HRM/HRD Series

BSC hng ti tng lai

&
cc gii php h thng HRM/HRD chin lc

Chief Executive Management Consultant

Shinichiro Kawaguchi Ph.D.
MSC International Co., Ltd.
14
 (1/2)
BRP hng ti tng lai v HRM/HRD bng BSC
Tm nhn, s mnh, gi tr ct li Tng lai
Hin ti

Mc tiu kinh doanh Mc tiu kinh doanh

(ngn hn) (trung v di hn)

Cc KPI hin ti Cc KPI hng ti tng lai

KPI Ti chnh KPI Ti chnh
KPI Khch hng KPI Khch hng
KPI Quy trnh kinh doanh KPI Quy trnh kinh doanh
KPI Hc hi v pht trin KPI Hc hi v pht trin

S nh v

Dng quy trnh sn xut S

Dng quy trnh sn xut
W SO ST

O T WO WT

Phn tch Tng hp

SWOT
S t chc S t chc 15
 (2/2)
BRP hng ti tng lai v HRM/HRD bng BSC
Hin ti Tng lai

KPI Phng
KPI B phn
KPI Nhm
KPI C nhn

Phn tch v m t cng vic

da trn BSC

Thit lp tiu ch nh gi
Tiu ch thc hin cng vic (KPI)
Tiu ch nng lc

nh gi kt qu
H thng
Tiu ch thc hin cng vic (KPI)
lng thng
Tiu ch nng lc

Ma trn nng lc/k nng Ma trn nng lc/k nng

Thit k o to Thit k o to 16
 Chin lc kinh doanh ca Doanh nghip
1) Tn cng ty (Quy m ) :
2) Sn phm/Dch v chnh:
4) Tm nhn:
5) Nhim v/S mnh
6) Mc tiu kinh doanh:
Di/trung hn:
Ngn hn:
7) Cc KPI Doanh nghip
Cc nhm KPI theo Cc hng mc KPI Ch tiu c th Ch tiu c th nh
BSC nh lng trong lng trung hn
ngn hn
1.Ti chnh


2.Khch hng


3. Quy trnh kinh
doanh

4. Hc hi v pht
trin

17
 Phn tch tnh hnh kinh doanh ca Doanh nghip
a dng ho sn
phm/Dch v
Giu

Ngho

Thnh Nng thn Theo a

ph Th phn phng Phn tch nh v

im mnh im yu Gii php S-O Gii php S-T

CSF: CSF:

C hi Thch thc Gii php W-O Gii php W-T

CSF: CSF:

Phn tch SWOT Tng hp SWOT 18

 Phn tch quy trnh kinh doanh thng qua
BSC hng ti tng lai v chin lc
Quy Quy trnh im mnh v im yu im cn ci tin cho Chin lc B.R.P
trnh KD KD tng hin ti tng lai hng ti tng lai.
hin ti lai
1)M rng
1. 1.
2) Duy tr
2. 2.
3)Chm dt h. ng

1. 1. 1)M rng
2. 2. 2) Duy tr
3)Chm dt h. ng
1. 1. 1)M rng
2. 2. 2) Duy tr
3)Chm dt h. ng
1. 1.
2. 2. 1)M rng
2) Duy tr
1. 1. 3)Chm dt h. ng
2. 2. 1)M rng
2) Duy tr
1. 1.
3)Chm dt h. ng
2. 2.
1)M rng
2) Duy tr
3)Chm dt h. ng
19
 Hng dn qui trnh kinh doanh da trn BTO ci thin F.L
Khch hng Phng Phng k Phng k Phng mua Phng lp rp Phng Phng hu
bn hng thut in thut sn sm QLCL cn
v c kh. xut
Nhn n t Qui cch
hng Chi ph, s
lng
Hng dn k Qui cch
thut Chi ph, thi gian giao hng

Hng dn
K hoach v in
sn xut
K hoch v c kh
Hng dn
Danh mc mua sm
mua sm
B phn v bn
Hng dn lp
K hoch lp rp thnh phm Trc khi
rp
kim tra
Hng dn
QLCL
QLCL K hoch kim tra QLCL Sau khi kim
Hng dn tra QLCL
giao hng Danh mc giao hng ( ngy,
Sn phm cui cng khi lng.)

