麥肯錫新員工培訓手冊(更新版)

　　

【正文】 Pivotal jobs: store manager, chain retailer Elements Old behavior New behavior Use of time ? Spend majority of time on daily routine tasks – unloading trucks, stocking shelves, etc. ? Devote much more attention to training/coaching, evaluating/experimenting with pricing, staffing, merchandising Job objective ? Ensure that dayto day store operations run smoothly ? Manage store profitability and implementation of new convenience strategy Critical skills ? Conscientious, responsible ? Basic math and writing skills ? Old skills, plus… –Good instincts about how to affect profits –Leadership qualities Criteria ? Task pletion ? Financial performance ? Old criteria plus added emphasis on… –Customer service –Inventory management –Store appearance The second analysis contrasted the percentage of time spent on critical tasks under current practices and envisioned in the future. CONTRAST ANALYSIS BY PERCENTAGE OF TIME SPENT Pivotal job: area operations manager 100% Current Proposed 3520402015301030?Tailor products, services, pricing, and promotion to segments ?Search for new business ?Evaluate business and customer service performance ?Expand oneonone time with SM and associates ? Train and motivate facetoface for customer service, inventory management… ?Encourage SM to innovate ?Clerical support should eliminate tasks ?Clerical support should eliminate tasks Short vendor contacts ? Recruiting SM and ? pharmacist Disciplining ? Balancing inventory ? Followup on telephone ? messages Inventories ? Paperwork ? Putting out fires ? Monitoring pliance ? –Policies –Planograms Answering surveys ? Filling out appraisals ? District reports ? Merchant/owner Coach Player Administraor The 3S winning formula sets the standards, goals, and mission of the organization. How do you get people (particularly pivotal jobholders) to actually follow those goals? While you can dictate what skills and shared values you want , the organization must provide guidance, motivation, and monitoring to see that the right decisions are made. This is provided through the other Ss – structure, systems, staff, and style. Collectively known as the ―design levers‖, each of these four should be set by considering the specific skills and shared values you want to instill in the organization’s people – and balancing them with other designs that might be suggested by other specific skills and shared values needed. 182。 Systems. The processes and procedures through which things get done from day to day, including hiring, pensation, performance evaluation, promotions policy, and training. 182。 and valuable and differentiated to the intended customer. To achieve the vision, the pany must design and align levers to guide the behavior of those holding pivotal jobs close to the front line – ., those who directly affect delivery of value to the customer. 182。 Rejuvenated by welldeveloped people systems. The CEO in these panies is the Chief Personnel Officer. The CEO interacts regularly with the entire leadership group, understands the individual development needs and goals, and leads staffing reviews. ATTRIBUTES OF AN HPO (CONTINUED) Aligned by simple structures and core processes ?Straightforward alignment of authority, accountability, and performance challenges ?Unplicated lines of munication and approval – line to line ?Similar internal structural units and key management processes across the pany ?Minimal critical staff reviews ?Regular calendar of key management processes and munication Based on worldclass pany skills ?Do many things well, but at least 1 functional skill at worldclass petence level underpins strategy ?Also focus on building corporate skill in the way they run the place ?Company key management processes viewed as real petitive advantage Rejuvenated by welldeveloped people systems ?CEO is Chief Personnel Officer ?Clear focus on performance and motivation – successful longterm wealthbuilding programs seem key ?Management processes ensure leaders have ―informed‖ view of key contributors 23 levels down ?CEO leads annual ―staffing review‖ – best people/teams in most critical/demanding jobs ?―Bench strength‖ is a top priority The HPO research found something else mon to the HPOs: all 10 were experimenting with selfgovernance. Selfgovernance in these HPOs means empowerment with accountability. The HPOs share the mon characteristic of involving ―a wide range of ―or ―broad crosssection of‖ employees in driving for improved performance. Their goal is to imbue every employee with an owner’s mindset. Self –governance in these HPOs is different from that practiced in other ―engaged and empowered‖ panies. In HPOs the singleminded objective of empowerment is performance. In the matrix below, the HPOs we studied were all in the top half of the matrix (high performance)。 What change is needed? 182。 Built by relentless beforethefact strategies/visions. HPOs spend their time looking forward, not back. Their strategies drive relentlessly for both profitability and growth. 182。L ?Wallace Command and control Engage and empower High Low Average Performance Management approach As discussed above, the first phase of the organization diagnostic identifies performance gaps. The second phase focuses on identifying organizational issues and impediments to change. The framework most monly used to identify organizational issues includes seven buckets that start with ―S‖. 182。Management systems. The processes and procedures through which things get done daytoday.