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关于2006-2007年度大中华区人力资源"最有价值专家"(Most Valuable Professional)和"最佳人力资源经理人"大奖

2007年1月,HR管理世界将向10位专家颁发了享有声望的"2006-2007年度大中华区人力资源最有价值专家"和10位"2006-2007年度大中华区最佳人力资源经理人"奖项。这两项奖项致力于对一系列大中华区人力资源各个领域做出卓越贡献的专家和精英进行表彰。

1.什么是大中华区人力资源"最有价值专家"(Most Valuable Professional)、"最佳人力资源经理人"?

大中华区人力资源"最有价值专家"(Most Valuable Professional)称号是HR管理世界的一个年度奖项,专门授予那些在该年度大中华区人力资源表现出色的专家。最佳人力资源经理人奖项致力于帮助大中华区企业建立最具竞争优势的人力资源体系并做出卓越贡献的人力资源管理精英进行表彰。 2.为什么有该奖项?

HR管理世界相信一种健全的、激励性的奖项是促进大中华区人力资源行业发展的关键手段。"最有价值专家"(Most Valuable Professional)和"最佳人力资源经理人"就是HR管理世界对于那些积极参和推动大中华区人力资源管理进步的专家和精英的肯定。他们表现出色,值得敬佩。我们希望,所有大中华区人力资源经理人都能认识到他们的贡献是十分有价值的。

3.HR管理世界怎样挑选MVP?

HR管理世界是由HR管理世界内部各领域及服务部门的专家、第三方专家团组成的评审委员会在候选人中慎重挑选出来的。

关于2006-2007年度大中华区人力资源最佳机构奖项

最佳机构奖项的目的是通过对照最佳实施来提升人力资源管理水平。最佳机构奖项的评估标准是由HR管理世界、《世界管理评论》及其顾问和合作合伴合作开发的评估方法,通过该方法,评审团将从客户、策略、流程、人员和技术五大方面对于企业进行综合评估。

秉承一贯的中立化、国际化、专业化的原则,HR管理世界在评选过程中邀请来自全球和大中华区的人力资源专家顾问团共同参与到各奖项的不同阶段的评审工作。

作为人力资源领域内备受关注的评选活动,所选出的奖项将成为获奖者和企业的一种独特的品牌资源,并获得了业内人士的大力支持。

从2006年,大中华区人力资源最佳机构评选将扩展到大中华区,以逐步推动该奖项的区域化发展。同时,HR管理世界期待着携手更多的世界专业机构,汇聚全球智慧,共同展示全球人力资源最佳实践。

About "Most Valuable Professional" & "best HR Manager" in Greater China 2006-2007

HRoot will award "Most Valuable Professional in Greater China 2006-2007" and "Best HR Manager in Greater China 2006-2007" to 10 experts in January, 2007.The two awards are devoted to honor the experts and elite, which have been done excellent contributions to human resource fields in Greater China.

1、What is the "Most Valuable Professional" and "Best HR Manager" in Greater China?

"Most Valuable Professional" in Greater China is an anniversary award of HRoot, which is devoted to those experts show excellcent in Human Resource fields of Greater China in that year. The "Best HR Manager" award is devoted to honor the HR management elites, who help the companies in Greater China to set up the most competition HR system and make remarkable contribution.

2、Why set up this award?

HRoot believes that a healthy and encouragement award is the key means to promote the Greater China HR's development, which just as "Most Valuable Professional" and "Best HR Manager" .These awards are confirmed with their help to promote the Greater China HR management. We should esteem for their excellent performance. We hope all the HRM in Greater China will realize that their contribution is valuable.

3、How to select MVP?

MVP are selected by the Board of Review, which is composed of HRoot、experts of HR industry, and the 3rd experts team.

About the Best Organization Awards in Great China 2006-2007

The propose of Best Organization Award is to promote the level of HR management through contrasting the best practice. The Awards criterion of the best organization is cooperative developed by HRoot、《World Management Review》 and their consultants and cooperative partners, by this ,the board of review synthesize estimate for the companies from customer、tactic、process、staffs and technology.
HRoot will invent the HR experts consultant team from the Global and Gearter China to participate in the different phase of review, consistently keeping the principles of neutralization、internationalization、specialization.
The award by this selection will be a special brand resource for the winner and company, which will be supported by HR experts.
The HR Best Organization Selection will expand to Greater China, to advance the award regionalization development step by step from 2006.Now,HRoot hope to cooperate with more
Global specialized organization, bring with global wisdom, show the global HR best practice together.

评选流程:
1、通过在线,传真和邮件的方式推荐企业入选初始名单
2、由HR管理世界在初始名单中根据评选标准确定入围企业和个人
3、从入围企业中投票产生奖项三甲(50%由书面投票评选,50%由顾问评选)
4、由专家顾问团评估各评选标准的重要度
6、由HR管理世界及顾问组成的专家团进行评选研究
7、公布获奖企业、最有价值专家及最佳人力资源经理人
8、颁奖盛典

Awards Process
1、 Recommend companies for the initial list through on-line, fax and mail
2、 According to the Awards criteria, HRoot confirms the candidates.
3、 Select Top3 from the candidates by voting (50% by written Awards, 50% by consultants)
4、 Estimate the importance of the Awards criteria
5、 Panel Judges constituted by HRoot and consultants select.
6、 The winner 、MVP and Best HRM is announced.
7、 Awards ceremony.

