素材13-战略性人才管理架构.pdf

The Strategic Talent Management Architect 战略性人才管理架构 A New Framework for Understanding Organizational Effectiveness 一个理解组织有效性的新框架 By Kim E.Ruyle,Gabriella D.Kilby,Kenneth P.De Meuse and Kevin J.Mlodzik usinesses in many ways are comparable to machines.Machines are interconnected assemblies of mechanical elements operating in a carefully designed manner to accomplish some type of work.Machines move mass through a distance to satisfy a specific need.To operate,machines require a prime source of power.They will fail to perform effectively or fail completely if the mechanical elements are not well aligned or there is excessive friction between the moving elements.Consequently,machines must be designed,operated,and maintained if they are to deliver the desired work product.And so it is with a business.在很多方面，我们可以把企业比作机器。机器是机械零件相互联系的集合，它以精心设计的方式运作，以完成某种类型的工作。机器为满足特定需求，要经过很多程序。为了能够运行，机器需要一个主要的动力来源。如果机器零件没有得到良好校准或者运转的零件之间有过多的摩擦的话，那么机器就无法有效运行甚至完全不能运行。因此，若想要机器交付满意的产品，就要保证机器有完好的设计、运行和维护。同样，企业也是如此。B Key Takeaways:重点提示：重点提示：Our goal is to present a new framework for examining organizational performance and success.我们的目标是为检验组织绩效与成功提供一个新框架。Talent is one of the most critical factors in achieving organizational effectiveness.人才是实现组织有效性最重要的因素之一。Our new model provides a comprehensive framework for business leaders,as well as academicians,to systematically investigate the internal and external factors influencing the performance of organizations.我们的新模型为领导以及学者提供一个全面综合的框架以研究影响组织绩效的内外部因素。1 A business is an organization an assembly of people,raw materials,and capital designed to deliver something of value to various stakeholders.For example,investors in a business are looking for an adequate financial return on their investment given the perceived risk.Customers are expecting to receive products or services that meet their needs and satisfy an acceptable value proposition.企业是一个组织是人、原材料和资本的集合其目的是为各种利益相关者交付有价值的产物。举例来说，企业的投资人基于已知风险，寻求对其投资的充分资金回报。客户期望产品和服务能够满足其需求以及可接受的价值主张。Employees hope to receive gainful employment and a meaningful and stable livelihood.Organizational effectiveness(OE)can be conceptualized as the degree to which a business meets the longterm needs of its various stakeholders(Kim&Mauborgne,2009).员工希望获得有偿工作和充满意义、稳定的生活。组织有效性可以定义为：企业满足各种利益相关者长期需求的程度(Kim&Mauborgne,2009)。A business figuratively moves through a competitive landscape as it positions itself to achieve its strategic intent.An organization requires a prime mover,the vision,and the drive of one or more leaders who set the goals of the business and the direction it must move to achieve those goals.Like a machine,a business will fail to operate successfully if key elements such as processes,systems,and structure are misaligned or hindered by friction between those elements.企业要实现它的战略目标，会具有象征意义地经历一个竞争格局。组织需要一个原动力，需要愿景，也需要领导者的驱动由一个或多个领导者设定业务目标，以及明确为实现这些目标所必须的前进方向。就像一台机器，如果企业的“关键零件”如流程、系统和结构无法正确校准或受阻于相互之间的摩擦，那么企业的运营就无法成功。And like a machine,a business must be designed,operated,and maintained.These functions are performed by the talent the human capital employed by the enterprise.Indeed,talent(i.e.,an organizations employees),typically is the An organization requires a prime mover,the vision,and the drive of one or more leaders who set the goals of the business and the direction it must move to achieve those goals.组织发展需要一个原动力、愿景和领导者的努力由一个或多个领导设定业务目标，并明确为实现这些目标所必须的前进方向。2 single biggest lever for driving improvements in business performance.For most companies,the total cost of human capital is the single biggest expense line in the income statement(Echols,2008).The collective skills of the talent employed in an organization largely comprise the organizations core capabilities.An organizations talent injects a degree of contextual ambiguity that is very difficult for competitors to benchmark and replicate.More than any other asset,talent provides the potential for long-term competitive advantage(Lawler,2008).