision & Approval
Conducted
training
Conducted
training
Conducted
training
Sr. Stakeholder
Communication
Sr. Stakeholder
Communication
Sr. Stakeholder
Communication
HR Community Communication
HR Community Communication
HR Community Communication
信息系统
人力资源组织结构
管控/治理
&RACI
人力资源团队沟通
高层利益相关者沟通
信息系统实施
（36~60个月）
岗位评价
薪酬福利 – 市场标杆分析
福利审计及建议
人才获取-雇佣策略及制度
人才敬业及保留策略
仪表板
业绩管理流程框架，制度和评估表单
职业发展管理框架
HR职能
能力
正大集团：继任者计划CEO-1
移交计划
执行
人力资源团队沟通
高层利益相关者沟通
HR评估
集团/事业单元薪酬结构
人力资源团队沟通
高层利益相关者沟通
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正大集团人力资源组织结构 - CPG HR Structure
仪表板 - Dashboard
管控/治理 – Governance
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
人力资源组织结构，仪表板以及管控/治理结构模块都是关于
什么的？What are HR Structure, Dashboard, and Governance
Modules about?
8
人力资源组织结构 HR Structure
人力资源仪表板
HR Dashboard
人力资源管控/治理 HR Governance
人力资源管控/治理是关于在人力资源范畴里为事业做所必要的决策。它有助于定
义职责与所有权，是做决策的指导方针，是一种平衡冲突和在一个矩阵型组织的
汇报结构中平衡的方法，它定义了必要的沟通渠道。
Governance is about making the required decisions for the business in HR context. It helps to
define accountabilities and ownership, be guidelines for decision making, be the ways of
balancing conflict and balancing within a matrix organizational reporting structure, and define
necessary communication flows
是关于人力资源组织中权力结构，沟通以及权利与
义务在各层级之间的安排（即在各个级别的权责分
配）。明确了HR职能如何保持高效率和高业绩地
运转。
The hierarchical arrangement of lines of authority,
communications, rights and duties of HR organization. It
defines how CPG’s HR function will be operated in order
to maximize efficiency and perform at high level.
HR Dashboard is a tool to
indicate how well the entity
performs regarding to HR
context. It is important to feed
the accurate data periodically
so that we know where we are
and have the background to
analyze the gap in order to
improve towards to our target.
HR仪表板是能够显示HR总体
运行情况的工具。定期提供正
确的数据对仪表板来说非常重
要。它能帮助我们知道我们在
哪以及提供一个环境背景来分
析差距以实现我们的目标。
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9
1. 人力资源组织结构
HR Structure
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10
人力资源组织结构 HR Structure
为什么要做？ Why we do this?
结合“经批准的人力资源运营模式”来建立有效的人力资源组织结构
To set-up the efficient HR Structure that align with the approved HR operating model.
集团HR与各事业HR之间更好地协作
To gain better coordination between CPG HR and BU HR.
人力资源组织结构是什么？What is HR Structure?
是关于人力资源组织中权力结构，沟通以及权利与义务在各层级之间的安排（即在各个级别的权责分配）。明确了HR职能如何
保持高效率和高业绩地运转。
The hierarchical arrangement of lines of authority, communications, rights and duties of HR organization. It defines how CPG’s
HR function will be operated in order to maximize efficiency and perform at high level.
集团人力资源的角色 Roles of CPG HR
• 为集团领导团队和事业HR提供人力资本策略建议
Provide strategic human capital advice to CPG leadership team and BU HR
• 在关键HR领域建立管控/治理机制
Establish governance mechanisms for key HR areas
• 成为集团范围内利用和共享最佳实践分享平台
As a platform to leverage and share existing best practices across CPG
• 作为提供先进的人力资本最佳实践/解决方案、研究及劳动力分析的参考
As a point of reference in providing leading human capital best practices/ solutions, research and workforce analytics
• 追踪集团HR记分卡进展
Monitor and track achievement of CPG HR scorecard
• 确定集团内的协同范畴并带头行动以改善总体效果和效率
Identify areas for synergies across CPG and spearhead initiatives to improve overall effectiveness and efficiency
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
正大集团人力资源组织结构
CPG HR Structure
Chief People
Officer
Talent Management
Communication and
Change Management
Organization
Development &
Workforce Planning
Rewards and
Executive
Compensation
CPF HR
Head
CPALL HR
Head
China HR
Head
TRUE HR
Head
HRBP- Group
Corporate
Services &
Chairman’s
Office
CPLI
HRIS and
Web Portal
HR Operations
Direct report
of Chairman
Direct reports of BU Heads
HRBP – Other
Businesses
Talent
Management
and
Organization
Development
Recruitment Compliance
11
正大集团HR组织结构已经获得批准实施。各事业的HR可以按照此结构以便与集团保持一致和与其它事业HR相符。
The overall HR Structure for CPG was approved to implement. The related BU HR can roll-out this structure to strengthen the alignment and
correspondence between CPG HR and BU HR.