评选标准:

"最有价值专家"(Most Valuable Professional)奖项评选标准:
"最有价值专家"(Most Valuable Professional)对人力资源管理有着真知卓见,他们发表过关于大中华区人力资源管理的精辟论述,他们有着深邃思想和洞见。
"最有价值专家"(Most Valuable Professional)为大中华区人力资源管理带来新知、思想、理论、观点和方法,帮助大中华区人力资源经理人们不断更新理念,开阔视野,适应变化。
"最有价值专家"(Most Valuable Professional)帮助其大中华区的人力资源经理人导入一系列行之有效的管理哲学和技术,并帮助企业建立最具竞争优势的人力资源体系。
"最有价值专家"(Most Valuable Professional)推动大中华区人力资源管理与全球一流的管理实践接轨。
"最有价值专家"(Most Valuable Professional)同时代表了来自不同背景的专业人士- 咨询专家,人力资源经理人,培训专家、软件专家等等。
"最有价值专家"(Most Valuable Professional)是我们中间最杰出的,最值得信任的专家,是大中华区人力资源最积极的推动者。

"最佳人力资源经理人"奖项评选标准:
"最佳人力资源经理人"所在企业在全球员工人数至少为1000人以上或公司年度全球销售额在1亿美元以上。
"最佳人力资源经理人"必须为人力资源经理、人力资源高级经理、人力资源总监、人力资源副总裁以上职位。
"最佳人力资源经理人"具备优秀的组织协调能力,沟通能力,团队建设能力和战略规划能力。
"最佳人力资源经理人"具备良好的人力资源战略和规划能力,对现代企业人力资源管理模式有系统的了解和实践经验积累。
"最佳人力资源经理人"帮助所在企业建立了良好的雇主品牌。
"最佳人力资源经理人"推动所在企业人力资源管理体系的变革

机构奖项评选标准:
由HR管理世界多位顾问集思广益,共同开发的HRootBestCheck评估标准,提供了一套完整的评估标准,它不仅仅基于技术和方法,而且包括了客户、策略、人员和流程。

客户

忠诚度 - 详细定义了交易型忠诚(新进购买、购买频率、客户份额、交易时间)、情感型忠诚(推荐你、将你视为标准、支付额外费用、优化你的产品)和所有客户接触点的满意度,并能对其进行评估。

智能 - 详细定义客户需求的数据、他们需要什么,需要的原因、何时、何地及如何可以获取。客户资料得到最大程度精确、完整、最新、充足的管理。

价值 - 用客户收入(向上购买、交叉购买、推荐他人购买)、客户资料(客户统计或行业代码)、客户利润率和客户生命期价值来对其进行评估。 体验 - 设计最理想的客户体验--通过超越客户最重视的客户接触点的期望,使客户满意度最大化,但必须与公司期望的品牌价值保持一致。

策略

远景 -远景必须与公司的使命和价值相一致,同时对所有存在利益关系的人都极具吸引力,它是简明的、可证实的、可行的和激励人心的。你的客户和潜在客户都能建立对你公司的看法。

策略 -策略应该以更了解客户的需求和价值为目标,从而改变客户行为、优化客户关系并创造更多收入、利润和忠诚度。只有通过"客户之眼"来检验客户互动才有意义。

目标与绩效 - 拥有清晰的客户关系管理目标和绩效标准,可以量化并评估客户忠诚度、客户价值和客户流程效率,确保与远景和策略相一致。

人员

变革管理 - 应当拥有适当的变革管理来处理人员--从阻力管理到构造激励和奖励机制,还有包括危机管理在内的各种组织和结构变革。其最终目的是将客户导向与思想从策略或远景层面植根到企业文化(价值)层面。

员工支持 - 员工应当接受适当的软件/系统、技能和理念的培训。远景和策略必须清晰的与所有员工进行全面的沟通,再加上适当的奖励和绩效评估系统。

组织结构 - 有效的企业结构使不同的部门在服务客户时就像一个紧密的团队,拥有共同的语言、目标,而他们的绩效是通过客户满意度与忠诚度、客户价值和客户流程效率来进行评估和奖励的。

流程

信息流 - 整个客户流程周期的客户信息流--从购买/消费前(营销)到购买/消费时(销售和执行)和购买/消费后(服务)是以客户为导向、内部相互联系并得到充分整合的。

流程设计 - 和信息流一样,整个客户流程周期的客户流程流--从购买/消费前(营销)到购买/消费时(销售和执行)和购买/消费后(服务)也是以客户为导向、内部相互联系并得到充分整合的。