也是因为像机器，企业必须得到设计、运行与维护。这些功能要通过人才企业雇用的人力资本得以实现。事实上，人才（组织中的员工）往往是提高企业绩效唯一的最大推动者。对于大多数企业而言，人力资本的总支出是损益表中唯一最大的费用项目(Echols,2008)。组织中人才的合作技能在很大程度上可以看作是组织的核心能力。组织中的人才带有一定的情境模糊性，这一点其竞争者很难找到基准或者模仿。人才比其他任何资产，能为企业带来长期的竞争优势。We assert that leadership and human capital power the business machine.As such,talent becomes the primary driver of organizational effectiveness.In this paper,we begin with a general overview of the theoretical literature on organizational effectiveness.Subsequently,we propose a new framework for conceptualizing factors that affect the effectiveness of organizations.We refer to our model as the Strategic Talent Management Architect.Finally,we discuss implications of this model for assessing and changing talent management strategies and practices.我们认为领导力和人才资源为企业这个机器提供动力。同样，人才是组织有效性的主要驱动力。在本文中，我们首先概览组织有效性的理论文献，接着我们提出了一个新的框架，为影响组织有效性的因素设定概念。我们将这个模型称之为战略性人才管理架构。最后，我们讨论这个模型用来评估和改变人才管理战略与实践的意义。Brief Overview of the Organizational Effectiveness Literature 组织有效性综述简要概览组织有效性综述简要概览 More than any other asset,talent provides the potential for long-term competitive advantage 人才比其他任何资产，能为企业带来长期的竞争优势。3 Talent management is a strategic human resource discipline that seeks to optimize the performance and contribution of human capital in the business machine.Talent management is concerned with sourcing talent,integrating and aligning talent,developing talent,engaging and rewarding talent,strategically deploying talent,and assuring there is an adequate talent pipeline to support the business as it moves toward its strategic goals(Ulrich&Brockbank,2005).As essential as talent management is to organizational effectiveness,talent management practices often are viewed by corporate leaders as“necessary but tangential”to the primary business operations that impact the bottom-line.Talent management and human resource(HR)professionals are more likely to refute those views when they achieve the role of credible activist in their organizations and adopt an OE mindset(Boudreau&Ramstad,2005;Eichinger,Ruyle,&Ulrich,2007).人才管理是属于战略性人力资源的范畴规则，其目的是优化绩效，增加企业这个机器中的人力资本贡献。人才管理关注：招募人才、整合和校准人才、培养人才、吸引和奖赏人才、战略部署人才、保证有充足的人才供给以支持企业实现战略目标(Ulrich&Brockbank,2005)。如人才管理对于组织有效性重要一样，在公司领导者眼中，人才管理实践对于影响最终利润的主要商业运作是必要但是又微乎其微的。当人才管理和人力资源专业人士成为组织中可靠、积极的员工并采用OE心智模式时，他们更有可能反驳这些观点(Boudreau&Ramstad,2005;Eichinger,Ruyle,&Ulrich,2007)。Organizational Effectiveness has a long and storied history.Its historical roots appear to stretch as far back as the origins of management itself.Numerous disciplines have investigated OE,resulting in a multitude of perspectives,definitions,models,and assessments.Academicians and practitioners independently have studied the concept and have little agreement on how to conceptualize it or measure it.Further,there is a wide variety of uses for OE data,ranging from high-end analyses of overall corporate performance to less sophisticated reviews of general business unit functioning utilizing qualitative data(see Connolly,Conlon,&Deutsch,1980).Thus,the state of the literature is complex,dispersed,and frequently confusing.There seems to be little integration of thought in many respects.Talent management and human resource(HR)professionals are more likely to refute those views when they achieve the role of credible activist in their organizations and adopt an OE mindset 当人才管理和人力资源专业人士成为组织中可靠、积极的员工并采用OE心智模式时，他们更有可能反驳这些观点。4 组织有效性拥有一段漫长传奇的历史。它的历史足迹可以追溯到管理起源之时。很多学科都在研究组织有效性，由此产生了各种多元化的观点、定义、模式和测评。学术界和企业界分别研究其概念，并在如何进行定义或测量方面存在很大的分歧。除此之外，组织有效性数据还有广泛的用途，范围涉及从对整个公司绩效的高端分析到利用定性数据对一般业务单元的运作进行较简单的检核(见Connolly,Conlon,&Deutsch,1980)。