HR如何用数据跟各业务部门及老板对话

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《HR如何用数据跟各业务部门及老板对话》 (2017年度大数据课程之HR篇)

时间地点：2017年10月25—26日  上海

学员对象：对此课程感兴趣的学员

费　　用： 5980 元/位

课程大纲：
80%的HR统计报表都是在告诉别人发生了什么？（做的报表大部分都没有人看）
为什么会发生？ 还会发生什么？ 我们该怎么办？将来该怎么办？
老师会通过系统的HR数据分析方法来教会你一种分析思路。
如何通过HR分析的数据来影响公司的战略，从老板的角度去思考问题。
如何用数据分析来汇报HR2016一年来的工作成果。
如何通过数据对HR部门做未来的预测和规划。
如何通过收集的相关业务数据，站在HR角度去评价业务的好坏，评价业务增长的情况。
如何通过数据去配合公司的发展战略，制定相应的HR战略。
Background
（1）作为HR，正在为不知道如何衡量自己的价值和工作有效性而发愁？
（2）作为HR，在销售和财务总监/经理用他们的数据持续发挥他们影响力，不断受到CEO等核心管理人员的关注的时候，只能自叹不如？
（3）发生了什么？多少？频率？何处？问题究竟在哪里？需要采取什么行动？为什么会发生？ 如果这个趋势继续发展会怎样？将来会发生什么？ 最好发生什么？
（4）正在为找到人才决策的科学依据而冥思苦想？
（5）尽管HR实现了E化，却发现HRIS系统无法有效利用，各个模块的HR仍旧“各自为政”，自己仍旧无法有效的利用数据进行科学的决策？　
（6）面对收集到的大堆数据，不知道从何处入手，不知道该怎么分析和利用这些数据？
（7）期望自己成为企业的战略合作伙伴，却发现无论自己如何努力，总是感觉欠点火候？
（8）想做一个企业的Business Partner？跟更高层老板交流时，必须用数据说话！哪怕HR判断力再准，没有数据支撑，不懂数据分析，也永远只能是二流HR！！
（9）跟高层沟通时，你是否知道更高管理层真正想看什么？你是否心有余而力不足？你是否可以很好地呈现出来你要表达的意思？
（10）离职面谈，不能胜任工作的员工，必须用数据说话才能以理服人？
（11）业务部门和HR部门是否发生过冲突？究其原因出在哪里？
（12）怎样保证人员规划的合理性，尤其是管理、技术人员、生产人员？
（13）你如何判断业务人员的风格、类型，以便于业务部门经理参考？
（14）如何有效进行离职分析，从而控制公司员工流失率；能否提供一个薪资预算模型，能快速调整薪资预算；在每年薪资调整前，怎样利用EXCEL对薪酬体系表做分析调整？
（15）如何进行绩效管理的有效性分析？制定人力资源战略时，对人力规划需求分析的方法？
（16）高管是销售业务出身，他们没有耐心看详细的数据（除销售数据），利用经验判断，直奔结果，HR的一些数据没有震振力，如离职率，绩效考核没有激励性，员工激情降低，潜在离职率高。
（17）企业内部薪资结构及水平的公平性、公正性的困惑；如何在服务密集型企业，提高员工的积极性；招聘难，不仅是基层员工招人难，更是中级管理人员也难受？
（18）在不使用软件的情况下，如何通过EXCEL将培训信息完整地表达出来，包括人均培训小时、总课时、人数、受训课程各部门费用、地点等等
（19）如何运用好市场薪酬劳动力价格数据，企业中的劳动力价格与市场中同行业水平一定是不一致，对某些岗位HR部门与实际用人部门的建议始终无法达成一致（例：如财务部要求XX岗位加薪，但HR部门认为提薪没有依据）。HR部门应该怎么办？
（20）定员定编：对于老企业来讲，原已有部门定员编制，但对于现有业务已不适应，HR部门应该怎么办？总经理室该如何授权？
（21）多维度人力成本如何计算？多维度人力投资回报率如何看？离职成本如何计算？
（22）如何掌握一门数据语言，一切用数据说话，真正成为Business Partner
（23）洞悉公司各类数据背后的真实情况，教会您分析思路，帮助您学会从本质上解决公司的问题。
（24）快速地分析公司管理结构和工资结构是否平衡合理,
（25）方便地制作工资表，并在几分钟内做出各类薪酬统计分析；
（26）建立动态的薪酬调整方案，并找到可选范围。
（27）通过离职人员数据多纬度分析，对员工流失的可能性进行提前防范。
（28）通过驱动因素表，直观地建立各部门和岗位目标一致的量化KPI指标体系
（29）知道管理人员和业务员的销售行为模式，哪些是开拓性销售人员，哪些是保守性的销售人员。在公司业务转型和开拓市场时你可以有充分依据建议派遣合适的人员。
（30）知道关键业务员工和有潜力性员工在哪里，可以给于他们更大的关注,并有目的的进行人员搭配。
（31）通过最优方案工具，让计算机告诉你加班排班的最合适结果.
….涉及HR工作的方方面面…
讲师做过亚太区HRD，之后做了GM，可谓既懂HR的专业，又懂公司整体运营，相信这次培训一定能给您带来巨大帮助！
（The following topics will be shared and discussed during the two days’ seminar, two evenings’ private board and the roundtable lunch, and will be solved at the end）
（1）As a HR, are you worried about do not know how to measure your value and work effectiveness?
（2）When sales personnel and CFO/ finance manager use their data to continuously exert their influence and are concerned by the CEO and other key management personnel, as a HR, do you acknowledge their superiority?
（3）What happened? How many? How often? Where? What is the problem? What actions need to be taken? Why did these happen? What will happen if this trend continues? What will happen? What will be the best?
（4） Are you contemplating on finding the scientific basis of personnel decisions
（5） Although HR E-formalization comes true, the HRIS system can not be effectively used, HR of each module is still“fragmented”, and the data is still not effectively used on the scientific decision.
（6） Faced with piles of data collected, don’t know where to start and how to analyze and use these data.
（7）Hope to become a strategic partner of company, but find that no matter how hard to try, always lack capacity.
（8）Do you want to be a business partner? When communicating with higher-level boss, you have to talk based on data! No matter how excellent judgment you have, if there is no data or you don’t even know the data analysis, you will always be the second-class HR!
（9）When communicating with senior management, do you know what the higher management really want to see? Do you feel helpless? Can you well express what you are trying to say?
（10）You must talk to the incompetent staff based on data during the exit interview, so that they can be persuaded through reasoning.
（11）Was there a conflict between operating department and HR department? What was the reason？
（12）How to ensure the reasonableness of personnel planning, especially the management, technical staff and production staff?
（13）How do you determine the style and type of business personnel for the reference to business department manager?
（14）How to effectively conduct the demission analysis to control staff turnover rate; Can you provide a salary budget model for quick adjustment of salary budget; Before annual salary adjustment, how to use EXCEL to do analysis and adjustment of salary system table
（15）How to do the efficiency analysis of performance management? What is the analysis method of human resources planning demand, when setting up human resources strategy?
