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《HR如何用數(shù)據(jù)說話-大數(shù)據(jù)時代HR的最新必修課》 講師曾任職大型外企GM、人力資源總監(jiān)，分享最實用的分析思路和模板。 請學員自帶筆記本電腦來會場，現(xiàn)場老師會把幾十年資深經(jīng)驗總結的分析模型進行操作演示，并U盤拷給您，聽完培訓回去立即就能應用到自身工作中 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)學院 標準價格：2天課程6000RMB/位，3人同時報名享9折優(yōu)惠 [Training Background 培訓背景] 從事人力資源管理工作，您是否有和學員類似的困惑？ 1. 想做一個企業(yè)的Business Partner？跟更高層老板交流時，必須用數(shù)據(jù)說話！哪怕HR判斷力再準，沒有數(shù)據(jù)支撐，不懂數(shù)據(jù)分析，也永遠只能是二流HR??！ 2. 跟高層溝通時，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)出來你要表達的意思？ 3. 離職面談，不能勝任工作的員工，必須用數(shù)據(jù)說話才能以理服人？ 4. 業(yè)務部門和HR部門是否發(fā)生過沖突？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、技術人員、生產(chǎn)人員？ 6. 你如何判斷業(yè)務人員的風格、類型，以便于業(yè)務部門經(jīng)理參考？ 7. 如何有效進行離職分析，從而控制公司員工流失率；能否提供一個薪資預算模型，能快速調整薪資預算；在每年薪資調整前，怎樣利用EXCEL對薪酬體系表做分析調整？ 8. 如何進行績效管理的有效性分析？制定人力資源戰(zhàn)略時，對人力規(guī)劃需求分析的方法？ 9. 高管是銷售業(yè)務出身，他們沒有耐心看詳細的數(shù)據(jù)（除銷售數(shù)據(jù)），利用經(jīng)驗判斷，直奔結果，HR的一些數(shù)據(jù)沒有震振力，如離職率，績效考核沒有激勵性，員工激情降低，潛在離職率高。 10. 企業(yè)內部薪資結構及水平的公平性、公正性的困惑；如何在服務密集型企業(yè)，提高員工的積極性；招聘難，不僅是基層員工招人難，更是中級管理人員也難受？ 11. 在不使用軟件的情況下，如何通過EXCEL將培訓信息完整地表達出來，包括人均培訓小時、總課時、人數(shù)、受訓課程各部門費用、地點等等 12. 如何運用好市場薪酬勞動力價格數(shù)據(jù)，企業(yè)中的勞動力價格與市場中同行業(yè)水平一定是不一致，對某些崗位HR部門與實際用人部門的建議始終無法達成一致（例：如財務部要求XX崗位加薪，但HR部門認為提薪?jīng)]有依據(jù)）。HR部門應該怎么辦？ 13. 定員定編：對于老企業(yè)來講，原已有部門定員編制，但對于現(xiàn)有業(yè)務已不適應，HR部門應該怎么辦？總經(jīng)理室該如何授權？ 14. 多維度人力成本如何計算？多維度人力投資回報率如何看？離職成本如何計算？ ….涉及HR工作的方方面面… 講師做過亞太區(qū)HRD，之后做了GM，可謂既懂HR的專業(yè)，又懂公司整體運營，相信這次培訓一定能給您帶來巨大幫助！ 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 培訓收益] 讓您掌握一門數(shù)據(jù)語言，一切用數(shù)據(jù)說話，真正成為Business Partner 幫助您洞悉公司各類數(shù)據(jù)背后的真實情況，教會您分析思路，幫助您學會從本質上解決公司的問題。 快速地分析公司管理結構和工資結構是否平衡合理, 方便地制作工資表，并在幾分鐘內做出各類薪酬統(tǒng)計分析； 建立動態(tài)的薪酬調整方案，并找到可選范圍。 通過離職人員數(shù)據(jù)多緯度分析，對員工流失的可能性進行提前防范。 通過驅動因素表，直觀地建立各部門和崗位目標一致的量化KPI指標體系 知道管理人員和業(yè)務員的銷售行為模式，哪些是開拓性銷售人員，哪些是保守性的銷售人員。在公司業(yè)務轉型和開拓市場時你可以有充分依據(jù)建議派遣合適的人員。 知道關鍵業(yè)務員工和有潛力性員工在哪里，可以給于他們更大的關注,并有目的的進行人員搭配。 通過最優(yōu)方案工具，讓計算機告訴你加班排班的最合適結果. 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 培訓內容] 【第一天】 第一部分 HR數(shù)據(jù)分析在人力資源結構分析上的應用 公司員工結構多緯度分析 離職員工分析和職業(yè)周期預測 在職員工結構三維圖形展示 第二部分 HR數(shù)據(jù)分析在薪資預算和薪酬管理上的應用 快速描述薪資結構的方法 年度薪資預算方案模型制定 工資表制作（自動計算稅金和社保） 自動排班安排方案模型 【第二天】 第三部分 HR數(shù)據(jù)分析在績效體系設計和績效管理上的應用 員工任職能力匹配分析 績效驅動因素動態(tài)模型建立 績效分布矩陣圖 第四部分 HR數(shù)據(jù)分析在業(yè)務人員管理上的應用 業(yè)務人員績效跟蹤的三個分析步驟 銷售人員行為分析與績效建模 采購人員行為分析與績效建模 業(yè)績、獎金與人員匹配模型 第五部分 學會用數(shù)據(jù)分析和EXCEL提高工作效率和質量，學會做精美展示 難以想象的右鍵功能（基礎之基礎） 友好界面表格的制作及保護 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)分析中的應用 圖形展示和在線分析的應用 預測與規(guī)劃工具的使用