introduce
1, environment settings:
Give you a company with considerable assets and good sales revenue in that year, abundant funds and good bank credit; However, the product is single and aging, and it is only sold in the local market at present, but the demand in the local market is insufficient.
The competition is becoming more and more fierce, and the requirements for decision-makers and executors' ability of strategic planning, market analysis, execution and cooperation are getting higher and higher. If they are not careful, the whole company's operation will be in crisis: sales will decline, costs will increase, profits will decline, performance will decline, investors' returns will be difficult to guarantee, and even funds will be cut off and they will be on the verge of bankruptcy ...
All this ultimately depends on one factor: people ... as a professional manager, even if you have super IQ, excellent management skills and super management tools, but you can't effectively manage the "people" in the enterprise, you will be doomed to the failure of the meeting ... and your organization will be deeply implicated.
In such a business environment, how will you adjust your business management behavior, especially your human resource management behavior, in order to achieve good financial performance? -This is a severe challenge for all students!
2. Course experience:
After fighting, several happy families were worried: some companies went bankrupt, others grew, and1/3 students still didn't turn the company around in the first three years. "Why?" What's their problem? What mistakes did they make in their decision? Eager to know the answer, they began to devote themselves to the lecturer's analysis and explanation. The analysis hit the nail on the head, so the improvement plan came out, followed by simulation action, a new round of business decision-making, and another round of management inspection ...
During the two-day study, the students, led by the CEO of their respective companies, conducted actual operation and management according to market information, and assessed the performance of the students in the simulated operation. The teacher then commented and followed up ...
During the whole simulation training process, students can fully experience the importance of rational allocation of human resources, observe the relationship between human resources work and the overall business strategy of enterprises, explore and summarize the laws of human resources practice in enterprises, realize the role of business managers in human resources management, and master the methods and skills of building and managing teams ...
A high degree of participation and fierce competition constantly impact the students' thinking and shock their hearts, which really makes them learn in a "wake up" ...
outline
1, key points of the course:
1) Cognition of organizational structure of enterprises
2) post setting and role tasks
3) People-oriented business process and product marketing concept
4) Recruitment, promotion, post adjustment and dismissal of employees who need to achieve business objectives.
5) Salary management, cost control (mainly reflecting human resource cost control) and report analysis based on human resource accounting.
6) Job performance definition and role performance assessment with enterprise strategy as the goal: balanced scorecard.
7) Performance-based team building methods and assessment
8) Talent value evaluation based on value contribution and enterprise development.
The setting of the above points will certainly strengthen the correlation between the reasonable structure of human resources and the human cost of enterprises, thus establishing a benign development strategic management idea that the human resources management objectives coincide with the business objectives of enterprises.
2. Course arrangement:
Day 1 morning: sand table simulation import, rules explanation and financial statement explanation.
1) course introduction: introduction of sand table simulation course and explanation of the rules of this course.
2) Course organization: interpretation of enterprise organizational structure, setting of CEO's qualifications, and competition for CEO.
3) Team building: role setting, staffing, role-playing, and participation in team discussions.
4) Teaching year simulation management:
Instructor leads to complete the operation in year 0, and fill in and interpret the financial statements.
5) simulate the first year of business activities: feel the hardships and difficulties of business.
Lecturer's comments: the essence of enterprise management, the "key" of enterprise profit increase, financial indicators are the key to performance appraisal,
What is strategic performance management (balanced scorecard) ...
Property correspondence: learn how to relate the financial statement data with the contribution status of enterprise human resources.
6) Summary of the first year's operation:
Human resource management is as important as market, products and customers.
Afternoon of day 1 day: simulate the business activities in the second and third years, and reflect and summarize.
1) simulate the second year's business activities: focus on the analysis of enterprise human resources strategy.
Business simulation: market competition, independent completion of financial statements
Management Review: Interpreting Two Competitions among Enterprises (Recruiting Personnel and Finding Customers)
Business prediction: Learn to use the Income Statement to understand the relationship between human resources and financial results.
Lecturer's comments: Performance evaluation based on financial indicators (meaning of cost benefit and cost sharing) ∕ Company strategy.
Positioning how to decide the strategy and tactics of human resource management/strategic human resource planning: selection and company goals
Matching human resource strategy
2) simulate the third year's business activities: look at the business and assessment from a global perspective, focusing on the setting of KPI indicators.
Business meeting: market competition, independent completion of financial statements
Business review: the influence of labor cost on business performance from financial statements
Lecturer's comments: From the cash flow statement, we can see the operational control ability of personnel/the feasibility judgment of the company's comprehensive plan and budget.
Break-even analysis/total cost analysis
Focus on evaluation: how KPI assessment tools reflect the company's development strategy.
The morning of the second day: simulate the business activities in the fourth year, and reflect and summarize.
1) simulate the fourth year's business activities: enterprise five-force analysis, focusing on the design of "efficiency" assessment indicators.
Management meeting: make decisions on market investment and complete market bidding.
Business simulation: complete financial statements independently
Business Review: Correspondence between Financial Statements and Five Force Indicators
Lecturer's comments: the relationship between the local superiority of the department and the overall superiority of the company/five-force analysis (profitability analysis, stability)
Analysis, management force analysis, growth force analysis, productivity analysis)/product contribution analysis-evaluation of the status quo, development
Existing problems, providing data support for decision-making/comprehensive analysis of enterprise management-radar chart analysis, from financial analysis to enterprise
Analysis of business factors ...
Talent concept: selecting and keeping, reasonable employee career planning and cultivating talents in competition.
Performance management based on balanced scorecard (select key performance appraisal indicators)
Performance management based on return on investment
2) Students' discussion: The most important performance index design of human resources in the information age.
Lecturer's comments: How to improve the value of "intangible assets" of enterprises/The importance of teamwork, (Modern professional experience
One of the evaluation criteria for managing people)
Afternoon of the second day: simulate the business activities in the fifth year, and make reflection and summary.
1) simulate the business activities in the fifth year: focus on analyzing the performance appraisal indicators of the post performance appraisal team.
Management meeting: make decisions on market investment and complete market bidding.
Business simulation: analysis of business results (market, products) and independent completion of financial statements.
Business analysis: statistics of post role performance and team performance.
Lecturer's comments: the value of intangible assets to enterprises; Post assessment based on cost accounting (barrel theory); performance
Assessment radar chart (360 assessment)
2) Teacher-student interaction: What are the key words for team building?
Lecturer's comments: How to balance tangible assets and intangible assets, employees and customers, and manage intangible assets in the short term.
How to establish a good employee echelon human resource management and the importance of teamwork to enterprises.
3) The role of informatization:
Lecturer's comments: integrate the whole business picture of the enterprise, realize real-time communication, ensure the truth of information and liberate the enterprise's "life"
Productivity ",introduction of enterprise management cockpit, comprehensive analysis of enterprise performance.
Key conclusion: The success of an enterprise is the embodiment of the comprehensive performance of each business system ...
4) Curriculum sharing: harvest, reflection and enlightenment.
5) Award the winning prize, and end.