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
首席人力资源官
人才管理
沟通与变革管理
组织发展&人力计划
薪酬与高管薪酬
CPF人力
资源主管
CPALL人
力资源主
管
中国区人力
资源主管
TRUE人
力资源主
管
事业伙伴 –
集团服务&
董事长办公
室
正大领导
力学院
人力资源信息
系统与门户网
站
HR营运
直接向董事
长汇报
直接向各事业经营主管报告
事业伙伴-其
他事业
人才管理与
组织发展
招聘 稽核
12
正大集团HR组织结构已经获得批准实施。各事业的HR可以按照此结构以便与集团保持一致和与其它事业HR相符。
The overall HR Structure for CPG was approved to implement. The related BU HR can roll-out this structure to strengthen the alignment and
correspondence between CPG HR and BU HR.
正大集团人力资源组织结构
CPG HR Structure
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新的人力资源组织结构下为何需要更新岗位描述？
Why need to develop Job Description when having new HR organization structure?
清晰角色 Roles Clarification
• 在这个角色下我应该做什么？
What am I supposed to do in this role?
• 为什么会有这个工作存在？
Why does this job exist?
• 责任与职责
Responsibilities and accountabilities
• 基本要求
Essential requirements
• 工作重叠最小化
Overlap minimization
改善业绩 Better Performance
• 明确这个角色的工作范围以及工作预期效果
Clear job scope and expectations of this role
区分角色与角色拥有者 Distinguish between Role and
Role Holder
• 一个有效的岗位描述是聚焦在岗位上，而不是“岗位拥有
者”
An effective job description is focused on a position,
not “a position holder”
组织结构 Organization Structure
• 确定不同的角色，并且给出每个角色如何适应整个组织
框架。
Recognizes differences in roles and provides indications
on how each role fits into the overall organization
framework
明确责任 Accountability
• 明确责任，通过明确规定每个角色应该交付什么以及员
工需要拥有什么样的行为与技能去有效的执行工作。
Ensure accountability by clearly stating what each role is
supposed to deliver and what behaviors/skills
employees need to display to perform the role
effectively
提高效率 Efficiency Improvement
• 识别出业绩之间的差距以及了解岗位拥有者的需求；组
织中的角色重叠最小化，从而促进效率的提升。
Identify performance gaps and learning needs of the
role holder; minimize overlaps between roles, thereby
promoting efficiency
HR员工角度
As an HR employee
公司角度
As a Company
13
岗位描述在两方面满足新设计的人力资源架构：1）从作为一名人力资源员工角度与 2）从公司角度（细则如
下）。清晰的岗位描述能使人力资源组织结构的转型更加顺利与有效。
Job descriptions (JDs) fulfill the new designed HR structure in two aspects 1) As an HR employee and 2) As a
company (details in table below). Clear JDs support HR structure transformation smoothly and effectively.
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
岗位描述 Job Description
14
一旦组织结构被批准，将制作岗位描述来描述角色，本质以及工作执行的水平，和满足执行工作必要的技能与
知识。下图是一个岗位描述设计版本的示例。
When the organization structure had been approved, job descriptions were developed to describe roles, the nature, and level
of work performed, as well as the essential skills and knowledge necessary to satisfactorily perform the job. The following is
the illustration of the JD format.
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15
2. 仪表板
Dashboard
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什么是人力资源测量？它们为什么是重要的？
What are HR metrics and why are they important?
