Introduction
本課程在強化同學使用人力資源相關的評鑑工具，了解各式評鑑模式及其對組織的商業影響。本課程內容將結合人力成熟度模式及數據分析，協助同學瞭解評鑑組織人力資源運作的成熟度，診斷人力資源管理與發展的整合作運作流程及改善目標，並學會工作分析與設計職能評鑑量表。
This course is designed to facilitate students’ understanding of the frameworks and conceptual underpinnings of how Human Resource (HR) can be positioned with the use of metrics and how metrics can assist organizations to relate HR practices to impact business outcomes. The course contents will developed based on the People Capability Maturity Model (P-CMM) and Data Analytics that help students characterize the maturity of their HR practices, establish a program of continuous HR development, set priorities for improvement actions, integrate HR development with process improvement, and establish a culture of excellence. The students will also learn how to conduct job analysis and competency assessment.
Textbook:

 

Course schedule:

第01週: Introduction to Human Resource Measures

第02週: The Balanced Scorecard

第03週: The Workforce Scorecard

第04週: The HR Scorecard

第05週: ISO 10015 Guidelines for Training

第06週: Personal Scorecard

第07週: Job Performance Appraisals

第08週: Guest Speaking

第09週: What is OKR

第10週: Midterm Exam

第11週: Introduction to People Capability Maturity Model (P-CMM)

第12週: Workshop: Evaluation of People Management

第13週: Workshop: Evaluation of Competency Management

第14週: Workshop: Evaluation of Capability Management

第15週: Workshop: Evaluation of Change Management

第16週: Job Analysis and Competency Assessment

第17週: Guest Speaking

第18週: Final Presentation (Group)

Course activities
成績計算:

出席10%
由課代每節點名，請假或遲到15分鐘內，扣學期總分1分，缺課或遲到15分鐘以上皆扣學期總分2分，缺課或請假合計達六次(含)以上，學期總成績以零分計。(請假須到學校系統完成請假為準，並列印交給課代，否則視同缺課)。
 
課堂參與 60%
各組每周輪流上台進行個案解析，包括簡述個案背景，並依據"課文內容"來解釋個案題目。限時18分鐘。報告組若有成員缺席，該缺席學生課堂討論與參與成績以零分計。若被指定組別當周沒有準備或派員上台分享，全組成員學期總成績以零分計。報告組須在報告前一天晚上23:59以前，將個案解析以PPT格式上傳至作業區。以組為單位，由同儕進行線上互評。
 
  • 評分標準 : 同儕互評。 1分(非常不同意) - 10分(非常同意)
 
期末作業30%
15分鐘小組簡報，針對某個目標職缺，透過工作分析，設計職能評鑑量表，並以小組成員為例，進行職能評估。
 

加分項: 課代因協助課務，學期總分加5分。經加分後，若學期總分超過100分，以100分計算。
 
其它規定: 上課中若非經老師指示或下課外，不得使用社交媒體或即時通訊 (例如: Facebook, Instagram, Twiter, 微博, Line, Wechat, WhatsAPP等)，亦不得在上課打瞌睡、不參與討論或任何影響其他同學上課氣氛的行為，老師有權請違反規定的同學立刻離開教室，該堂3節課視同未出席。
  • 1.
    Introduction (9/9)
    Competencies in organizations can be broadly classified as employeelevel and organizational-level. Since organizational-level competencies are embedded in employee-level competencies, the identification of the latter is important for organizations interested in using competencies to achieve competitive advantage. 
  • 2.
    The Balanced Scorecard (9/16)
    The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement (see What is a KPI?) framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. While the phrase balanced scorecard was coined in the early 1990s, the roots of the this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950’s and the work of French process engineers (who created the Tableau de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
     
    Kaplan and Norton describe the innovation of the balanced scorecard as follows:

