执行力三大流程1：人员流程

人员流程

PEOPLE PROCESS

The people process makes the link with strategy and operations. It's the people of an organization who make judgments about how markets are changing, create strategies based on those judgments, and translate the strategies into operational realities.【translate ... into 把... 转变成 ...】.

人员流程比战略流程或营运流程都显得重要，因组织毕竟要靠人来判断市场变化，并根据这些判断来制定战略，再将战略转化为现实的营运。如果没把人员流程做好，你绝对无法让企业的潜力完全发挥.

人员流程的三大目标

THREE THING OF PEOPLE PROCESS

A robust people process does three things【robust [人员流程的三项目标：

]健全的】健全

(1) It evaluates individuals accurately and in depth精确深入地评价每位员工

(2) It provides a framework for identifying and developing the leadership

talent—at levels and of all kinds—the organization will need to execute its strategies down the road提供鉴别与培养各类领导人才的架构，以配合组织未来执行战略的需要.

(3) It fills the leadership pipeline that's the basis of a strong succession plan.

【succession [基础

] 连续, 继承】充实领导人才库，以作为健全接班计划的

Very few companies accomplish all of these objectives well. One of the biggest shortcomings of the traditional people process is that it’s backward-looking,

focused on evaluating the jobs people are doing today. Far more important is whether the individuals can handle the jobs of tomorrow.

Too often companies wait until the financial results are in before making corrections in key leadership positions. By then, the damage is done.

Yes, the man had run the Brazilian plant very well, but he was a technical professional, not a general manager. He did not understand the ins and outs of relationships with customers, markets, pricing, and the relationships you have to develop and maintain with various government authorities in a country like Indonesia. He had no ability to move in political circles—a prerequisite for doing business there. He did not see the total picture and did not have the full measure of how a business makes money, which is the heart of the skill known as business acumen. He was naïve as a businessman and didn’t know how to pick the right local people. And there was no real contact between him and headquarters—where nobody knew anything about Indonesia either. None of the top twenty executives had been there, even on vacation. They got their location advice from a U.S. consulting firm, which didn’t do anything to prepare them for the realities of doing business there.

How could the company have poured a quarter of a billion dollars into Indonesia without ensuring that its people knew how to run a business there? The CEO had picked this manager on the theory that they needed someone with strong technical strengths, and that somebody from one developing country would be able to handle another developing country. He didn’t have a people process yielded information about the man’s leadership qualities or business acumen.

These kinds of decisions—putting the wrong people in place to execute a key part of a business’s strategy—are common. Whether they’re expanding abroad or launching a new domestic plan, far too many leaders don’t ask the most basic questions: Who are the people who are going to execute that strategy, and can they do it?

人员流程的四项关键作法

1.

人员流程与战略流程和营运流程连接

人员流程的第一项关键做法是，与战略流程的短、中、长期的阶段性目标，乃至于营运计划的目标连接起来。通过这样的连接，企业的领导者得以确保内部人力在素质和数量上，均能配合战略执行的需要，也有助于找出企业下一年度的挑战性任务。

2.

建构领导人才补给线

透过《领导能力评估摘要表》（包括持续改善摘要表、接班人深度分析与人员流失风险分析） 来建构领导人才储备库。

接班深度与人才流失风险分析：要进行人才规划，并为高潜力员工建立领导人才储备管道。

人才评估talent review是人员流程中主要的社会运作机制。

3.

处理绩效差的员工

最好的人员流程也不见得永远做到适才适所，而且也不能保证人人都绩效优良。有的人无法胜任，有的人根本就应该请他走路。人员流程的最后的考验，就在于主管能否清楚区分这两类员工，以及能否适当地采取一些无法回避的痛苦行动。

但要注意，即使请人走路，也要让离职者维持尊严。这对强化绩效文化的正面特质是很重要的。

4.

人力资源与企业营运成果的连接

人力资源必须整合到企业流程中去，并与战略流程和营运流程连接起来。