执行力：人员流程：建立领导补给线、处理绩效差的员工

1、人员流程的四项关键作法1. 人员流程与战略流程和营运流程连接人员流程的第一项关键做法是，与战略流程的短、中、长期的阶段性目标，乃至于营运 计划的目标连接起来。通过这样的连接，企业的领导者得以确保内部人力在素质和数量 上，均能配合战略执行的需要，也有助于找出企业下一年度的挑战性任务。2. 建构领导人才补给线透过领导能力评估摘要表（包括持续改善摘要表、接班人深度分析与人员流失风险分 析）来建构领导人才储备库。接班深度与人才流失风险分析：要进行人才规划，并为高潜力员工建立领导人才储备管道。人才评估tale nt review是人员流程中主要的社会运作机制。3. 处理绩效差的员工最好的人员流程也不见得

2、永远做到适才适所，而且也不能保证人人都绩效优良。有的人 无法胜任，有的人根本就应该请他走路。人员流程的最后的考验，就在于主管能否清楚 区分这两类员工，以及能否适当地采取一些无法回避的痛苦行动。但要注意，即使请人走路，也要让离职者维持尊严。这对强化绩效文化的正面特质是很重要的。4. 人力资源与企业营运成果的连接人力资源必须整合到企业流程中去，并与战略流程和营运流程连接起来。The leadership assessment summary领导能力评估摘要表A useful tool in develop ing the total picture of the pipeli ne is the

3、Leadership Assessme nt summary (See below figure). The summary compares both performanee and behavior ( 一般讲， performance 占权重 80% , behavior 占 20% (80: 20 规则)for a group of individuals.The Leader ship Assessment Summagives an overview of those in the group whohave high pote ntial and those who are pr

4、omotable; those who have both qualities are placed in the upper-right-ha nd quadrant Similarly, it shows who exceed sta ndards interms of performanee but need improvement in behavior, as well as those who arebelow sta ndard in both areas.Exceed sta ndardAt sta ndardBelow sta ndard-RogersMalleyJamesR

5、osma nSmithRileyCoraesAnton eleStonesBelow sta ndardExceed sta ndardHigh pote ntial Promotable Experie need professi onalToo new-Needs heavy coaching or new jobNeeds job changeAt sta ndardBehaviorLeadership Assessme nt SummaryEmployee name: Susan James, Marketing VP, success, attributes, and behavio

6、rsSkillsExcelle ntAt sta ndardBelow sta ndardBus. Acume nCost FocusStrategic in sightVisi on and PurposeValues and EthicsActio nCommitme ntTeamworkInno vati onStaffi ngDevelop ing peoplePerforma neeResults overview2001 performa nee highlightsDevelopedaftermarketstrategyforsoluti on-selli ng en viro

7、nmentDeveloped marketing and profit improvement strategy for Europea n market2002 targets missedMissed 2 major global aeeounts coverage inHong Kong and FranceDid not recruit a Chinese marketing executive for greater China market2001 Challe ngesCon ti nued executi on of aftermarket strategySummary st

8、re ngthsExtraord inary bus in ess in sightsUphold the highest standards and sets right exampleDevelopme nt n eedsNeeds to excel in recruiting staffMust devote en ergy to develop ing her people Move faster to upscale weak peopleDevelopme nt pla nMust work with a coach or men tor in the area of people

9、 skillsPote ntial n ext moves (short term 02 years) Stay in curre nt rolePote ntial n ext moves (long term 02 years) With sig nifica nt improveme nt, she will be able to run a bus in ess unit出师表两汉：诸葛亮先帝创业未半而中道崩殂，今天下三分，益州疲弊，此诚危急存亡之秋也。然侍卫之臣 不懈于内，忠志之士忘身于外者，盖追先帝之殊遇，欲报之于陛下也。诚宜开张圣听，以光 先帝遗德，恢弘志士之气，不宜妄自菲薄，引

10、喻失义，以塞忠谏之路也。宫中府中，俱为一体；陟罚臧否，不宜异同。若有作奸犯科及为忠善者，宜付有司论其 刑赏，以昭陛下平明之理；不宜偏私，使内外异法也。侍中、侍郎郭攸之、费祎、董允等，此皆良实，志虑忠纯，是以先帝简拔以遗陛下：愚 以为宫中之事，事无大小，悉以咨之，然后施行，必能裨补阙漏，有所广益。将军向宠，性行淑均，晓畅军事，试用于昔日，先帝称之曰能”，是以众议举宠为督：愚以为营中之事，悉以咨之，必能使行阵和睦，优劣得所。亲贤臣，远小人，此先汉所以兴隆也；亲小人，远贤臣，此后汉所以倾颓也。先帝在时， 每与臣论此事，未尝不叹息痛恨于桓、灵也。侍中、尚书、长史、参军，此悉贞良死节之臣， 愿陛下亲之、信之，则汉室之隆，可计日而待也 一I臣本布衣，躬耕于南阳，苟全性命于乱世，不求闻达于诸侯。先帝不以臣卑鄙，猥自枉 屈，三顾臣于草庐之中，咨臣以当世之事，由是感激，遂许先帝以驱驰。后值倾覆，受任于 败军之际，奉命于危难之间，尔来二十有一年矣。先帝知臣谨慎，故临崩寄臣以大事也。受命以来，夙夜忧叹，恐托付不效，以伤先帝之 明；故五月渡泸，深入不毛。今南方已定，兵甲已足，当奖率三军，北定