麥肯錫新員工培訓(xùn)手冊(cè)(編輯修改稿)

　

【文章內(nèi)容簡(jiǎn)介】 work pace. There is real accountability, especially at the top. HPOs, while being very good places to work, are not always nice places to work. ATTRIBUTES OF AN HPO Driven by leader ?Very high performance aspirations held by all key leaders ?Demanding, ―unreasonable‖ CEOs ?Effective working group at top ?Ability to perate to micro level of their businesses ?Singleminded adherence to simple, clear success measuresnot just financial ?Productive ―fear of failure‖ Built by relentless pursuit of beforethefact strategies/vision ?Highly motivating, if not inspiring, ―end‖ state ?Frequently oriented toward industry leadership ?Consistently striving for both profitability and growth ?Passionate defenders of core businesses ?Understanding of how industry(s) works, what customers want, and what petitors can do and how these might change Energized by an extraordinarily intense, performance driven environment ?Demanding, occasionally punishing, work pace。 on call all the time ?Real followthrough on accountability – especially at the top ?Aggressive learning from things that do not work ?―good‖ places to work but not always ―nice‖ ?Performance shortfalls change careers ?Members feel rewarded by being part of winning institution The last three mon management attributes focus on structure, skills, and systems: 182。 Aligned by simple structures and core processes. HPOs align authority, accountability, and performance challenges. Lines of munication and approval are simple and are mirrored from one division to the next. 182。 Based on worldclass skills. HPOs are world class in at least one critical skill of their industry, ., product development in high technology, risk management in wholesale banking, directtostore delivery in consumer goods, bestcost manufacturing. Additionally, HPOs exhibit superior process management skills that in and of themselves bee a source of petitive advantage. 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)。 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。Johnson ?Many high performers‖ on the journey‖ ?Most panies ?BP ?FPamp。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 issue