因此，该文献目前的研究状态是复杂的、分散的、容易混淆的并在很多方面缺乏整合。There are several definitions of OE in the literature.For example,Dressler(2004)has defined OE as“the result of effective interplay of a companys vision and strategic goals with the chosen structural design,processes,assigned responsibilities,available skills,knowledge,and capabilities,and reliable performance management”(p.43).These goals can be primary(e.g.,shareholder returns),or secondary(e.g.,the cost reduction and employee satisfaction).Other researchers have examined OE from an open systems perspective,calculating it as the balance of outputs and inputs(Nadler,1998).Yet,other scholars have focused on the satisfaction of stakeholder interests,such as employees,investors,and customers(Collins,2001;Connolly,Conlon,&Deutsch,1980).In an attempt to integrate and simplify these definitions,we define OE as follows:Organizational Effectiveness is a measure of how well an organization is meeting the long-term goals of its stakeholders.文献中有很多关于组织有效性的定义。比如Dressler(2004)将组织有效性定义为组织内愿景和战略目标与选择的结构设计、流程、职责、技能、知识、能力、可靠的绩效管理这些要素有效地相互作用的结果(43页)。这些目标可以是主要的（股东回报）也可以是次要的（削减成本，员工满意）。其他研究者从开放的系统视角检查组织有效性，以产出和投入的平衡来计算(Nadler,1998)。其他学者关注满足利益相关者的利益，如员工、投资人、客户(Collins,2001;Connolly,Conlon,&Deutsch,1980)。为了整合和简化这些定义，我们将组织有效性定义为：组织有效性是一种测量手段，用来衡量组织满足利益相5 关者长期需求程度。Similarly,researchers have proposed several models of OE.Some of these models take on a more academic slant while others are more practitioner-related.Perhaps,the two most widely cited models are McKinseys 7-S model(Peters&Waterman,1982)and Kaplans Balanced Scorecard approach(Kaplan,2005;Kaplan&Norton,2007).Each of these frameworks has its advantages and disadvantages.However,the two models are very different in how they conceptualize OE.It appears that each model neglects to incorporate large bodies of research relevant to the understanding of how organizations operate.Our goal in this paper is to present a new framework for examining organizational performance and success.Our model attempts to integrate both theoretical and applied perspectives.We include factors that interplay both business strategies and talent management strategies.Our hope is that seemingly disjointed viewpoints in the literature can be assimilated to derive a scientifically supported,organizationally relevant OE model.同样，研究者还提出了几种组织有效性的模型。一些模型偏学术，另一些模型更加偏实用。两个最广泛应用的模型是McKinsey的7-S 模型(Peters&Waterman,1982)和Kaplan的平衡计分卡方法(Kaplan,2005;Kaplan&Norton,2007)。每种结构框架都有各自的优势和劣势。但是，这两种模型在如何定义OE上有很大的不同。看似是每个模型都忽略了对理解组织如何运行的大量相关研究进行整合。本文的目标是提供检验组织有效性和成功的新框架。我们尝试整合的内容既包括理论观点又包括应用的观点。我们还包括一些使商业策略和人才管理策略的相互作用的因素。我们的希望是，吸收文献中看似杂乱的的观点，以得出有科学依据的、与组织相关的OE模型。The Strategic Talent Management Architect 战略人才战略人才管理架构管理架构 Based on a comprehensive review of the scholarly and practitioner literatures,we have developed the Strategic Talent Management Architect.This framework consists of the following two major sources that influence an Organizational Effectiveness is a measure of how well an organization is meeting the long-term goals of its stakeholders.组织有效性是一种测量手段，用来衡量组织满足利益相关者长期需求程度 6 organizations performance effectiveness:(a)leadership drivers and(b)organizational enablers.Leadership Drivers are those factors that derive,clarify,motivate,and communicate(i.e.,“drive”)the fundamental business of the corporation.There are two different leadership drivers vision and vigor.Organizational Enablers are those factors that provide structure,talent competencies,and execution in an organization.Organizational enablers include three key dimensions capability,architecture,and action.Finally,we identify two additional factors in our model.We call them company-wide Enterprise Accelerators,and they consist of Enterprise Alignment and Enterprise Agility.These latter two factors ensure that leadership drivers and organizational enablers mesh with the external and internal environments relevant to the company,as well as facilitate the adaptability of internal conditions to outside changes.See Figure 1.