学习发展团队的人才培养和发展(分会场三下午-3).pptx

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1、学习发展团队的学习发展团队的人才培养和发展人才培养和发展王凌王凌Dec.5,2014HangzhouContent背景和成果背景和成果成才之路成才之路的的标准和途径标准和途径培养和认证计划培养和认证计划产出和激励产出和激励执行路径执行路径我们我们的愿景的愿景Sanofi is a magnet for diverse&exceptional talents,a place where everyone is able to unleash their full potential and grow as professionals,while contributing to the growt

2、h of our company301.Building Next Generation of LeadersSanofi has leaders that can drive diversified businesses,teams&models.Our leaders are seen as engaging and inspiring internally&externally2.Developing Critical CapabilitiesProactively identify and develop the critical capabilities required to su

3、ccessfully drive our diversified businesses 3.Improving Organization EfficiencySanofis organization is efficiently supporting our diversified and expanding range of businesses4.Implementing a Performance Driven OrganizationSanofi is recognized as a performance driven organization where objectives,re

4、sults&rewards are aligned5.Embedding Sanofi Culture throughout the CompanyOur Values,Attitudes&Management Principles are implemented effectively and consistently,while respecting the distinctive needs and histories of our diverse businesses6.Improving HR Capabilities(Operating model,systems,processe

5、s)我们在全球人才战略中的角色我们在全球人才战略中的角色2014关于关于HR，培训，人才和，培训，人才和HR技术的技术的10大预测大预测Talent，skills，and capability needs become global 人才，技巧和能力需要全球化Integrated capability development replaces training 整合能力的开发替代培训Redesign of performance management accelerates 绩效管理加速器的重新设计Redefine engagement:focus on Passion and the hol

6、istic work environment 再定义敬业度:注重在激情和协调的工作环境Take talent mobility and career development seriously 更认真地对待人才的移动性和职业规划Redesign and reskill the HR function HR 功能的再设计和再充电reinvent and expand focus on Talent acquisition HR 重发明和加宽人才招聘的视角Continued explosive growth in HR technology and content markets 持续高速增长的H

7、R技术和内容市场Talent analytics comes to front of the stage 人才分析走向前台Innovation comes to HR,the new bold,CHRO HR 创新更大胆,首席人力资源官成才之路的标准和途径成才之路的标准和途径:培养和认证培养和认证入选入选标准标准公司公司内部内部市场环境市场环境全球标准全球标准岗位级别岗位级别初初/中中/高级别高级别打破终生制打破终生制认证和发展路径认证和发展路径全方位的职业规划全方位的职业规划绩效绩效顾问顾问/绩效教练绩效教练/专业测评师专业测评师成才之路的标准和途径成才之路的标准和途径:培养和培养和认证认证

8、(能力模型能力模型)成才之路的标准和途径成才之路的标准和途径:培养和培养和认证认证(能力模型能力模型)成才之路的标准和途径成才之路的标准和途径:培养和培养和认证认证(能力模型能力模型)成才之路的途径成才之路的途径:混合式学习混合式学习认证前培训认证前培训培训培训师驻足思考 认证后培训认证后培训相关课程培训进阶培训技巧培训频率：2次/年 认证SU-QC团队成才之路的产出目标和奖励成才之路的产出目标和奖励提提名名Your TextAD提名提名认认证证初筛后认证初筛后认证80位位SU/QC实实施施在区域内实施在区域内实施SU+BU总总结结颁颁奖奖2014最佳内部讲师SU+BU headsSU专职培训师:内部培训师项目:在2014年30位内部培训师的基础上，继续扩大到80位在2015年Kickoff会议上，有12位优秀内部讲师得到表彰成才之路的执行成才之路的执行员工的认同系统的支持Thank you!