国外著名人力咨询公司优势例证本土人力咨询公司策略

本文是一篇管理世界论文范文,关于管理世界类毕业论文模板,关于国外著名人力咨询公司优势例证本土人力咨询公司策略相关硕士学位毕业论文范文。适合管理世界及公司及本土方面的的大学硕士和本科毕业论文以及管理世界相关开题报告范文和职称论文写作参考文献资料下载。

哈尔滨商业大学

摘 要：近年来,在案件的这个巨大的市场――中国人力资源顾问的诱惑,越来越多的国际人力资源咨询公司着眼于中国.中国本土的咨询公司,也有当地的人力资源优势,但是外国公司有一个良好的学习.本地公司要把公司大是不可取的,因为它是一个困难的系统解决具体问题的方法.相反,一个小而专门公司要成功,就应将焦点放在某些行业或功能,使当地的人力资源咨询公司迅速成长.

关 键 词：人力资源咨询国际知名人力资源咨询集团当地的人力资源咨询公司、比较优势

1.TheAdvancedExamplesofInternationalHRConsultingFirm

1.1Seetheadvantagesthroughthebackgroundofthepany

TowerWatsonisagloballeadingprofessionalservicespany,whichowns130years'history,madeupofthetwofamousconsultingfirmsWatsonWyattWorldwideandTowersPerrin.

1.1.1AcquiringrecognitionromglobalfieldandfromChineseauthoritativethird-party.

TowerWatsongetsaworldwiderecognitionglobalfieldandfromChineseauthoritativethird-party,includingtheBestEnterprisefromtheForbeagazine,andtherecognitionfrom“toptenhumanconsultingpany”ofChinahumanresourcesdevelopments.

1.1.2Stablepanyfinancialsituation

SinceTowerWatsonlisted,thestabilityofsharepriceandpresentlong-termupwardtrendmainlyefromcorporategovernanceTheseallthankstothepanybusinessandtherapiddevelopmentofpersonnel,andthescaleoflong-termprofessionalservicesimageandcustomergoodpublicpraise.

1.2Seetheadvantagesthroughtheprojectexperience

Intheglobalscope,TowerWatsonownsrichandsuccesulconsultingprojectexperienceandthebestpracticethatcanbewidelyreferredandchangedbyanizationsofhumanresources.Inrecentyears,TowerWatsonhasconsultingprojectcooperationexperiencewithother36corporategovernances.Incorporategovernanceswhichhetotaloperatinginerankedinthetop10,TowerWatsonhasprojectcooperationwithsevenofthem.［1］.

Intalentandrewardconsulting,TowerWatsonistrustedbymanyworldsleadingenterprise.Itrunsbusinesswithseventy-fivepercentoftheenterprisefromtop500fortunes.Becausethenumberofcustomerisnumerousandthecustomersarefromvariedindustries,TowerWatsonsdevelopedthenecessaryindustryknowledgeandprofessionalskills,inordertocopewiththetalentsandindustry-specificrewardissues.［2］

1.3Seetheadvantagesthroughconsultationtools

1.3.1HCI（HumanCapitalIndex）［3］

Investigating12countriessuchasAustralia,Singapore,Chinaandhundredsofregions,TowerWatsondrawssomeconclusionsbelow:

Theexcellenthumanresourcemanagementisequaltowellvalueofshareholder.IntheAsia-pacificregion,panieswithperfecthumancapitalmanagementsystem,paredwiththoseofpoorhumancapitalsystem,theformercreatedparedtheshareholdervaluecanreachmorethantwiceauchasthelatter.

1.3.2GGS（GlobalGradingSystem）［4］

Aftermanyyearsofvalidationbyglobalmarketsincerepeatedlyusedthesystem,TowerWatson'sratingsystem（globalpositionGGS）hasbeenrecognizedascanbeusedincross-functional,acrossbusiness,border-crossingenvironment,helptheenterprisewithinternalpositionevaluationofeffectivemanagementtools.Therefore,atpresentGGShasbeetheworld'ostpetitivepositionratingsystem.

1.3.3FourdimensionssalarydesigntoolsofTowerWatson

Differentfromthemarketthemostmon1M（marketdimension；positiondimension；personaldimensions；performancedimension）―Fourdimensions［5］salarydesigntoolsinmonmarket,TowerWatsonownourdimensionsofuniquedesigntools,including:petitivesalarypositioning,pensationstructure,risk/rewardrelations,performanceindex/standards.

2.StrategicResearchonLocalHRConsulting

2.1Analysisofparativeadvantageofindigenousconsultinghumanresource

Comparedwiththepowerfulconsultingpanyabroad,whatistheadvantageoflocalconsultingpanyinChina?Becausetheirlocation,culturalbackgroundandgeopoliticalrelations,Chineselocalconsultingenterpriseownsthemeritsingraspingthesocietyandtheoverallenvironment.Theyknowwhatkindofresourcetheenterpriseneed,wheretheycangetveryclearly.ThiskindofknowledgeontheenvironmentandtheabilityofsummarytheknowledgearedifficultformultinationalpanieswhohadjustenteredtheChinesemarket.Inaddition,mondevelopmentexperienceisalsoamajoradvantageofChineseconsultancy.ThisexperiencehelpsChineseconsultingpaniesunderstandcustomers'enterprisesandtheirmembers.Thiskindofunderstandingisintimate,andindeedirreplaceable.［6］.

2.2strategicchoiceforIndigenousconsultinghumanresourcepany

2.2.1Personneldispatchedoutsourcingstrategy

Asprofessionaltalentsinmainland,consultingpaniesneedoutsourcingineachskillareas.

（1）Serviceexperiencewithhighlyefficient,highqualityandcostadvantages.

（2）Servicewhichremendcandidateswithrapidandhighquality,hastheabilitytoshortenrecruitedcycle.

（3）Value-addedserviceswhichbringtheindustryleadingfarsightedness

3.Theconclusion

Toplementeachother,playthecongenitalsuperiorityonlocalenterprisestatusandfullyculturalunderstand,andactivelyintroduceandabsorbadvancedinternationalmanagementmodeandmethods,improvethepetitivenessoftheirinstitutionsofthepetitioninthemarket,drivethewholedomestichumanconsultationmarkettoanewlevel.

Reference：

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