Talent management

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很不實際的定義,應該有一些假設前提. 以台灣的情況根本不適用,實務上沒人會用這樣想事情.

 

團隊分工心智圖

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軟體產品大致是如此

The Three New Skills Managers Need

這 3 點很直接很有用.

1 how to partner with new digital “colleagues”;

2 how to create a mindful relationship with increasingly ubiquitous digital technologies;

3  how to develop empathy for the varying technology preferences of their human coworkers.

主管別耍官僚, 擺架子

(Source from The Three New Skills Managers Need)

 

 

Non-financial Performance Measures: What Works and What Doesn’t

這是華頓商學院的一篇舊文, 關於績效評量,  這商學院的文章文筆也非常好,很值得當作閱讀教材.

這績效評量的主題我應該寫過好多次了,  台灣的企業 我已不指望其企業管理的語言和工具能和國外的學界接軌. 台灣的企業太多私心, 如果真的有管理專業, 現在社會上及產業裏的問題不會這麼多.

我略摘錄一下, 這篇文章的內容

  •  Performance measurement systems play a key role in developing strategy, evaluating the achievement of organizational objectives and compensating managers
  • 但一直用錢來評量績效並不可行. 很多價值用錢衡量不出來
  •  所以要用 new performance measurement systems. 我以前寫過平衡計分卡, “intangible assets” and “intellectual capital” to “balanced scorecards” of integrated financial and non-financial measures. 
  • intangible aseet, 無形資產, 我用"內功"來形容這種資產的特質. 企業有些人才在自己本業上超級厲害 , 但不見得能用錢衡量.
  • 評量太多 也是很浪費時間, 這是缺點
  • 重要 : Understand Value Drivers
  •  a company’s value drivers, the factors that create stakeholder value. 
  • 到底是哪些要素,  在企業做的什麼事能創造利害關係人產生價值? 這要素要確定好. 不要模模糊糊.
  • companies should not simply copy measures used by others. The choice of measures must be linked to factors such as corporate strategy, value drivers, organizational objectives and the competitive environment.

工作的坐姿

比較少人關注這個問題, 但工作環境, 工作的桌面, 椅子 , 坐姿,視線,  其實長年影響數位工作者最大,  我很留意自己每天最花時間的部分, 或是自己的接觸用品. 這些環境要素, 影響工作心情很大.  之前寫過開放式辦公室的缺點與問題,現在已經有外媒反對這種不好的工作方式. 一個企業裡,  專業盡責的HR, 也都應該關照這些議題.

20160528-sitting-position

辦公設備, 桌椅排位,也延伸運用在其企業評價的實證分析,一家公司的氛圍, 從這些地方也可看出很多端倪, 可以看出老闆是如何對待員工

Ref: http://www.cio.com/article/3075498/health/setting-up-a-workstation-for-a-healthier-you.html

 

 

 

 

 

A good governance

這圖適用國家, 公司治理, 專案開發..等等

真的, 很準

 

20160502-good governance

9 skills of a great organizational coach

團隊領導技能可以看看,有機會要適時展現,但團體 或組織,文化和情境的成分居多,

往往當事人遇到了某些情境就適時發揮 了領導的技巧, 所以很難說,

不過從一些特質是可以明顯看出來

Coach 教練, 指導,引導 之意.

In coaching, the leader works to foster a personal relationship with each employee so that these human assets feel that they can tell you the truth when things are going well or going poorly. The communication channels used in coaching are more informal and dependent on continual, face-to-face interactions.

帶人,帶心,很重要 也不容易

哪些技巧?

1 教導與培訓:  Teaching and training.

Constantly teach others about the nuances of finance, accounting, and business management. Finance leadership positions are moving toward those of a constant trainer.

2 顧問 諮詢: Counseling.

Hold the hands of other leaders and colleagues as you guide them through difficult situations and tough decisions. You will often act as a wise person who dispenses advice and suggestions. And you may need to dispense advice people don’t want to hear.

3 引導 :Guiding.

Be willing to shape other leaders’ behaviors and decisions so that they stay focused on solutions and plans that benefit the customer, the organization, and its stakeholders rather than themselves.

4 學習: Learning.

Keep an open mind and know that you can learn from the examples of other leadership team members. This will ensure your future success and help you discover that many other avenues exist to channel your talents in the organization.

5 提問: Questioning.

A good leader uses questions to open minds to new possibilities. Acquire the habit of using questions—open-ended and probing—to lead the leadership team to reach the organization’s goals.

6 相關,搭橋,建立關係: Relating.

Build bridges and foster relationships of trust by using analogies, examples, and stories to get your point across. Speak at the same level as the person being coached. Use examples and stories from many different sources. This requires constant listening, learning, and growing.

