注册 登录  
 加关注
   显示下一条  |  关闭
温馨提示!由于新浪微博认证机制调整,您的新浪微博帐号绑定已过期,请重新绑定!立即重新绑定新浪微博》  |  关闭

红色管理——红色文化

周增明——打造钢铁团队!红色管理——中国最好的管理!

 
 
 

日志

 
 
关于我

红色文化——中国的伟大文化!红色管理——中国最好的管理!打造钢铁团队!最优秀的管理在军队!向军队学习是提高管理水平的最佳途径!

网易考拉推荐

人力资源的四个新角色  

2018-03-16 15:31:46|  分类: 管理实战 |  标签: |举报 |字号 订阅

  下载LOFTER 我的照片书  |

是时候,拆掉人力资源部了!人力资源的四个新角色

本文来源:网络

今天分享戴维尤里奇与托马斯斯图沃特于1996-1998年那一场著名的论战,中英文原滋原味呈现,中文意译,转载者请注明出处。

Taking On the Last Bureaucracy People NeedPeople---But Do They Need Personnel? It's Time for Human Resources Departmentsto Put Up or Shut Up.

《炸掉你的人力资源部》(意译)By: Thomas A. Stewart

From:Fortune January 15,1996, p.105.

Nestling warm and sleepy in your company,like the asp in Cleopatra's bosom, is a department whose employees spend 80% oftheir time on routineadministrative tasks. Nearly every function of thisdepartment can be performed more expertly for less by others. Chances are itsleaders are unable todescribe their contribution to value added except intrendy, unquantifiable, and wannabe terms--yet, like a serpent unaffected byits own venom, thedepartment frequently dispenses to others advice on how toeliminate work that does not add value. It is also an organization where theaverageadvertised salary for professional staffers increased 30% last year.

I am describing, of course, your humanresources department, and have a modest proposal: Why not blow the sucker up?

【在你的公司中存在着一个暖洋洋的、昏昏欲睡的,就像是科洛巴特拉(古埃及艳后,用毒蛇自杀)胸脯上的毒蛇一样的东西,这个东西就是你公司中的一个部门。这个部门所属雇员80%的时间都用在了日常性的行政管理事务上。

该部门的几乎所有的职能都可以让其他部门用更少的时间却更为熟练地去完成。更要命的是该部门的领导人无法描述出他们对公司的价值增值所作出的具体贡献是什么,而只能用一些流行的、无法量化的和苍白无力的语言来为自己辩解——然而,正如毒蛇不会收到自己的毒液感染一样,这个部门竟然还常常向其他部门提建议,告诉他们如何精简那些不会给公司带来价值增值的工作。

不仅如此,从招聘广告上看,在这个部门中工作的专业人员的平均薪资水平去年竟然上升了30%。我所描述的当然就是你们公司的人力资源管理部门,因此我想给你一个小小的建议是:为什么不把你的人力资源管理部门炸掉算了?】

I don't mean improve HR. Improvement's forwimps. I mean abolish it. Deep-six it. Rub it out; eliminate, toss, obliterate,nuke it; give it the old heave-ho, force it to walk the plank, turn it intoroad kill.

Why not?

Consider what HR does and whether it shoulddo it. Start with payroll, since that's a subject dear to the hearts of HR'sclientele. Outside providers now cut an estimated 25% of all paychecks issuedin the United States. Their business boometh. The employers' services divisionof Automatic Data Processing of Roseland, New Jersey, the biggest business inthe field, grew 13% in 1995 and has been growing at double-digit rates foryears. The reason, says Fred Anderson, ADP's chief financial officer: "Ascompanies move off mainframes, they are taking a look at what applications arestrategic to them. When they decide that payroll and human resources functionsare not strategic, they outsource them." Back in the office, HR'scontribution to payroll administration comes down to keeping enough forms onhand for new hires to fill in and holding checks for people who were out oftown on payday and haven't yet signed up for direct deposit.