基于对学术界与企业界文献的综合理解，我们开发了战略性人才管理框架。这个框架包括以下两个影响组织绩效有效性的来源(a)领导力驱动器和(b)组织推动器。领导力驱动器是指引导、澄清、激励、沟通（如，驱动）企业基本业务的因素。有两种不同的领导力驱动器：愿景与活力。组织推动器是指提供结构、人才能力、执行的因素。组织推动器包括三个重要维度：能力、架构和行动。最后我们再在模型中加入两个额外的因素。我们称之为整个组织的企业加速器，包括企业校准与企业敏锐。后面两个因素可以保证领导力驱动器和组织推动器与公司内外部环境相吻合，还可以促进内部环境适应外部变化。见表1 In the following section of the article,we define each of these factors and examine its impact on the operations of an organization.We also contrast our framework of OE with other notable OE models.Talent management implications are discussed in the final section 本文的下一个章节，我们定义其中的每一个因素并检测其对组织运行的影响。我们将我们的OE模型和其他著名OE的模型进行对比。在最后一章，我们讨论人才管理的内涵。7 Leadership The Key Driver of Organizational Effectiveness 领导力领导力组织有效性的关键驱动器组织有效性的关键驱动器 Leadership is a central variable in nearly every model of OE presented in the literature.Senior leaders usually establish the organizations mission,identify target customers,determine the products and services delivered,hire the managers who execute plans,and create a shared vision that rallies stakeholders to drive toward shared objectives.In many ways,leaders are analogous to the prime mover of a machine.Our model contains two dimensions within the Leadership Drivers factor:(a)Vision and(b)Vigor.领导力是文献中提到的几乎每一个OE模型的核心变量。高级领导者通常要制订公司使命，识别目标客户，决定提供的产品与服务，雇用管理者执行规划，创建共同愿景以携手股东向目标前进。在很多方面，领导像一个机器的原动力。我们模型中的领导力驱动器包含两个维度：(a)愿景和(b)活力。Vision.Vision represents the ability to effectively define the business and set its direction.Leaders clearly articulate the organizations unique value proposition and craft compelling messages to communicate the strategy.Vision Figure 1.The Strategic Talent Management Architect 表1 战略性人才管理架构 Overall,the ability to craft and communicate an effective vision has been articulated consistently in the literature as a critical element to achieving organizational effectiveness.总而言之，文献一致表明：制定和传达有效愿景的能力是实现组织有效性的一个关键要素。8 requires a high level of general business acumen,an ability to establish strong,effective governance for the organization,and the willingness and ability to shift course as required by the changing business conditions.Much has been written about the leaders responsibility to develop and modify the organizations mission and goals and guide the organizations vision.Porter(2008)contended that understanding the forces that shape industry competition is the first key to developing strategy.Lichtenstein and Dade(2007)asserted that delivering the highest shareholder value comes through aligning the leaders vision to the goals and strategy,and that this process can be aided or hindered by the extent to which leaders understand each others needs and values.Crossan,Vera,and Nanjad(2008)proposed that leaders need to demonstrate a proactive stance in aligning strategy,the environment,and the organization under one vision.Montgomery(2008)emphasized the need for leaders to see strategy and vision as a dynamic process requiring ongoing monitoring and tweaking.Overall,the ability to craft and communicate an effective vision has been articulated consistently in the literature as a critical element to achieving organizational effectiveness.愿景。愿景是指有效定义业务并设定其方向的能力。领导者清晰地阐明组织独特的价值主张并且制作醒目的消息来传达战略。愿景要求有高水平的商业头脑，为组织建立有力高效管理的能力，以及根据变幻莫测的商业环境进行转变的能力和意愿。关于领导者“发展和修正组织使命和目标，领导组织愿景”这种职责的文章很多。Porter(2008)认为理解可以塑造产业竞争力的能力是发展战略的首要关键因素。Lichtenstein和Dade(2007)认为，为最高级别股东交付价值需要将领导者愿景与战略和目标相校准。这个过程会因领导者理解彼此需求和价值的程度而得到促进或者受到阻碍。Crossan、Vera和 Nanjad(2008)提出建议：领导者需要展示出积极主动的姿态，在同一个愿景下校准战略、环境和组织。Montgomery(2008)强调领导将战略和愿景看作是一个动态的过程，需要不间断的监管和调整。总而言之，制定和沟通有效愿景的能力，在文献中被一贯视为实现组织有效性的重要因素。Vigor.Vigor represe