7 聆聽 Listening.

Listen with your ears, eyes, and intuition. Managers with hidden agendas or hubris will circle around the issue. They will resist. They will deny that anything is wrong. Your job is to listen to get a sense of what the person is not saying or is trying to hide. By listening carefully and using questions, you become more the organizational conscience as you bring forth those things that need to be expressed and brought out into the open.

8 直覺力 Using intuition.

Develop a keen sense of what to say and what not to say. This is sometimes called business sense but is, in fact, your intuition. It is wisdom you hone from experience inside and outside the organization.

9 創造力: Creativity.

Be open-minded to new possibilities.

This skill works hand-in-hand with intuition. Your creativity comes to fruition when you think of tools, methods, or processes that the organization and other leaders can use to remove obstacles that hinder execution of plans.

的卻是這些技巧,但不是讀這些文字 而是在人與人之間展現這些特質.

當彼此有相對權利義務又有利害關係, 就不是如此了

這些技巧也可判斷,你跟對方的關係是否有領導的價值.

“聽的能力" 是教練最重要但最缺乏的.  往往工作中事情很多,誰都沒有時間聽的深入.

你有領導的特質嗎?

再讀一次:

to foster a personal relationship with each employee so that these human assets feel that they can tell you the truth

有這種 feeling 嗎?

深入了解這技能的特質,  會發現道理很簡單但其實不容易

 

Reference : http://www.journalofaccountancy.com/issues/2016/feb/organizational-coaching-skills.html

善用人力資源管理

企業分析,財務分析很常用,但應考慮混用其他管理工具,分析組織的合理性,有效性,及業務流程流暢的程度.

財務分析可以當成投資工具也是管理工具,
但不要忽略其他可以有效改善企業效能的工具.

人力資源是每一家公司需要但不見得管理得好的工具.

企業的組織設計,組織架構,在不同企業發展階段會有不同的因應之道,
不應該是一成不變,是隨著外部環境及企業目標的設定而相對應調整.

員工
最重要就是要確定職位在這組織的什麼位置?
績效的標準為何?
績效和報酬的關聯程度為何?
績效獎勵制度

清楚這些關鍵才能讓員工努力和公司目標相連.
往往是主管的私心讓這些關鍵模糊,最後企業績效一定牽連.

台灣很多企業不適用管理科學,人治程度很高,
所以這些關鍵,雖能自己對企業的理解,但不見得企業會用同樣的語言和員工溝通.

人資角度
架構設計要有效,但又會牽涉很多利害關係人的利益,

企業能力盤點是必須
盤點全員工的能力,理解每個工作的職能,展開工作設計.

職能是知識,經驗和特質.
平常我們不容易知道別人的知識系統, 知識理解的深淺和應用的熟悉程度, 也不容易理解員工的過去工作的經驗積累,處理不同複雜問題的能力.
這方面是很多企業的盲點,很多人的潛力可能也因此而埋沒,這是企業人資應該可以努力的方向, 多理解員工的能力, 應該對誰都有益.

人力資源可量化管理
用人力資源計分卡,設定可衡量的績效管理, 訂KPI指標.

所以工作設計和工作分析,是和企業發展及目標是相連.
工作中所需的職能, 員工可能沒有或不足,要靠培訓補足不足的部分,

工作評價要客觀公正,這一定影響企業和員工的關係.

公司的架構和公司設計的流程,
確定職能,把和個的員工放進這職位,
一旦公司規模變大,公司架構框架要讓全員清楚明白,
每一個職位的溝通聯繫方法,和管理規範也要說明清楚,
很多人覺得不重要而忽略,但問題往往都在這裡.

企業裡有些架構比較死,重制度,有些部分又重靈活,重彈性,這方面的拿捏很重要. 一個CEO 有沒有能力大概就是在這些部分的取捨,調整與平衡.

薪資要跟工作評價連結,工作評價要公正客觀,但事實上往往相反,

從人力資源的角度可以觀察到很多財務面之外很多不合理的問題,這些改善建議往往非常有用但又常被忽略.

財務數字只是一個結果,這結果是各種管理工具合力的結果.

用人力資源管理的角度分析:
組織架構
工作設計
員工職能
薪資政策
工作評價
薪資與獎酬

輔以財務資訊對企業的理解及方向建議幫助很大.

 

組織行為

好久沒碰這些專題,想找些書來讀.

20160110-organizationalbehavior

 

 

思考模式矩陣

了解團隊成員的特質和思維方式, 放在矩陣中, 對團隊成員的理解會有幫助,  工作任務的指派能更合理

20151212_hbr_thinkingstyle

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