글로벌 경영과 글로벌 인재육성

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2 I. Globalization Global Leadership II. III. HR

3 Globalization M&A M&A : IT CHA(Continue Health Alliance) BP Outbound Outbound, / M&A 300 1) : 2/22

4 Globalization 2 SK - - 3,,, - - Globalization, % - LS - 80%. -,,, 5 3/22

5 Globalization Change in the World Population, 2000 to 2050 Percent Change in the Working-Age Population (Aged 15 64), 2005 to % % 5% 5% 5% 6% 6% 7% 2% 2% 0% 1% 7% 16% 10% % -11% -1% -6% -6% Japan Korea Germany U.K. China Canada U.S Australia Brazil India More Developed Countries Less Developed Countries Total Source: Population Division of the Department of Economic and Social Affairs of the United Nations Secretariat, World Population Prospects: The 2004 Revision, 20 February /22

6 Global Leadership CSF Best of best talent Global Leader, Global Leader S/W Global Leader Global Leader & & Standard Leadership Global Leader 1) : LG 5/22

7 1998~2003 TSR 1) % 80% 60% 40% 56% 20% 44% 33% 35% 25% 7% 0% 1 st Q 2 nd Q 3 rd Q 4 th Q Top 20 companies All other companies Source: : Hewitt Associates & The Chief Executive Magazine, ) TSR : Total Share Return () 1. IBM 2. Johnson & Johnson 3. General Electric Company 4. Colgate-Palmolive Company 5. Dell Computer Company 6. United Parcel Service, Inc. 7. Medtronic, Inc. 8. The Procter & Gamble Company 9. PepsiCo, Inc. 10. Southwest Airlines Co. 11. Whirlpool Corporation 12. Microsoft Corporation 13. Cisco Systems,Inc. 14. Wells Fargo & Company 15. FedEx Corporation 16. Pitney Bowes Inc. 17. State Farm Insurance Company 18. General Mills,Inc. 19. Intel Corporation 20. Merck & Co, Inc. 320, The Chief Executive Judge Panel 20 6/22

8 CEO, CEO? Succession plan position staffing?? 100% 100% 100% 80% 80% 80% 60% 40% 20% 84% 36% 30% 60% 40% 20% 83% 51% 72% 28% 60% 40% 20% 100% 61% 0% Strongly Agree 11% Agree 0% Sr. Mgmt Middle Mgmt. 0% Yes Top 20 companies All other companies 7/22

9 GE 2005 top 10 companies in the world for excellence in executive development GE General Electric Company 67.7% Johnson & Johnson 45.2% Dell 38.7% IBM 38.7% Weyerhaeuser 35.5% Bank of America 25.8% PepsiCo 25.8% UBS 25.8% Cisco Systems, Inc. 22.6% Procter & Gamble 22.6% GE KSF GE KSF GE / Source: : Executive Development Association survey of Sr. HRM s and Chief Learning Officers operating mechanism 8/22

10 GE mechanism platform HR Session C, global biz leader MDC GE Mechanism Platform GE Leadership Education Session 1 Strategic Review 6 Executive Development Course (EDC) 5 Business Management Course (BMC) Session 2 Operation Review 4 Manager Development Course (MDC) Session C Strategic People Review 3 Advanced Manager Course (AMC) Assessment of - Key business issues - Organizational alignment - Key talent identification - Succession plans - Development plans 2 1 New Manager Development Course (NMDC) Foundations of Leadership (FoL) Session D Compliance Review Formal nominating process Need Mgr./HR approval 9/22

11 ASTD conference HRD Leadership and management development 31 Leadership and management development 30 Leadership and management development 36 Training fundamental 25 Learning as biz strategy 30 Designing and delivering learning 35 Learning as biz strategy 24 Training and specialized training programs 23 Personal and professional effectiveness 34 E-learning 23 E-learning 22 Facilitating organizational change 31 Organization and change 19 Organizational culture & change 20 Learning as biz strategy 30 Personal and professional effectiveness 19 Performance improvement 19 Measuring evaluation ROI 21 Measuring and evaluation 17 Personal and professional effectiveness 19 E-learning 19 Performance consulting 17 Careers 17 Career planning and talent management 17 Innovation 13 Measuring and evaluation 16 Performance improvement 14 Careers /22

12 Executives Recognize the Importance of the Looming Leadership Crisis Develop Leaders Recruit & Retain Develop Employees Increased Productivity Align Compensation Knowledge Sharing Performance Mgmt. Culture Development Now Future Overcome Skill Gap Effective Communication Lower Labor Costs Competitive Benefit Work/Life Source: Mercer/Conference Board Survey /22

13 HRM HRD HRM (209, 10, 1999) 10 (, %) (8.93) (9.33) 59 2 (8.77) (9.20) 3 (8.77) (9.13) 4 (8.13) Skill (9.07) 5 (8.07) (9.07) Union(2.80) (3.63) / / 36 Source : '97 92, HR Survey, HR Institute 200 Survey, Manchester, /22

14 I. Globalization Global Leadership II. III. HR

15 global biz positioning, transnational High Cost Pressures Global Strategy Transnational Strategy Globalization International Strategy R&D,, / Global Strategy International Strategy Multi-domestic Strategy Multi-domestic Strategy R&D,, Low Local Responsiveness High Transnational Strategy Global Leaning, Global Synergy 14/22

16 transnational HR function geocentric Source: : Peter J. Dowling, International Human Resource Management, /22

17 Global 5, Parent base Local base post Global Region base pool Global base Post global Global base 16/22

18 global global leader // HR, / local HR HR High Mobility Expat. Global Role/Grade Low Mobility Local Employee Local General Talent Key Talent Global HR Local HR 17/22

19 200 globally What percentage of your company s international assignment population is of the same origin as the parent company? Over 80% All Regions Between 50-80% Asia & Pacific Less than 50% Europe Latin America North America % 20% 40% 60% 80% 100% Source: : Mercer HR Consulting, International Assignment Survey, /22

20 2 global assignment, Global HR set up Has the number of transfer to and from locations Other than the Headquarters altered over the last 2 years? Increased Stable Decreased North America Latin America Europe Asia & Pacific All Regions Source: : Mercer HR Consulting, International Assignment Survey, 2005/2006 Edition 19/22

21 I. Globalization Global Leadership II. III. HR

22 J&J best practice CSF Johnson & Johnson Corporate Education and Development Succession planning process International Service Employee Program International Recruiting Program Executive Conference, Executive Development Program, Leadership Challenge program, action learning,, & & Commitments to the Credo, Commitment to decentralized management, Commitment to the long term 3,, 21/22

23 Track Mentor -ing Buddy Program Mentoring Business 22/22 Track Track Seminar e- Learning / / Seminar Best Practice Benchmarking / (On-line) Group ( ) () Global Expat. Talent Comm. Intensive Comm. (/) (//) Global DOOSAN Global Accelerating Talent Global Growing Talent

15_3oracle

15_3oracle Principal Consultant Corporate Management Team ( Oracle HRMS ) Agenda 1. Oracle Overview 2. HR Transformation 3. Oracle HRMS Initiatives 4. Oracle HRMS Model 5. Oracle HRMS System 6. Business Benefit 7.