薪酬支付:牵涉到HR所服务群体的核心利益,外部服务提供商已负责了全美25%的工资偿付业务。该行业增长趋势明显,领头羊企业在1995年增长率13%(以保持多年的两位数增长),其CEO认为正因为薪酬偿付及HR职能对于企业来说没有战略意义,所以进行了外包。【人力部门总是给大量的表格给新雇佣员工填写,或者替暂时无法领取工资的员工保管支票】

The same thing is happening with benefitsadministration. Johnson & Johnson is just one company that has turnedentirely to outside vendors to run retirement, health, and other plans. In a1995 survey of 314 large American companies, the Conference Board found that26% had outsourced benefits administration, but that overall number hides howmany farm out at least part of the job. As defined-contribution pensions like401(k)s replace defined-benefit plans, for example, companies are more thantwice as likely to turn to outsourcing, according to another Conference Boardsurvey--fully 87% outsource record keeping and 59%, administration and service.Got a question about your 401(k)? Don't call us: Call Fidelity's 800 number.The good news is that you can call at night and reach someone who can actuallyhelp you rather than simply take notes (inaccurately) and get back to you(belatedly).

福利管理:1995年全美314家大企业中,26%的企业将福利管理外包出去了(退休、员工健康等),而这个数字还无法体现将福利管理部分外包出去的情况。由于401(k)s【著名的固定缴款养老金计划】等取代了“固定收益养老金计划”,企业更倾向于将其外包了。外包的业务中87%的数据记录在案,而企业内行政及服务数据只有57%被记录留档。【有问题就打电话给外包的call center,比问人力部门能更及时、准确地沟通和解决问题。】

In an outstanding study of the changingrole of human resources departments, the Corporate Leadership Council, aWashington, D.C., group that conducts research for 500 member companies,concluded that four big dollops of HR work have "significant potential tooutsource fully": benefits design and administration; information systemsand record keeping; employee services such as retirement counseling,outplacement, and relocation; and health and safety (workers' compensation,wellness programs, drug testing, and OSHA compliance). None, the CorporateLeadership Council noted, have much potential to produce competitive advantagefor a company that does them especially well in-house; all offer economies ofscale to outside suppliers; and for several, outsourcing reduces risk byoffloading exposure to liability or regulatory claims.

To their credit, HR departments have seizedthe opportunity to outsource. Under pressure to cut costs, they have jettisonedadministrative bureaucracies like drug dealers tossing hemp into the sea when aCoast Guard cutter heaves into view. The ten biggest employee benefitsconsulting-and-outsourcing firms earned over $3 billion in revenue in 1994,242% more than they did ten years before.

某协会对500家企业进行调研(关于人力资源部门的角色转变),得出结论是:

HR职能中有4大模块具有极大潜力可以完全外包——福利设计及管理、信息系统及记录保持、员工服务(退休咨询、离职后新工作介绍、重新安置)、健康与安全(薪酬及健康计划、毒品测试、安全条例遵守度)。

而且,在内部运营好这些职能并不会为企业带来多少竞争优势;同时,外包出去都能形成规模经济效应;其中一些职能外包还能通过减少责任、监控声明来规避风险。

人力资源部门迫于降低成本的压力,不得不抛弃部分官僚组织。十个最大的员工福利咨询及外包公司在1994年收入总和超过30亿美元,比十年前增长了242%

But why stop there? A slew of (极多)othertraditional HR functions can also be outsourced or devolved from HR to theline. Take recruiting. Everywhere I've worked where I had to hire people, therule of thumb among managers was to involve HR as little as possible in theprocess. When HR professionals are themselves looking for work, two-thirds ofthe time they find it by networking or using search firms (a form ofoutsourcing), according to a survey of the HR job market by Manchester PartnersInternational, a Philadelphia-based coalition of outplacement andexecutive-coaching consultants. Sure, HR performs a useful role maintainingjob-posting lists, promoting diversity, and monitoring compliance withequal-opportunity laws, but just because the priest has to post the bannsdoesn't mean he should pick your spouse(牧师不得不念结婚誓词,并不代表他要帮人选配偶).

很多其他的HR只能都可以外包或者转移到前线部门。

例如招聘,很多部门经理在招聘时都对HR唯恐避之不及。某调查结果——HR自己找工作的时候都把大部分时间花在网络搜索,或通过搜寻公司(一种外包)来找工作。HR发布招聘广告,提升员工多样性等工作确实有些意义,但他们并不真正负责员工招聘(部门自己招人)。