    "The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation."
  • 3.
    The Workforce Scorecard (9/23)
    The Workforce Scorecard argues that to maximize the strategic contribution of the workforce, organizations must meet three challenges: view their workforce in terms of its potential contribution rather than as a cost to be minimized (the perspective challenge); replace benchmarking metrics with measures that differentiate levels of strategic impact (the metrics challenge); and hold line managers and HR professionals jointly responsible for workforce quality and strategy execution (the execution challenge).
  • 4.
    The HR Scorecard (9/30)

    The HR Scorecard argues that HR measurement systems must be based on a clear understanding of organizational strategy and the capabilities and behaviors of the workforce required to implement that strategy. Thus, an HR Scorecard is a mechanism for describing and measuring how people and people management systems create value in organizations, as well as communicating key organizational objectives to the workforce.

    It is based on a strategy map – which is a visual depiction of “what causes what” in an organization, beginning with people and ending with shareholder or other stakeholder outcomes. The HR Scorecard is built around a series of examples and a process that helps managers to do this work in their own firms – designing an HR architecture that relentlessly emphasizes and reinforces the implementation of the firm’s strategy.

  • 5.
    ISO 10015 Guidelines for Training (10/7)
    The ISO 10015 Quality Standard for Training is a sector specific quality assurance system. It focuses on training processes at the workplace. It was developed by a group of experts from twenty-five ISO member countries and became available to the public in the year 2000. 

    An ISO 10015 defines training as a four-stage process:

    1. Defining training needs
    2. Designing and planning training
    3. Providing the training
    4. Evaluating the outcome of Training
  • 6.
    Personal Scorecard (10/14)
    What is personal scorecard?
  • 7.
    Job Performance Appraisals (10/21)
    Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development.  Performance appraisals are one of many performance management tools that aim to ensure employees’ performance contributes to business objectives, and should be used as part of a holistic approach to managing performance. Increasingly, the value of annual performance appraisals is being challenged and some question the value of any kind of performance appraisal.
  • 8.
    Guest Speaking (11/4)
    11/5 1430-1630 (Room 506)
    Lman Chu
    Founder & CEO at BiiLabs
    Cross-border Project Management in the context of Blockchain Application
     
    12/17 1430-1630 (Room 506)
    裴有恆 Rich
    總經理 @昱創企管顧問
    新北市工業會工業4.0小組副主席
    數位轉型專案案例分享 (AIOT)
    • 9.
      What is OKR? (10/28)
      OKR (Objectives and Key Results) is a goal system used by Google and others. It is a simple tool to create alignment and engagement around measurable goals. OKR (Objectives and Key Results) is a goal system used by Google and others. It is a simple tool to create alignment and engagement around measurable goals. In the last 30 years, many concepts were introduced in the companies claiming to have been that final solution that it will accelerate business growth.  Nowadays OKR seems to be the hot topic. Is OKR a useful management tool or a managemnet fad?
    • 10.
      Introduction to People Capability Maturity Model (11/11, 11/18, 11/25, 12/2, 12/9)
      The People Capability Maturity Model is a tool that helps you successfully address the critical people issues in your organization. The People CMM employs the process maturity framework of the highly successful Capability Maturity Model for Software (SW-CMM) as a foundation for a model of best practices for managing and developing an organization's workforce. The Software CMM has been used by software organizations around the world for guiding dramatic improvements in their ability to improve productivity and quality, reduce costs and time to market, and increase customer satisfaction. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforce. The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used world-wide by organizations, small and large, such as IBM, Boeing, BAESystems, Tata Consultancy Services, Ericsson, Lockheed Martin and QAI (India) Ltd.
    • 11.
      Job analysis and Competency assessment (12/16)
      This workshop will be held by Dr. Suen.
    • 12.
      Guest Speaking (12/23)
      李祥毅 Peter Lee
      人力資源發展部副總經理
      中國信託商業銀行
      • 13.
        Final Presentation - Competency assessment (12/30, 1/6)
        Develop a competency assessment scale for your dream job.