人力资源测量是什么
What are HR metrics
一系列能够表明组织运行状态的数字
Numbers that indicate how well an entity is performing
• 与测量相联系 Relating to measures
• 通过测量来参与或开展工作Involving or
proceeding by measures
• 追踪人力资源效能的方法 Methods of tracking
the effectiveness of HR
• 你对人力资源体系的估价以及等价的货币价值
What you value about HR programs and the
equivalent monetary value
• 管理的表达Language of management
• 量化人力资源的价值 Quantify the value of HR
• 指导劳动力策略 Guide workforce strategies
• 人力资源投资回报最大化 Maximize HR’s
return on investments
• 提供测量标准 Provide measurement standards
• 展示人力资源对商业成果的贡献 Show what
HR contributes to business results
• 为人力资源的目标制作商业案例 Make the
business case for HR’s objectives
16
测量的特点 Qualities of Metrics
人力资源仪表板是一种能够显示出HR总体运行情况的工具。定期的提供正确的数据是非常重要的，它能帮助
我们知道我们在哪以及提供一个环境背景让我们来分析差距，然后进行改善，以达到我们的既定目标。
HR Dashboard is a tool to indicate how well the entity performs regarding to HR context. It is important to feed the accurate
data periodically so that we know where we are and have the background to analyze the gap in order to improve towards to our
target.
能够用百分比、比率或者差异
表示
Can be expressed as percentages,
ratios or incremental differences
可以是个体或汇
总
Can be individual or
aggregated
可以被持续追踪以显
示趋势
Can be tracked overtime
to show trends
可以被定量或定
性
Can be qualitative
or quantitative
可以被预测
Can be
predictive
人力资源测量的重要性
Importance of HR metrics
业务语言的一部分
Part of the language of business
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
为什么我们要关注人力资源测量？
Why should we care about HR metrics?
人力成本占了公司半数甚至更多的费用开销
People costs can constitute half or more of a company’s expenses
测量可以使关于人的方面的问题能够所作出基于事实的决策(例如：投资)
Metrics allow fact-based decision making on people questions (. investments)
测量可以改变在整个公司内部沟通时的行为
Metrics can change behavior when communicated throughout a company
测量能够明确什么是重要的
Metrics clarify what is important
识别内部的最佳实践
Identify best practices internally
评估人力资源职能的效能（内部比较和外部对标）
Assess the efficiency of the HR function (against internal & external benchmarks)
那些与业务目标和工作能力相关的测量，对人力资源来说是业务情报工具
Metrics that are aligned with business objectives and operational capability are business intelligence tools for
HR
人力资源应关注测量，因为CEO和高管关注人力资源对业绩的影响，同时他们也关心数字和有形资产
HR should care about metrics because CEO’s and Senior Executives care about the impact of HR on
performance… and they care about numbers and tangibles
17
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
为什么要测量？ Why measure?
如果你不能测量它，你就不能理解它。
如果你不能理解它，你就不能掌控它。
如果你不能掌控它，你就不能改善它。
If you can’t measure it, you can’t understand it.
If you can’t understand it, you can’t control it.
If you can’t control it, you can’t improve it
我们测量是为了 We measure to:
沟通业绩预期
Communicate performance expectations
发现策略中的差距
Discover gaps in strategies
做出更好的决策
Make better decision
从事报告中的趋势
Address the trend towards reporting
测量Measure
理解
Understand
掌控
Control
改善
Improve
执行人力资源仪表板的关键成功因素
Critical success factors to execute HR dashboard
使用技术平台 Leverage technology infrastructure
启动简单，确保有效，获得认同
Start simple, ensure usefulness, acquire buy-in
一个良好的测量基础
A sound measurement foundation
识别适合的/正确的测量标准
Identifying the proper / right metrics
解释这些测量标准
Interpreting the metrics
对数据和结果的所有权 Ownership for both data and results
分析结果 Analyzing results
将业绩指标转化成一个清晰的改进机会
Translate performance metrics into clear improvement opportunities
一个强大的改进流程 A strong improvement process
及时纠正行动的权限
Ownership for timely corrective action
流程的持续改进
Continuous process improvement
定期重新评估指标和测量程序 Periodic re-evaluation of the
metrics and measurement program
我们测量是为了知道我们在哪里，并且增强持续改善的机会。因此，我们需要建立测量基础以及定期的重新评估。
We measure to know where we are and enhance the opportunity for continuous improvement. To do so, we need to establish the
measurement foundation and re-evaluate the metrics periodically.
18
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
为什么是仪表板？ Why a dashboard?