内部协调 - 流程规划(功能需求)是与客户关系管理的远景、策略和目标相结合,通过业务需求、技术需求来制定的。

技术

需求制定 - 技术需求是基于功能(流程)和业务需求的,并与客户的远景、策略和目标相结合。

客户选择 - 与厂商或内部的项目小组充分沟通技术需求,有适当的协商、厂商相关客户检查。

评估 - 对于服务效果方面的评估,应当有量(总支出、时间、投资回报)和质量(用户接受度、解决问题能力、其他直接和间接利益)等评估方法。

Awards Criteria

Awards Criteria for "Most Valuable Professional"

"MVP" should have penetrating judgment on Human Resource Management, they have published plenty of incisive opinion of HR management around Greater China. It is obviously that they do have own abstruse understanding and insight about HR.
"MVP" should bring information, idea, theoretics, point of view and method to Greater China and help HR handlers in Greater China to update notion, develop eyeshot and to be adapted changes continually.
"MVP" should help HR handlers to lead in both consecutive available management philosophy and techno logy for assisting to establish most competitive HR system.
"MVP" should promote the joint track between HR Management of Greater China and the top-ranking managing practice around the world.
"MVP" should be the representation of the speciality, expert consultant, HR handlers, training professional and software expert, etc.
"MVP" should be both the most outstanding and trustful professional within us and most positive propellent for HR in Greater China.

Awards Criteria for "Best HR Manager"

"Best HR Manager" should be the member of a corporation which is including above 1000 employees or achieving saleroom above 100 million dollar global.
"Best HR Manager" should be on the position higher than HR manager, senior HR manager, HR director and HR VP.
"Best HR Manager" should be provided with excellent capability of coordination, organizing, communication skills, team constructing and strategic programming.
"Best HR Manager" should be provided with excellent capability of human resource stratagem and scheme. Be familiar with both pattern of corporation HR management in modern times and practicing is most required.
"Best HR Manager" should build up good employer brand for the company which he serves for.
"Best HR Manager"should promote the innovation of HR management System for the company he serves for.

Awards Criteria for Organization Award

The HRoot BestCheck provides a unabridged Awards Criteria which is not only basic on technology and approach but also including client, tactic, personnel and flow.


Customer
Loyalty-It detailed defines transactional loyalty (Recency、Frequency、Customer Share、trade time)、emotional Loyalty (Recommend You、Pay Premium Price、Make You The Standard、Better Your Products) and customer satisfaction in contacting with clients. All of them could be evaluated.

Intelligence - It detailed defines the data which can meet client's requirement, what they require, the reason for requirement, when、where and how to acquire them. Clients information could obtain the largest, completed、latest and abundant management.

Value- evaluating via client's income( upward-purchase, cross-purchase, commend purchase)、information of client(client statistics or vocation code)、client's profit and Customer Lifetime.

Experience-designing a most perfect experience for client--overtaking the expectation of customer touch-point which is the most important to clients, to maximize satisfaction of client basic on being in conformity to brand value expected by company.

Tactic
Perspective- perspective should be in conformity to company's mission and value and most be attractive for people who are involved in benefit meanwhile. It should be conciseness, confirmable, feasible and invigorative. Both your client and potential client can establish attitude on your company.

Tactic-tactic should be directed towards client's requirement and value, to change client's behavior, optimize customer relationship and create more income、profit and loyalty. It is significative that checking interaction through "customer's eyes".

Object and Performance- holding a clear target of customer relationship management and performance Criteria is propitious to quantizing and evaluating customer's loyalty, customer value and efficiency of client process, accordingly ensure that they are in conformity to perspective and tactic.

Personnel
Change Management - appropriate change is necessary for dealing with personnel--a variety of transform of organization from resistance managing to structure inspirit then to encouragement inspire, even including crisis management. The final object is to implant client's pilot and idea from the tactic or perspective level to corporation culture(value) level.

Employee support- employee should accept appropriate training for software/system, technology and conception. Perspective and tactic should clearly communicate comprehensive with employees and superadd adequate rewards and performance Awards system.

Organization structure- an available organization structure can make different departments to be a whole team with same language and object. All of their performance are evaluated and encouraged through customer satisfaction, loyalty, value and efficiency of process.

Flow
Information flow- client information flow of whole procedure--all the purchase/pre-consume (marketing) and purchase/consuming( sale and executive) and purchase/consume finished (service) are directed by client and conformity after internal relationship.

Flow design-just the same as information flow, the flow cycle of whole client flow-all the purchase/pre-consume (marketing) and purchase/consuming( sale and executive) and purchase/consume finished (service) are also directed by client and conformity after internal relationship.

Internal coordination-flow programming should be combination with perspective, tactic and object of customer relationship management, and constituted through business and technology requirement.

Technology
Requirement constituting-requirement constituting is basic on function (flow) and business requirement, also combination with client's perspective, tactic and object.

Client Choice- should have sufficient communication about technology require with inside project team, be with adequate check by vendor or relative client.

Awards- there should be an Awards approach including quantity (chief expense, time, investment redound ) and quality (acceptable of client, capability of dealing with problem, other direct or indirect benefit) to evaluate the effect of service.

 
 
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