消防安全培训全集(DOC15).doc
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1、an important insight for First Tennessee in this regard: The strongest value creator was the extent of homegrown experience in its work- force. All else being equal, the locations with the longest-serving employees performed best in key customer and financial measures such as customer retention, gro
2、wth of premium accounts, revenue, and market share. No other factor came close.The staff who best knew the banks products, procedures, and customers were demonstrably more effective in producing customer satisfaction and the business results that would satisfy shareholders. While this may sound stra
3、ightforward in hindsight, its often not clear without such an analy- sis whether the primary source of value in a workforce is firm-specific knowledge and capa- bilities or the inherent qualities of the people employed. How does a company know whether a buy or build strategy is most appropriate to i
4、ts business and to what extent the answer varies for different business units or occupational groups? This is largely an empirical ques- tion requiring an empirical answer. In First Tennessees case, the modeling suggested that increasing the average years of service of customer-facing employees by j
5、ust one year would have the following effects: ? Revenue per customer would increase by 4%, or a total of $15 million per year. ? Market share would expand by 2%, resulting in revenue gains of $25 million per year. Several other alterations to people practices including expanded incentive compensati
6、on and targeted increases in managerial spans of control could reap significant additional savings from reduced turnover, greater operating efficiency, and lower payroll expenses. With tenure now clearly established as a key driver of business results, the next step was to determine the effect of cu
7、rrent management practices on longevity. Were those practices encouraging customer-facing staff to stick with the firm or pushing them toward the exit? Company leaders, accustomed to making data-driven decisions in other areas, knew that cred- ible, firm-specific information on that issue could not
8、come from standard HR benchmarking or best-practice approaches. Facts and solutions would have to be developed from within. The ILM analysis of employee data yielded three important facts in this regard. First, in an effort to expand its breadth of service offerings, First Tennessee had been hiring
9、new people with skills and experiences in investment counseling, marketing, and insurance. Unfortunately, that hiring practice had unintended consequences.The newcomers lacked the firm-specific know-how they would accumulate over time. In the meantime, every new hire diluted the depth of firm-specif
10、ic service and product knowledge. The analytics revealed to First Tennessee the connections between the departures of high- performing, long-time employees and its emphasis on new hires. M Tapping the Hidden Value of People 47 48Tapping the Hidden Value of People Second, because of the tight labor m
11、arket at that time, outside hires were receiving highly competitive pay packages.That practice favored employees with skills and capabilities in important new fields. While longer-service employees experience with the banks products and customers was highly valuable to First Tennessee, the value of
12、tenure to employeesi.e., the “return to tenure”was beginning to erode. Finally, the banks incentive pay scheme excluded most customer-facing employees. Pay-for- performance rewarded executives and commission-based sales people but touched very few of the seasoned front-line staff on whom the firms c
13、ompetitive strategy depended. Our analytics helped First Tennessee quantify the economic impact of those practices. For the first time, the firm could see connections between the departures of high-performing, long- time employees and its emphasis on new hires. Senior managers had not realized that
14、their push to bring aboard new talent w管理流程改进阶段报告 北京海问投资咨询有限责任公司北京海问投资咨询有限责任公司 2002年10月 机密机密 澄星实业集团 江阴澄星实业集团 资料来源: 海问咨询 发展规划流程 资产管理流程 年度经营计划流程 业绩管理流程 人力资源流程 财务管理流程 Date2 江阴澄星实业集团 资料来源: 海问咨询 总裁 经营管理委员 会 主管副总/总 裁助理 发展规划部资产管理部人力资源部财务部审计部下属企业 财务资料 下属企业发展 状况 市场/生产/技术 等关键资料 人力资源状况愿景和方向 分析外部 环境/内部 状况 制订战略
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