一个充分证明行之有效的业绩管理实践– 为组织在经营业绩方面从多个维度提供了一个广泛的视角
A well-proven performance management practice – provides an organization wide perspective of business
performance across multiple dimensions
经营目标以及管理层期望被清晰的说明
Business objectives/goals and management expectations are clearly articulated
标准化数据共享与业绩测量实践 – 将来自不同渠道和地点的所有的业绩数据展现在决策者面前
Standardize data sharing and performance measurement practices – brings all performance data from various
sources and locations before decision makers
作为业绩诊断工具 – 使决策是基于事实的，而不是通过判断推理得出
Serves as a performance diagnostic tool – facilitates decision on fact rather than judgmental inference
为业务和卓越的运营搭建一个平台 – 用业绩测量带动生产力
Establishes a platform for business and operational excellence – uses performance metrics to drive productivity
指导改善流程 – 将业务数据转化成行动导向信息；帮助协调不同利益相关者之间的行动，以及使执行与策略目
标保持一致
Directs process improvement efforts - converts business data into action oriented information; helps coordinate
actions amongst diverse stakeholders and align execution with strategic goals
为对组织的流程进行对标奠定基础- 通过组织中目标的一致性
Establishes the foundation for benchmarking organizational processes – through goal alignment across the
organization
19
仪表板是向高管提供监控关键业绩指标的一种简单的视觉呈现。它可以提供以下效益：
Dashboard is a simple visual presentation for executives to monitor key performance metrics. It provides benefits as follow:
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
基于Excel表格（临时的）的仪表板的示例
Sample of Excel-based (temporary) HR Dashboard:
基于Excel表格的仪表板是一个临时的工具，当人力资源系统上线时将被替换。
The excel-based dashboard is temporary tool which will be replaced once CP implement new HR infrastructure.
右边是两个基于Excel表格的人力资源仪表板文档：“集
团人力资源仪表板”与“事业单元人力资源仪表板”
There are two excel-based HR dashboard files: CPG HR
Dashboard and BU HR Dashboard
“集团人力资源仪表板”可以实现4个主要事业之间进行对
比（CPF、CPAll、TRUE 和农牧中国）
CPG HR Dashboard allows comparison of 4 major BUs
(CPF, CPALL, TRUE and China Agro)
“事业单元人力资源仪表板”是给各个事业线（主要的事业
线或稍小一点的事业）用来追踪他们自己的记分卡。
BU HR Dashboard is meant for each BU (major BU or
smaller BUs) to track their own scorecard
这两个仪表板的测量指标，公式与数据输入是完全一样的。
Metrics, formula, and data entry of CPG HR Dashboard and
BU HR dashboard are exactly the same
为确保测量指标与公式的一致性与相容性，所有的工作表格
都设有密码保护。只有“数据输入表”可以填入相关数据。
To ensure consistency of metrics and formula, all
worksheets are protected with password and only data
fields in the “Data Input Sheet” are enabled for data
entry purpose
集团人力资源仪表板 CPG HR Dashboard
事业单元人力资源仪表板 BU HR Dashboard
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C&CM Deck for Module Level
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3. 管控/治理模块
Governance Modules
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管控/治理是什么？
What is Governance?
组织为什么需要管控/治理？
Why do organisations need governance?
明确职责与所有权
Defined accountabilities and ownership
指导做决策
Guidelines for decision making
调和冲突的方式
Ways of balancing conflict
平衡一个矩阵型组织的汇报结构的方法
Ways of balancing within a matrix organizational
reporting structure
必要的沟通渠道
Necessary communication flows
支撑以上的载体
Bodies to support the above
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管控/治理是关于为业务作出的必要的决策。
Governance is about making the required decisions for the business.
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将管控/治理应用于人力资源
Applying governance to HR
管控/治理可以推动一系列的人力资源行为
Governance can drive a consistent set of HR behaviors to:
使人力资源掌握将职能策略与事业全球化策略保持一致的能力
Develop HR’s master strategy to promote alignment with the global business strategy and support
functional strategies
酌情使用一个全球范围内一致的方法督导全球人力资源策略的传达
Oversee delivery of the global HR strategy using a globally consistent approach as appropriate
将人力资源放置于一个支持传达全球商业策略的位置上
Help position HR to support delivery of the global business strategy
传达将驱动关键业务目标达成的人力资本目标
Deliver the human capital targets that will drive achievement of critical business targets
解决关于人方面的问题
Resolve issues relating to the people agenda
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将RACI应用到管控/治理中
Applying RACI in Governance
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• 必须执行某项活动或任务的个人或团体 – 他们负责采取行动与
做决定 Individual or group who must perform an activity or task
– they are responsible for taking the action or making the decision
• 职责通常只属于一个人或一个部门
Generally an R goes to one person or department
R = 负责
R = Responsible
• 必须签署/批准某个计划、行动或者决定的个人或团体
The individual or group who must sign-off/approve a plan, action
or decision
• “批准”只能是一个人或一个团队
Only one person or group is assigned an “A” to approve
A = 批准
A = Approves
• 在做出决定或者采取行动前，需要去咨询其意见的个人或团体
Individuals or groups who are consulted prior to finalizing an
action or decision
• 被咨询的人应有自己的观点，但并不承担责任
A person who is consulted must have their opinion considered, but
they are not responsible
C = 咨询
C = Consulted
• 就有关行动或者决定被告知的个人或团体
Individuals or groups who are informed about an action or
decision
I = 告知
I = Informed
在人力资源管控/治理中，我们提供RACI框架来帮助清晰的定义在各种环境下的角色和职责。
In HR governance, we apply RACI which is a framework using to clearly define roles and responsibilities in a variety of situations.
