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。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talent review 是人员流程中主要的社会运作机制。处理绩效差的员工最好的人员流程也不见得永远做到适才适所，而且也

2、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。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 developing the total picture of the pipeline is the Leadership Assessme

3、nt summary (See below figure). The summary compares both performance 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 Summarygives an overview of those in the group who have high potential and those who are promotable; those

4、 who have both qualities are placed in the upper-right-hand quadrant. Similarly, it shows who exceed standards in terms of performance but need improvement in behavior, as well as those who are below standard in both areas.ecnarmofrePMalleyJamesHigh potentialExceed standard- RogersPromotableRosmanSm

5、ithExperiencedprofessionalRileyCoraesToo newNeedsheavyAt standard-coachingornewAntonelejobNeedsjobchangeBelow standardStonesBelow standardAt standardExceed standardBehaviorLeadership Assessment SummaryEmployee name: Susan James, Marketing VP, success, attributes, and behaviorsSkills Excellent At sta

6、ndard Below standard Bus. AcumenCost FocusStrategic insightVision and PurposeValues and EthicsActionCommitmentTeamworkInnovationStaffingDeveloping peoplePerformanceResults overviewSummary strengths2001 performance highlightsExtraordinary business insightsDevelopedaftermarketstrategyforUpholdthe high

7、est standards and sets rightsolution-selling environmentexampleDeveloped marketing and profitimprovementDevelopment needsstrategy for European marketNeeds to excel in recruiting staff2002 targets missedMust devote energy to developing her peopleMissed2 major globalaccounts coverage inMove faster to

8、upscale weak peopleHong Kong and FranceDevelopment planDid not recruit a Chinese marketing executiveMust work with a coach or mentor in the areafor greater China marketof people skills2001 ChallengesPotential next moves (short term 02 years)Continued execution of aftermarket strategyStay in current

9、rolePotential next moves (long term 02 years)With significant improvement, she will be ableto run a business 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

10、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，先帝称之曰以为营中之事，悉以咨之，必能使行阵和睦，优劣得所。“能 ”，是以众议举宠为督：愚亲贤臣，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。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