（16）The senior management always has a sales background, and they have no patience to read the specific data (except for sales data). They always go straight to the results using their experience to judge. Some HR data are not shocking, such as demission rate, performance appraisal has no incentive, staff’s passion reducing, high potential demission rate.
（17）The fairness and impartiality confusion of enterprise internal salary structure and level; How to improve the staff motivation in the service -intensive business; It is hard to recruit not only the grass-roots staff, but also the middle managers.
（18）Without the use of the software, how to completely express the training information through EXCEL, including training hour per person, total hours, number of people, each department’s training costs and place, etc.,
（19）How to better use the market salary labor costs data? The labor costs of enterprise must be inconsistent with the market in the same industry. The suggestion of HR department and the actual employing department can not reach agreement all the time (e.g. Finance department requires a salary raise for XX position, but HR department thinks that there is no basis for a raise.)　How should HR department do?
（20）Capacity allocation: For the old company, the former capacity allocation can no longer meet the existing business. How should HR department do? How does the general manager"s office authorize?
（21）How to calculate the multi-dimensional human resources cost? How to read the ROI (Return on Investment) of multi-dimensional human resources? How to calculate the demission cost?
（22）How to master a data language and all speak with data, becoming a real business partner.
（23Know clearly the truth behind the company"s various types of data. Tell you the analysis ideas and help you learn to solve the company"s problems essentially.
（24）Quickly analyze whether the company management and salary structure is balanced and reasonable.
（25）Quickly make the payroll and do all kinds of salary statistical analysis in several minutes;
（26）To build a dynamic salary adjustment program and find a range of options.
（27）To prevent the possibility of the loss of staff in advance through multi-dimensional analysis of resigning personnel data.
（28）Intuitively build a quantitative KPI indicator system that each department and positions are consistent with the target by the motivation factor table
（29）Know about the sales behavior patterns of management personnel and salesmen. Distinguish the pioneering salesmen and the conservative salesmen.　You are well-founded to suggest to send the right people when business transformation and develop the new market.
（30）To find out where are the key business staff and the potential staff and to pay more attention to them. Arrange the personnel with a purpose.
（31）Let the computer tell you the best results of overtime scheduling through the optimal program tool.
适用于所有模块HR
让您掌握一门数据语言，一切用数据说话，真正成为Business Partner
帮助您洞悉公司各类数据背后的真实情况，教会您分析思路，帮助您学会从本质上解决公司的问题。
快速地分析公司管理结构和工资结构是否平衡合理,
方便地制作工资表，并在几分钟内做出各类薪酬统计分析；
建立动态的薪酬调整方案，并找到可选范围。
通过离职人员数据多纬度分析，对员工流失的可能性进行提前防范。
通过驱动因素表，直观地建立各部门和岗位目标一致的量化KPI指标体系
知道管理人员和业务员的销售行为模式，哪些是开拓性销售人员，哪些是保守性的销售人员。在公司业务转型和开拓市场时你可以有充分依据建议派遣合适的人员。
知道关键业务员工和有潜力性员工在哪里，可以给于他们更大的关注,并有目的的进行人员搭配。
通过最优方案工具，让计算机告诉你加班排班的最合适结果.
Applied in all field HR management
Let you grasp a data language, use data to talk, truly become the Business Partner. Help you know about the truth hidden behind the various data, teach you the analysis idea, help you solve the company’s problems essentially.
Rapidly analyze whether the company management structure and salary structure are balance,
Make the salary table conveniently, and do all kinds of remuneration statistical analyses in several minutes;
Build a dynamic remuneration adjustment plan, and find the optional range.
Through the more latitude data analysis of leaving staff, prevent the possibility of losing employees in advance.
By driving factor table, intuitively build the quantitative KPI index system that the goals of departments and positions are consistent
Know the sales behavior patterns of management staff and business staff, which are pioneering sales staff and which are conservative sales staff. You can a well-founded recommendation to dispatch appropriate personnel when the company"s business transformation and developing new market. Know who are the key business staff and the potential staff, be able to give them more attentions and conduct the personnel collocation purposely.
By the optimal solution tool, let computer tell you the most appropriate results of overtime and shift.
Course Outline