Designing and running compensation andreward systems is another candidate for the combination of outsourcing anddevolution--ironically, especially when state-of-the-art reward mechanisms(最先进的/顶尖的报酬机制) areof paramount importance to competing. There may be a few companies with thescope and resources to conceive of innovative compensation plans, study them(necessarily by trial and error), find and extirpate contradictions (forexample, teaching people how to work in cross-functional teams while functionalbosses control all rewards), and reinvent them for yet another test. Stillfewer might be able to do that quickly without confusing people and withoutturning on the organization's immune system. Says James Kochanski, a principalat the Sibson & Co. consulting firm who has held HR positions at NorthernTelecom, Quaker Oats, and Kellogg: " 'Not another new performanceappraisal!' is a common lament among managers." Much better to buy thestate of the art from outside, customize it, and instill responsibility forrunning it as far down in the organization as possible--where the work getsdone for which you are paying and rewarding people. A Sibson survey of 50manufacturers found that "mature" work teams--that is, teams that hadshown a history of meeting goals and of continuous improvement--evaluated theirown members' performance 38% of the time, with 18% (nearly one out of five)being responsible for disciplining them too.

设计和运行薪酬系统也很有潜力可以进行外包及转移,特别当顶尖的报酬系统是企业最重要的竞争力来源时。可能只有少数企业有那样的事和资源来构想革新的薪酬计划,并且不断实践研究、找出并消除其中的矛盾(例如,教人们在跨职能团队中工作的同时让职能部门经理控制所有的奖酬),并且重新改造它们进行再一次测试。极少数企业才能快速地,不使员工困惑,且不触动组织免疫系统地做到这些。

某人力咨询公司合伙人(曾在某些大公司做过HR)提到,部门经理们经常哀叹“又要绩效评价了!”。而从外部购买、定制这样的业务,并且将其渗透到有价值的工作的组织前线去(人们因为这样的工作而被给予报酬)。

另一项针对50家制造企业的调查显示,有着实现目标及持续自我改善历史的一些成熟团队,38%的时间里自己评估团队成员的绩效,18%的时间里自己管理他们。

As for training: Will every reader who hastaken a training course sponsored by his HR department and found it veryvaluable please raise his hand? There's lots of evidence that training is agood thing, but it points to the worth of just-in-time, close-to-the-worktraining--that is, training that should be lodged in line functions--notoff-the-shelf courses. One company studied by the Corporate Leadership Councilgave business-unit heads the power to sign off on HR's budget; of the $889,000HR proposed spending on training, the general managers okayed only$222,000--one dollar out of four. THAT SHOULDN'T be surprising. You don't haveto visit Washington to realize that bureaucracies self-inflate faster thanairbags and, unlike airbags, often for no good reason. Says Vikesh Mahendroo,executive vice president of William M. Mercer, the big HR consulting firm:"HR is often out of sync with the needs of the business. The importantquestion is, Will companies be able to bring the competence of the HR functionto the level the business requires?" Mahendroo thinks they can--if theydevote the same attention to reinventing human resources that they have tofinance, manufacturing, and other areas.

And if he's wrong, how far can a companygo? Steel giant Nucor, with 6,000 employees, runs human resources with aheadquarters staff of just three people (one a secretary), one HR agent at eachplant (who reports to its general manager, not to corporate), and a set ofcompany HR principles. Says Chairman Kenneth Iverson (who answers his own phoneat the famously lean company): "We pushed the responsibility down to thedivisional level. It works fine."

培训:讽刺员工们都没觉得人力部门提供的培训很有价值。认为只有及时的、和工作紧密相关的,紧密贴切直线职能的,而非没有进行针对性设计的培训,才是有价值的。某调查显示,人力资源部的培训花销,总经理只认可其中的1/4是花得有价值的。

美世公司的副总裁说:“HR常和业务需要不同步。一个重要问题是,企业能使HR职能的竞争力与业务要求齐平吗”他认为企业只要投入如财务、生产等其他领域所需的同等精力,来重塑HR

相反的话,企业会怎样呢?某钢铁巨头公司,有6000名员工,总公司人力部只有3人(包括一个秘书),每个工厂有一个人事部及一些规范的人事制度(由厂长负责,而非总公司),他们将HR职责推进到事业部层面,运行得很好。

Just as Georges Clemenceau said, "Waris much too serious a matter to be entrusted to the military," so humancapital is too important to be left to Personnel. Says Matthew Olson, executivedirector of the corporate Leadership Council: "This is a make-or-breakmoment for the function." HR people say that their work, far from becomingless important as they turn administrivia over to others, has become of highstrategic importance. We are, they say, the trustees of the asset that mattersabove all others, proactive custodians of our core competence, holders of thekeys to competitive advantage in the new economy.