im mnh (S) S: S: S: S: S: S: S: S:
im yu (W) hin
ti
W: W: W: W: W: W: W: W:

im mnh (S) 1) 1) 1) 1) 1) 1) 1) 1)
im yu (W) s
tng ln trong 2) 2) 2) 2) 2) 2) 2) 2)
tng lai 3) 3) 3) 3) 3) 3) 3) 3)
20
 Hng dn qui trnh kinh doanh da trn BTO ci thin F.L
Khch hng

im mnh (S) S: S: S: S: S: S: S: S:
im yu (W) hin
ti
W: W: W: W: W: W: W: W:

im mnh (S) 1) 1) 1) 1) 1) 1) 1) 1)
im yu (W) s
tng ln trong 2) 2) 2) 2) 2) 2) 2) 2)
tng lai 3) 3) 3) 3) 3) 3) 3) 3)
21
 C cu t chc B.P.R: Hin ti v tng lai
C cu t chc hin ti C cu t chc trong tng lai

Cc nh u t/ban gim c Cc nh u t/ban gim c

Ban/Phng Ban/Phng

B phn B phn

Nhm/T i Nhm/T i

22
 KPIs phng v b phn
Quan im BSC Cc yu t KPI ca phng Mc tiu o Mc tiu o
lng trong lng trong
ngn hn trung hn

1.Ti chnh

2.Khch hng

3.Qui trnh kinh

doanh

4. Hc hi v

pht trin

Quan im BSC Cc yu t KPI ca b phn Mc tiu o Mc tiu o

lng trong lng trong
ngn hn trung hn
1.Ti chnh

2.Khch hng

3.Qui trnh kinh

doanh
4. Hc hi v

pht trin 23
 KPIs nhm/t i v c nhn
Quan im Cc yu t KPI ca nhm/t i Mc tiu o Mc tiu o
BSC lng trong lng trong
ngn hn trung hn

1.Ti chnh

2.Khch hng

3.Qui trnh kinh

doanh

4. Hc hi v

pht trin

Quan im Cc yu t KPI ca c nhn Mc tiu o Mc tiu o

BSC lng trong lng trong
ngn hn trung hn
1.Ti chnh

2.Khch hng

3.Qui trnh

kinh doanh
4. Hc hi v

pht trin 24
 Phn tch cng vic cho BSC

Bng phn tch cng vic cho BSC /

2007/ / .
Phng/B phnP.Sn xut./B phn sp xp. V trTh my Tn .

KPI c nhn/ti chnh: Gim chi ph tng phn Khch hng: Calin handring Qui trnh kinh doanh: gim gi Hc hi v pht trin: Pht trin k nng gii quyt vn
(-5%) (trong vng 24h) ( xut mt tng) ( 7 cng c QC)
Phn loi cng vic Mc khc bit KAS o to S gi
Cng vic thng nht Cvic c tnh thch thc Nhp lm vic
Cvic hng nm/cvic bt
Cng vic hng ngy Cng vic hng tun Cng vic hng thng thng Cvic mang tnh sng to KL. CL. Cp/bc Know. Confi. Skill OJT/OJT
Xc nhn khi lng cng vic
OJT 2.5h
Xc nhn mc hon thnh ca
tng phn 3h
X l nhng sai st trong cc cng
on trc 2h
Ln mt trong ca quai v ti xch
tay ra ngoi 1.5h
Hng dn hon thnh mt ct ca
da 3h
Tin hnh sa cha nh vi ti
3.5h
Hng dn outsourcing cc mt ct
ca da 2h
M t kch thc dy lng
2.5h
t da lm dy lng
2h
Ch dn cc ph kin bng kim
loi ph hp vi nhau
2.5h
Hp bn v vic giao hng
1h
Xc nhn hng mu bng giy
Off-JT 3h
Tin hnh iu chnh nh trong
cng on cui cng 2.3h
T chc hng mu bng giy
3.5h
Xc nhn qui cch cho vic ti s
dng cc hng mu bng giy hin c 4.2h
T chc k ct da
2h
Xc nhn thuc nhum v mu
cho loi da mi 3h
Sa cha my ct da
OJT 23h
Yu cu mi
2h
Chun b v tng mu
OJT 12h
Tn dng nhng mnh tha cn li
sau khi ct da 2.5h