培训内容提纲：
第一部分：
HR数据分析在人力资源结构分析上的应用
公司员工结构多纬度分析
离职员工分析和职业周期预测
在职员工结构三维图形展示
Part I:
The application of HR data analysis in human resources structure analysis
The more latitude analysis of company employees structure
The leaving employees analysis and the prediction of career cycle
3D graphic display of employees structure
第二部分：
HR数据分析在薪资预算和薪酬管理上的应用
快速描述薪资结构的方法
年度薪资预算方案模型制定
工资表制作（自动计算税金和社保）
自动排班安排方案模型
Part II
The application of HR data analysis in salary budget and remuneration management
The method of rapidly describing salary structure
The model formulation of annual salary budget plan
The formulation of salary table (automatically calculate tax and social security)
The plan model of automatically scheduling the shift
第三部分：
HR数据分析在绩效体系设计和绩效管理上的应用
员工任职能力匹配分析
绩效驱动因素动态模型建立
绩效分布矩阵图
Part III
The application of HR data analysis in the design of performance system and performance management
The employee working capacity matching analysis
The establishment of performance driving factors dynamic model
Performance distribution matrix
第四部分：
HR数据分析在业务人员管理上的应用
业务人员绩效跟踪的三个分析步骤
销售人员行为分析与绩效建模
采购人员行为分析与绩效建模
业绩、奖金与人员匹配模型
Part IV
The application of HR data analysis in business staff management
Three analysis steps of business staff performance tracking
The behavior analysis and performance modeling of sales staff
The behavior analysis and performance modeling of purchasing staff
The performance, bonus and staff matching model
第五部分：
学会用数据分析和EXCEL提高工作效率和质量，学会做精美展示
难以想象的右键功能（基础之基础）
友好界面表格的制作及保护
数据的有效整理（分列、常用函数的）
数据透视表在海量数据分析中的应用
图形展示和在线分析的应用
预测与规划工具的使用
Part V:
Learn to improve the working efficiency and quality by using data analysis and EXCEL, learn how to make a beautiful show
Unimaginable function of right clicking (basis of the basis)
The production and protection of friendly interface table
The effective arrangement of data (parse, common functions)
The application of PivotTable in massive data analysis
The application of graphic display and online analysis
The use of predicting and planning tool


主讲嘉宾Speaker：
Dr. Yang
杨云博士（大嘴猴集团董事长，正和岛高级副总裁、7家上市公司董事、曾任均瑶集团DGM、多美滋奶粉亚太区HRD）分享最实用的分析思路和模板。将从不同部门的视野来看待HR的大数据，并帮助HR专业人士用工具及方法来提炼数据并为自己所用，和其他部门沟通，分析预测和规划。(杨老师2016被评为最受HR欢迎的讲师)
Had ever serviced in world famous overseas-invested enterprise, Asia Pacific HRD/CHO/CFO　will share experienced and valuable analysis ideas and template
About Speaker杨云博士
有着多年海外生活工作经验和近二十年企业高管实战经验。其毕业于上海师范大学理论物理系专业，并在上海交通大学和上海复旦大学进修，取得了工商管理博士学位。杨先生是上海市品牌授权经营企业协会秘书长，曾担任澳大利亚 Classique Furniture Pty. Ltd. Australia 上海办事处首席代表；宝隆洋行英特尔乳品有限公司亚太区高管；国内某著名乳业股份公司总经理；国内著名上市公司均瑶集团总经理等。同时，杨云先生在企业运营的理论研究方面，有其独到的见解和理论体系。被北京大学、上海交大、华东师范大学等著名学府/机构聘请为兼职讲师，并曾经为1000多家涵盖世界五百强企业、大型国企集团、民企集团提供咨询和培训项目。以顾问、项目管理方式帮助众多企业解决实际问题。学历及教育背景：上海师范大学、理论物理系学士、上海交通大学管理学院 MBA、美国西海岸大学工商管理博士 DBA。