麥肯錫新員工培訓手冊(專業(yè)版)

　　

【正文】 Management systems. The processes and procedures through which things get done daytoday. 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。 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)。 Systems. The processes and procedures through which things get done from day to day, including hiring, pensation, performance evaluation, promotions policy, and training. 182。Shared values. Simple, agreedupon principles that say what is important around here. Taken together, the first 3Ss define the pany’s vision: an overriding goal that people in the organization strive to achieve。Organization: Overview of Core Frameworks Local Training Module For Firstyear Associates Associate Handbook FOREWORD AND OBJECTIVE This Organization Practice(OP) document provides an overview for use in local training sessions for firstyear associates. It is part of a ―series on functional areas.‖ The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are prehensive in nature and describe the current tools and frameworks in that functional area At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet。Institutional skills. Endresult activities the pany must be really good at in order to deliver the value proposition. 182。 Staff. The people in the organization considered in terms of their capabilities, experience, and potential. 182。 many were reaching, in addition, for the righthand side of the matrix(engaged and empowered). PERFORMANCE AND EMPOWERMENT AT HPOs HPOs Performancefocused, topdowndriven organizations Performancedriven, empowered, and accountable organizations Hierarchical, mand and controloriented, ―entitled‖ organizations Activitydriven, ―engaged and empowered‖ organizations Command and control Engage and empower High Low Average Performance Management approach Most large panies start out in the lower lefthand corner of the matrix (low performance and mandandcontrol management approach). We discovered that HPOs that have successfully transitioned to the upper righthand corner have first achieved high performance and then experimented with and adopted empowerment. Empowerment without first establishing a true performance ethic in the pany tends to result in continued low performance. If your client falls in the lower lefthand corner of this matrix, it needs to concentrate first on building a true performance ethic. Empowerment, alone, is unlikely to yield performance improvement. TRANSFORMATION PATH Path followed by highperformance panies Path experienced by panies that fail to instill performance ethic first ?Emerson ?Pepsico ?Sonoco ?Sun Trust ?VF ?3M ?GE ?Hallmark ?Johnsonamp。 Driven by leaders. The leaders of these panies had very high performance aspirations. For these leaders there was no such notion as ―good enough‖. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs. 182。Staff. The people in the organization considered in terms of their capabilities, experience, and potential. 182。Leadership style. The way leaders focus their time and attention and the personal tone they set. ② 7S FRAMEWORK What change is needed? How should the client make change happen? Gaps in performance Organizational challenges initiatives Organizational challenges Energizing elements Winning formula Pivotal jobs Design levers Organizational structure