[quan trng rt quan trng kh quan trng t quan trng hn], [Phn loi - ()cho ngi lnh o cao hn, cho bn thn , cho nhn vin], [S lng/Cht lng rt kh kh kh kh d]
25
 Miu t cng vic kt hp vi BSC
(1/2) (2/2)
7-2. Cng vic c th
Mi u t cng vic kt h p v i BSC(khung MSCI-)
7-2-1. Cng vic hng ngy:
(Bn quyn : MSC-International) Nhn n thng t kh ch hng
1. T n: ng Beans, quc tch Anh , s ID :00010 Kim so t vic thanh to n
Gii quyt khiu n i v i kh ch hng
2. Ban/Phng/b phn//t: B phn kinh doanh/Phng b n bun
Quan hv i kh ch hng hin t i, thu ht kh ch hng m i
7-2-2. Cng vic hng tun:
3. Chc v: Tr- ng phng, Cp bc :G xx
Phn tch kt qu t - c: doanh thu, chi ph,n
7-2-3. Cng vic hng th ng:
4. Mc ti u/mc ch kinh doanh ngn h n ca phng: 3,000 000US$ 1 n m
So n tho b o c o v cng t c b n hng cho tr- ng b phn: doanh thu, n , l- ng
5. KPI ca phng giao hng, th- ng & gim gi cho c c gi m c & kh ch hng
Tham d c c cuc hp hng th ng v i Gi m c kinh doanh nh gi kt qu cng
Ch vic v ra gii ph p
Stt KPI & CSF Kho ch Th.hin 7-2-4. Cng vic hng n m
nh
Ti chnh : Chnh s ch gi linh ho t So n tho b o c o n m cho tr- ng b phn
1 t - c kho ch b n hng 100% 7-2-5. Cng vic c tnh th ch thc
2 Hs n 40% M ng l- i c nhn v i kh ch hng
Kh ch hng: T ng thphn ca kh ch hng l n, ang t ng tr- ng v quan trng. Tchc c c s kin c bit cho c c gi m c & kh ch hng
1 T ng s l- ng kh ch hng Bng 12% Thu thp thng tin vs tho m n ca kh ch hng
2 Kh ch hng bmt i Ko hn 2% C c b o c o & phn tch bsung khi Tr- ng b phn y u cu
3 L- ng doanh s b n ca n m / s nhn vi n so v i
1,5 8. Y u cu:
n m tr- c
u ti n tt nghip tr- ng i hc tt nht chuy n khoa d- c phm hoc thuc
Quy trnh kinh doanh: Kh n ng sn sng v ng dng ht thng thu ht kh ch hng m i.
u ti n c kinh nghim lm vic trong c ng l nh vc hoc cng ty t- ng t
1 Thit khthng thu thp & phn tch khiu n i
Vo cui n m Gii ting Nga v - u ti n c hiu bit vngn ng Kazakh
ca kh ch hng qua 3 yu t ( - a ra n hng sai
2007.
/ Lp n hng sai / Giao hng chm)
Hc tp & ph t trin: C ch- ng trnh o t o & ph t trin hiu qu & hthng nh gi n ng lc 9. N ng lc (Tri thc, Th i /Hnh vi v K n ng: KABS)
1 Thit khthng n ng lc & hthng nh gi k Vo cui n m 9-1. N ng lc qun l:
n ng 2007. o Kh n ng thit lp quan hv i kh ch hng
2 Thay thnhn s Ko hn 15% o V- t qua - c nhng tnh hung kh kh n (stress)
o Sn sng & c kh n ng gii quyt xung t em l i kt qu tch c c cho cng ty
7. Mi u t cng vic & Y u cu: o Kh n ng thu ht kh ch hng m i qua vic hiu - c nhu cu & mong mun ca h
7-1. Vai tr chnh (KPI c nhn) o K phn tch gii
1) Hon thnh kho ch b n hng 100%. o K n ng thuyt trnh
2) Hs n 35% 9-2. N ng lc chuy n mn
3) T ng s l- ng kh ch hng l n 6. o MS Office, 1-C user
4) Mt kh ch nhiu nht l 2% o Hiu bit rng vc c sn phm thuc
5) Thit khthng thu thp & phn tch khiu n i ca kh ch hng qua 3 yu t ( - a ra n hng o Hiu bit rng vthtr- ng d- c phm
sai / Lp n hng sai / Giao hng chm) vo cui n m 2007
o Hiu bit su vim ri ng bit ca khu vc thtr- ng m mnh ph tr ch
o Hiu bit vmong mun ca kh ch hng
Ngy: 10/07/2007 .
K duyt bi: .
26
 Cch xc nh mc kh