True, true, true--but are these the guysyou want to put in charge? Nothing is more dangerous than a group of peopletrained in the art of monitoring compliance with rules, fluent in a languagethat does not include a word for "customer," and who have time ontheir hands and are looking for something to do. There's a reason that more andmore new HR executives come to the post with backgrounds in line management orconsulting rather than from HR's own ranks. Says Mahendroo: "I've seenthis much, much more in the last five years." There are two messages here.One, Mahendroo notes, is that human-capital management has become importantenough that it is "an acceptable career path for an up-and-comer."The second is that many people doing the work now can't cut it in the HR of thefuture.

……现在已经是“立”或者“破”的关键时刻了。人力资源部声称自己具有高度战略意义,企业最重要的资源委托在他们手中,包含着企业的核心竞争力,人力资源掌握着通往新经济时代竞争优势的关键。

但是,现在的人事部只是一堆官僚机构,没有顾客导向的服务意识,混混度日。现在许多新的HR总监有着直线经理或咨询背景。美世公司VP认为:人力资管理已经很重要了,使得这样的职业通道被认可;同时,现在的许多HR人员无法胜任未来的人力资源管理。

HUMAN RESOURCES has come to the proverbialfork in the road. One path leads to a highly automated employee-servicesoperation handling what used to be paperwork in a ragingly efficient way. Thisfunction becomes little more than a gateway to outside suppliers, impersonal inone sense but highly amenable to supporting personalized, cafeteria-styleservices. The other leads straight to the CEO's office. Says Sibson'sKochanski: "I'm not clear whether the two functions have to be in the sameorganization. The high-tech part might be merged with other data centers, andthe strategy part might link up better with other strategy parts."

Clearly, companies need a place to thinkabout the skills they need and will need, about executive development, about away to focus on human capital. This is precisely why they should ask thedo-or-die question of their human resources departments. The prospect ofhanging, as Dr. Johnson said, is a sure way of concentrating the mind.

人力资源管理已经到了明显的发展岔路口。

一方面指向高度自动化的服务导向操作系统,这方面职能很可能被外包,虽然少了点儿人情味,但更能高效地提供个性化的自助式服务。一方面指向CEO的工作范畴。

——(某人)认为HR的这两方面职能并不一定需要在同一组织中运作,高度技术化的部分可以和其他的数据中心合并,战略部分最好向其他战略部门靠拢。

显然,企业需要一个地方来思考他们现在和将来需要的技能,来应对管理发展,以及找到重视人力资源的某种方法。这就是问什么现在必须直指人力资源部生或死的问题。一种将死的威胁,确实能成为提炼集中其能力的方法。

A new mandate for human resources

人力资源的四个新角色

By: Dave Ulrich

from:HARVARD BUSINESSJanuary-February 1998

人力资源部该不该取消?近年来,一些商业研究人员以及企业高管们常常就此问题展开争论。人们开始怀疑人力资源部对公司业绩的贡献。这种怀疑相当普遍,而且有根有据。

尽管我本人还挺喜欢做人力资源的人(作为研究员、教授和咨询顾问,我在该领域已经干了20年),但必须承认,人力资源部受到各方的质疑确实事出有因。很多情况下,它都是无能为力、无所作为、不见成效的,可开支却不菲。一言以蔽之,它损害公司的价值。这便是人力资源部如今在许多企业内的写照。事实上,假如人力资源部门仍然维持这种状况,我会响亮地回答上面的问题:“同意,把它撤销!”

但实际情况是:人力资源部门从未变得如此不可或缺。无论今天或未来,管理者始终面临各种竞争挑战,这就要求公司具备卓越的组织能力。而要实现卓越的组织能力,公司就必须在学习、质量、团队合作以及组织再造(reengineering)几个方面下工夫,在这背后起推动作用的因素就是组织的做事方法和对待员工的方式。这些都是非常基本的人力资源议题。简单地说,要实现卓越的组织能力必须靠人力资源部。

因此,高层经理所面对的问题将不再是“应不应该撤销人力资源部”,而是“应如何发挥人力资源部的作用”。答案是:我们要为人力资源部门制定全新的职能和纲领(agenda),让它不再把重心放在员工招聘、发放薪资等传统活动(activities)上,而把重心放在结果(outcome)上。人力资源部的意义并不在于做了多少事情,而在于它给企业带来什么成果――能够帮助企业创造多少价值,为客户、投资者和员工提供多少增加值。