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基于组织内典型的员工职业周期流程，我们将活动和关键决策以列表形式分类
We have divided the list of activities/ key decisions based on a typical employee life-cycle process in an
organization
员工职业周期 Employee Life-Cycle
雇佣/配置
Hire / Deploy
发展
Develop
评估
Assess
薪酬
Reward
管理
Manage
退出
Exit
• 人力规划
Manpower
planning
• 人员要求
Requisition
• 人员招聘
Recruitment
• 试用期与转正
Probation and
confirmation
• 学习与发展
Learning &
development
• 职业生涯管理
（如：晋升、
调动）
Career
management
(.
promotion,
transfer)
• 绩效管理
Performance
management
• 绩效改善
Performance
Improvement
• 领导力评估和
继任者计划
Leadership
review and
succession
planning
• 薪酬原则
Pay philosophy
• 岗位评价
Job evaluation
• 薪酬管理（例：
调薪，奖金）
Compensation
management
(. increment,
bonus)
• 福利管理
Benefits
management
• 员工沟通（如：
组织结构变革、
经营策略）
Employee
communication
(.
organisation
structure
changes,
strategy,
business
results)
• 雇员清除（办
理离职手续）
Employee
clearance
• 离职面谈
Exit interview
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集中在集团人力资源的关键决策
Key decisions that are centralized at CP Group HR
5.
Manage
5. 管理 Manage
无 n/a
6.退出 Exit
无 n/a
4. 薪酬 Reward
薪酬原则（如：基本工资，
短期激励，长期激励）
Pay philosophy (. base
salary, short-term
incentive, long-term
incentive)
岗位评估方法论与框架Job
evaluation methodology
and framework
职级职等结构 Grading
and titling structure
核心福利框架（不是所有
的福利）Core benefits
framework (not all
benefits)
外籍人员管理框架与政策
（如：重新安置，家/提供
补助，当地补贴方案，税
款）Expatriate
management framework
and policy (. relocation,
home/ host benefits
offered, local package,
taxation)
管理培训生报酬方案（不
是事业独特的也不是专门
技术）Management
Trainee Remuneration
package at hiring (not BU
specific nor technical skill)
1. 雇佣/部署 Hire/Deploy
人力资源规划框架
Manpower Planning Framework
集团整体的招聘框架，董事长办公室和各事业
单元里相当于CEO-1级别。
Hiring framework for Group entity,
Chairman's office and up to C-1 level at BUs
校园招聘框架 Campus hiring framework
管理培训生计划 Management Trainee (MT)
program
3. 评估 Assess
绩效管理系统框架，政策与形式 PMS framework, policy and forms
继任者计划政策（在事业单元中仅适用于向事业线最高主管直接汇报的人）Succession planning policy
(applicable only up to direct reports of function heads at BUs)
管理培训生招聘评估标准（如：评价中心）Management Trainee hiring assessment criteria (.
assessment centre)
2. 发展 Develop
领导力学习与经营哲学的培养与充实（由领导
力学院负责)
Leadership learning and development
philosophy and content (by CPLI)
员工流动政策 Employee mobility policy
职业生涯管理原则和目的（不包括职业生涯路
径框架）
Career management philosophy and
objectives (excluding career paths
framework)
所有的非技术方面的培训
All non-technical trainings
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更多信息或反馈，请通过以下方式联系我们
For more information or feedback, please contact us via
1. Social Media channel
• LINE…….
• What’s App……..
2. Change Leader/HR Leader/CPG PMO
Khun ………………………….. Tel.
E-mail ……………………………………………….
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