Ni dung cng vic

Lng Tng i Tng i Nhiu Qa nhiu
(S lng)

Cp D Kh kh Tng i Kh
(C. lng)

Mc kh
D Trung bnh Kh

K nng Thp Trung Kh cao Cao K nng Thp Trung Kh cao Cao
& tri bnh & tri bnh
thc thc
tin Thp Kh cao Trung Cao tin Thp Kh cao Trung Cao
cy bnh cy bnh

Mc sn sng ca cp di Mc sn sng ca cp di

Quan im HRD Quan im HRM 27

 Mu nh gi kt qu thc hin (Da trn vic kt hp vi BSC)

Mu nh gi kt qu thc hin (Da trn vic kt hp vi BSC)

H tn ng Beans - Nc Anh S EID: EID00010
Chc v Trng phng (G5) Phng Bn bun.

nh gi *2
Cc cng vic chnh (KPI c nhn) Mc tiu o c kh*1
T Bi g.st
1) Nhn n hng t khch hng 100% 25 4 4
2) H s n 35% 25 4 4
3) Tng s lng khch hng bng 6% 12.5 3 4
4) Khch hng mt i khng hn 2% 25 5 4
5) Thit k h thng thu thp v phn tch khiu ni khch hng thng qua 3 nhn t vo cui nm 2007. 25 4 4
Cc cng vic chnh 92.5 90

Cc cng vic c th D W M C Y
1) Cp nht thng tin 12.5 4 4
2) Kim sot thanh ton 12.5 4 4
3) X l cc khiu ni ca khch hng 12.5 4 4
4) Tip xc khch hng hin ti, thu ht khch hng mi 12.5 5 4
5)Phn tch cc kt qu t c: doanh thu , chi ph, n 25 5 5
6) Lm bo co kinh doanh gi trng b phn: doanh thu, n 25 4 4
7)Tham d cc cuc hp hng thng vi GKD nh gi kt qu thc hin cng vic v 1 s V khc. 25 4 4
8) Lm bo co hng nm gi ln trng b phn 25 4 4
Cc cng vic c th 79.688 78.125

Cng vic mang tnh thch thc

1) T chc cc s kin c bit cho cc trng phng v khch hng 25 4 5
2) Thu thp thng tin v mc tho mn ca khch hng 25 4 4
3) Lm thm mt s bo co v phn tch theo yu cu ca trng b phn 25 5 4
Cc cng vic mang tnh thch thc 112.5 112.5

nh gi thc hin cng vic chung 94.896 93.541728

 Mu nh gi nng lc (Da trn vic kt hp vi BSC

Mu nh gi nng lc (da trn vic kt hp vi BSC)

H tn ng Beans - Nc Anh S EID EID00010
Chc v Trng phng Phng Phng bn bun

nh gi
Trng s*1 T Bi cp trn
Nng lc qun l 0.3
1) Nng lc giao tip (MC-02) 4 4
2) Nhn thc hng v khch hng (MC-08) 3 4
3) Kh nng lm vic trong mi trng c p lc (MC-19) 4 4
4) Kh nng qun tr xung t (MC-21) 4 3
5) Nng lc phn tch (MC-05) 4 4
6) K nng thuyt trnh (MC-22) 4 4
Nng lc qun l 28.75 28.75

Nng lc chuyn mn 0.7

1) Kin thc v th trng dc phm 4 4
2) Kin thc v cc dc phm. 3 3
3) Kin thc v nhu cu /k vng ca khch hng. 3 4
4) MS Office, 1-C user. 5 4
Nng lc chuyn mn 65.625 65.625

nh gi nng lc chung 94.375 94.375

*1
Trng s= 1
*2
Quy c v mc thnh tch: Vt mc tiu = 5, t 90-100% mc tiu = 4, t 60 - 90% mc tiu = 3, t 40-60% mc tiu = 2, t di 40% mc tiu = 1
Khng t mc tiu = 0

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