具体而言,人力资源部可从以下4个方面帮助公司实现卓越的组织能力:

?首先,人力资源部应该成为高层经理和直线经理(line manger)在战略执行过程中的合作伙伴,协助他们根据市场情况制订计划,而不是在会议室里闭门造车。

?其次,它应该成为任务组织和任务实施方面的专家,通过提供高效的行政支持,在保证质量的前提下尽可能降低成本。

?再次,它应该成为员工的坚强后盾,积极向高管层反映员工的顾虑和担忧,同时努力促进员工对公司多做贡献――即提高员工对公司的投入度和创造价值的能力。

?最后,人力资源部应该成为持续变革的推动者,通过流程重组和文化再造来增强公司的变革能力。

Make no mistake: this new agenda for HR isa radical departure from the status quo. In most companies today, HR issanctioned mainly to play policy police and regulatory watchdog. It handles thepaperwork involved in hiring and firing, manages the bureaucratic aspects ofbenefits, and administers compensation decisions made by others. When it ismore empowered by senior management, it might oversee recruiting, managetraining and development programs, or design initiatives to increase workplacediversity. But the fact remains: the activities of HR appear to be—and oftenare—disconnected from the real work of the organization. The new agenda,however, would mean that every one of HR’s activities would in some concreteway help the company better serve its customers or otherwise increaseshareholder value.

不要搞错:人力资源部的这一新纲领同它的现状有很大的差异。如今,在大部分公司里,人力资源部仅被当成执行公司政策方针的“警察”和维护规章制度的“看家狗”(watchdog)。它负责处理与员工雇用或解雇有关的文件,管理公司福利方面的行政事务,并执行高层所做的薪资决策。

如果高级管理层多给它一些授权,它也许还会监督招聘工作、制订培训与发展计划,或者设计一些措施增加工作场所中人员的多样性。但这些都改变不了一个基本事实:人力资源部的活动似乎同企业的实际工作沾不上边,许多企业也的确如此。而新纲领则意味着:人力资源部的每一项的活动都将切实帮助公司更好地为客户服务,或者为投资者增加价值。

Can HR transform itself alone? Absolutelynot. In fact, the primary responsibility for transforming the role of HRbelongs to the CEO and to every line manager who must achieve business goals.The reason? Line managers have ultimate responsibility for both the processesand the outcomes of the company. They are answerable to shareholders forcreating economic value, to customers for creating product or service value,and to employees for creating workplace value. It follows that they should leadthe way in fully integrating HR into the company’s real work. Indeed, to do so,they must become HR champions themselves. They must acknowledge thatcompetitive success is a function of organizational excellence. More important,they must hold HR accountable for delivering it.

人力资源部能够实现自我转变吗?绝对不行。

事实上,对人力资源的角色转换负有首要责任的应该是CEO和每位直线经理――所有必须实现业务目标的管理者。

原因在于,直线经理是工作流程和工作成果的最终责任人。他们对投资者、客户和员工都要有所交待――为投资者创造经济价值,为客户创造产品或服务价值,为员工创造工作价值。

所以,他们顺理成章地应当带头使人力资源部全面融入企业实际工作中。

其实,要实现这一点,他们本身就必须成为人力资源部的坚强后盾。他们必须意识到,公司的组织能力越出色,就越能在竞争中取得成功。更重要的是,他们必须使人力资源部担当起实现卓越的组织能力的任务。

红色管理LOGO - 管理中国行 - 中国管理——企业管理红色管理

  评论这张
 
阅读(187)| 评论(8)
推荐 转载

历史上的今天

在LOFTER的更多文章

评论

<#--最新日志,群博日志--> <#--推荐日志--> <#--引用记录--> <#--博主推荐--> <#--随机阅读--> <#--首页推荐--> <#--历史上的今天--> <#--被推荐日志--> <#--上一篇,下一篇--> <#-- 热度 --> <#-- 网易新闻广告 --> <#--右边模块结构--> <#--评论模块结构--> <#--引用模块结构--> <#--博主发起的投票-->
 
 
 
 
 
 
 
 
 
 
 
 
 
 

页脚

网易公司版权所有 ©1997-2018