《HR如何用數(shù)據(jù)說(shuō)話-大數(shù)據(jù)時(shí)代HR的最新必修課》 講師曾任職大型外企GM、人力資源總監(jiān)，分享最實(shí)用的分析思路和模板。 請(qǐng)學(xué)員自帶筆記本電腦來(lái)會(huì)場(chǎng)，現(xiàn)場(chǎng)老師會(huì)把幾十年資深經(jīng)驗(yàn)總結(jié)的分析模型進(jìn)行操作演示，并U盤(pán)拷給您，聽(tīng)完培訓(xùn)回去立即就能應(yīng)用到自身工作中 上海6月17-18日，深圳6月3-4日，北京7月1-2日 主辦方：中仕企業(yè)學(xué)院 標(biāo)準(zhǔn)價(jià)格：2天課程6000RMB/位，3人同時(shí)報(bào)名享9折優(yōu)惠 [Training Background 培訓(xùn)背景] 從事人力資源管理工作，您是否有和學(xué)員類似的困惑？ 1. 想做一個(gè)企業(yè)的Business Partner？跟更高層老板交流時(shí)，必須用數(shù)據(jù)說(shuō)話！哪怕HR判斷力再準(zhǔn)，沒(méi)有數(shù)據(jù)支撐，不懂?dāng)?shù)據(jù)分析，也永遠(yuǎn)只能是二流HR??！ 2. 跟高層溝通時(shí)，你是否知道更高管理層真正想看什么？你是否心有余而力不足？你是否可以很好地呈現(xiàn)出來(lái)你要表達(dá)的意思？ 3. 離職面談，不能勝任工作的員工，必須用數(shù)據(jù)說(shuō)話才能以理服人？ 4. 業(yè)務(wù)部門(mén)和HR部門(mén)是否發(fā)生過(guò)沖突？究其原因出在哪里？ 5. 怎樣保證人員規(guī)劃的合理性，尤其是管理、技術(shù)人員、生產(chǎn)人員？ 6. 你如何判斷業(yè)務(wù)人員的風(fēng)格、類型，以便于業(yè)務(wù)部門(mén)經(jīng)理參考？ 7. 如何有效進(jìn)行離職分析，從而控制公司員工流失率；能否提供一個(gè)薪資預(yù)算模型，能快速調(diào)整薪資預(yù)算；在每年薪資調(diào)整前，怎樣利用EXCEL對(duì)薪酬體系表做分析調(diào)整？ 8. 如何進(jìn)行績(jī)效管理的有效性分析？制定人力資源戰(zhàn)略時(shí)，對(duì)人力規(guī)劃需求分析的方法？ 9. 高管是銷(xiāo)售業(yè)務(wù)出身，他們沒(méi)有耐心看詳細(xì)的數(shù)據(jù)（除銷(xiāo)售數(shù)據(jù)），利用經(jīng)驗(yàn)判斷，直奔結(jié)果，HR的一些數(shù)據(jù)沒(méi)有震振力，如離職率，績(jī)效考核沒(méi)有激勵(lì)性，員工激情降低，潛在離職率高。 10. 企業(yè)內(nèi)部薪資結(jié)構(gòu)及水平的公平性、公正性的困惑；如何在服務(wù)密集型企業(yè)，提高員工的積極性；招聘難，不僅是基層員工招人難，更是中級(jí)管理人員也難受？ 11. 在不使用軟件的情況下，如何通過(guò)EXCEL將培訓(xùn)信息完整地表達(dá)出來(lái)，包括人均培訓(xùn)小時(shí)、總課時(shí)、人數(shù)、受訓(xùn)課程各部門(mén)費(fèi)用、地點(diǎn)等等 12. 如何運(yùn)用好市場(chǎng)薪酬勞動(dòng)力價(jià)格數(shù)據(jù)，企業(yè)中的勞動(dòng)力價(jià)格與市場(chǎng)中同行業(yè)水平一定是不一致，對(duì)某些崗位HR部門(mén)與實(shí)際用人部門(mén)的建議始終無(wú)法達(dá)成一致（例：如財(cái)務(wù)部要求XX崗位加薪，但HR部門(mén)認(rèn)為提薪?jīng)]有依據(jù)）。HR部門(mén)應(yīng)該怎么辦？ 13. 定員定編：對(duì)于老企業(yè)來(lái)講，原已有部門(mén)定員編制，但對(duì)于現(xiàn)有業(yè)務(wù)已不適應(yīng)，HR部門(mén)應(yīng)該怎么辦？總經(jīng)理室該如何授權(quán)？ 14. 多維度人力成本如何計(jì)算？多維度人力投資回報(bào)率如何看？離職成本如何計(jì)算？ ….涉及HR工作的方方面面… 講師做過(guò)亞太區(qū)HRD，之后做了GM，可謂既懂HR的專業(yè)，又懂公司整體運(yùn)營(yíng)，相信這次培訓(xùn)一定能給您帶來(lái)巨大幫助！ Engaged in the human resources management, do you have following confusion with trainees? 1. Want to be a company‘s business partner？ When communicating with the higher boss, you must use data to talk! Even though the HR has a good judgment, without data support, not knowing about data analysis, he will always be the second-class HR!! 2. When communicating with the senior, do you know what they really want to see? Whether is it beyond your grasp? Whether can you well express what you are trying to say? 3. Exit interview, employee who can’t be competent for his job, he can be persuaded through reasoning only if the HR use data to talk? 4. Whether there was a conflict between business department and HR department? Where was the reason? 5. How to ensure the reasonableness of personnel planning, especially the managers, technical staff and production staff? 6. How to judge the style and type of business staff for business department manager referencing? 7. How to effectively do the leaving analysis to control the employee turnover rate; whether a salary budget model can be provided to rapidly adjust the salary budget; before every year salary adjusting, how to conduct the analysis and adjustment of remuneration system using EXCEL? 8. How to conduct the effective analysis of performance management? When making human resources strategy, what is the method of human resources planning demand analysis? 9. The executives were salesmen, they don’t have the patience to read the specific data (except the sales data), judge according to the experience, straight to the results, HR’s some data has no power, such as turnover rate, performance assessment has no motivation, employees’ passion reduced, high potential turnover rate. 10. The confusions of the fairness and impartiality of salary structure and level in company; how to improve the employee motivation in service –intensive company; Difficult to recruit, not only the grass-roots employees are difficult to recruit, but also the middle managers are puzzled? 11. Under the circumstances not using software, how to completely express the training information through EXCEL, including training hours per person, total hours, number of people, courses, fee and place of every department, etc. 12. How to well use the market remuneration and labor price data, the labor price in company must be different with the same industry in market, to some positions the advices are always failed to reach an agreement between HR department and employ department (e.g. finance department requires a raise of salary for XX position, but HR department thinks there is no basis for raising). What should HR department do? 13. Fix the number of people employed：To the old company, fix the number of people employed in the original existing department, but to the current business, it is no longer suitable. What should HR department do? How should the general manager’s office authorize? 14. How to calculate the multi-dimensional human costs? How to see the multi-dimensional human resources ROI? How to calculate the turnover costs? …. Involving all aspects of HR work… The lecture has been the HRO in Asia-Pacific and GM, he is not only proficient in HR, but also in company overall operation. We believe this training must be able to bring you great help! [Training Benefits 培訓(xùn)收益] 讓您掌握一門(mén)數(shù)據(jù)語(yǔ)言，一切用數(shù)據(jù)說(shuō)話，真正成為Business Partner 幫助您洞悉公司各類數(shù)據(jù)背后的真實(shí)情況，教會(huì)您分析思路，幫助您學(xué)會(huì)從本質(zhì)上解決公司的問(wèn)題。 快速地分析公司管理結(jié)構(gòu)和工資結(jié)構(gòu)是否平衡合理, 方便地制作工資表，并在幾分鐘內(nèi)做出各類薪酬統(tǒng)計(jì)分析； 建立動(dòng)態(tài)的薪酬調(diào)整方案，并找到可選范圍。 通過(guò)離職人員數(shù)據(jù)多緯度分析，對(duì)員工流失的可能性進(jìn)行提前防范。 通過(guò)驅(qū)動(dòng)因素表，直觀地建立各部門(mén)和崗位目標(biāo)一致的量化KPI指標(biāo)體系 知道管理人員和業(yè)務(wù)員的銷(xiāo)售行為模式，哪些是開(kāi)拓性銷(xiāo)售人員，哪些是保守性的銷(xiāo)售人員。在公司業(yè)務(wù)轉(zhuǎn)型和開(kāi)拓市場(chǎng)時(shí)你可以有充分依據(jù)建議派遣合適的人員。 知道關(guān)鍵業(yè)務(wù)員工和有潛力性員工在哪里，可以給于他們更大的關(guān)注,并有目的的進(jìn)行人員搭配。 通過(guò)最優(yōu)方案工具，讓計(jì)算機(jī)告訴你加班排班的最合適結(jié)果. 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. [Training Content 培訓(xùn)內(nèi)容] 【第一天】 第一部分 HR數(shù)據(jù)分析在人力資源結(jié)構(gòu)分析上的應(yīng)用 公司員工結(jié)構(gòu)多緯度分析 離職員工分析和職業(yè)周期預(yù)測(cè) 在職員工結(jié)構(gòu)三維圖形展示 第二部分 HR數(shù)據(jù)分析在薪資預(yù)算和薪酬管理上的應(yīng)用 快速描述薪資結(jié)構(gòu)的方法 年度薪資預(yù)算方案模型制定 工資表制作（自動(dòng)計(jì)算稅金和社保） 自動(dòng)排班安排方案模型 【第二天】 第三部分 HR數(shù)據(jù)分析在績(jī)效體系設(shè)計(jì)和績(jī)效管理上的應(yīng)用 員工任職能力匹配分析 績(jī)效驅(qū)動(dòng)因素動(dòng)態(tài)模型建立 績(jī)效分布矩陣圖 第四部分 HR數(shù)據(jù)分析在業(yè)務(wù)人員管理上的應(yīng)用 業(yè)務(wù)人員績(jī)效跟蹤的三個(gè)分析步驟 銷(xiāo)售人員行為分析與績(jī)效建模 采購(gòu)人員行為分析與績(jī)效建模 業(yè)績(jī)、獎(jiǎng)金與人員匹配模型 第五部分 學(xué)會(huì)用數(shù)據(jù)分析和EXCEL提高工作效率和質(zhì)量，學(xué)會(huì)做精美展示 難以想象的右鍵功能（基礎(chǔ)之基礎(chǔ)） 友好界面表格的制作及保護(hù) 數(shù)據(jù)的有效整理（分列、常用函數(shù)的） 數(shù)據(jù)透視表在海量數(shù)據(jù)分析中的應(yīng)用 圖形展示和在線分析的應(yīng)用 預(yù)測(cè)與規(guī)劃工具的使用