【观点】一个优秀的人力资源总监CHO，至少应掌握的50项基本方法

优秀CHO至少应掌握50项基本方法与技术

“思想红、根子正、嘴巴严、没专业、搞人事”，这是对我们传统组织人事干部形象的经典表述。

实际上，人力资源是有专业的。除了完整的学科体系，人力资源管理有技术、有工具方法、有技术含量。技术体现在什么方面？

从我们做咨询的角度讲，CHO至少应该了解（不一定要掌握）五十项基本技术与方法，真正优秀的CHO还要掌握它。人力资源管理要以专业性、技术性赢得专业自信。

（1）首先要掌握人才盘点技术，首席人才官首先要知道人才的“家底”，跟企业未来战略和经营发展需要有多大差距，人才盘点的方法论是什么，从哪些维度开展：常用的有“五定法”，阿里用的是九宫图法，很多企业用的是人才地图，现有人才如何提升要用IDP计划、DDI人才发展模型。

（2）人力资源是战略资源，人才要打提前量，你要有人才战略规划技术，涉及人才需求分析与预测技术、基于战略成功关键的核心人才地图、人才战略规划模型、人才战略五星模型、人才战略标杆基准法。

（3）刚才我们提到了，三支柱人力资源管理体系设计、HRBP体系设计五步法与阿里政委制。作为首席人才官，你起码要了解三支柱是什么，企业应该用传统人力资源管理体系还是引入“三支柱”体系，什么是HRBP，阿里的“政委”跟HRBP是什么关系。 CXO UNION-CXO联盟（cxounion.cn）

（4）人才机制与制度系统设计。组织最重要的是人才，激活人才靠什么？靠机制。这里面涉及文化价值引领机制、内外市场选拔任用机制、绩效承诺与责任担当机制、授权赋能机制、价值评价与监督机制、价值分配与激励机制、竞争淘汰与退出机制、持续奋斗者机制、能力发展与自我批判机制。

（5）事业合伙人机制与制度设计方案。现在对知识型员工越来越强调共创共享，事业合伙。你就要清楚合伙人标准、合伙人治理与决策、合伙人责、权、利机制设计，我们华夏基石提出了合伙人机制的三十二字方针，等等。

（6）人力资本价值与价值实现。现在很多企业都在制定人力资本定价模型，为什么要定价？因为我们对高管到底应该分多少钱，现在只是凭借双方之间的感觉，那么人力资本到底创造了多少价值，该分享多少，是有模型的，比如济南人力资源研究院提出的人才有价四CAI模型等。

（7）职业规划与人员编制技术。作为首席人才官，你得了解按照企业现有规模、利润到底需要多少人，职位类别、职务设计、人员编制与合理性检验六步法。企业高质量发展的核心是人均效能提升。企业做大以后，怎么判断人均效能，用多少人合适，这就是老板现在关心的东西。

现在都在谈扁平化，扁平化到底对不对，什么条件下才能扁平化。

不同企业的职位、职级不一样，职位类别和级别的设计非常有学问。华为当年为什么设计“资深副总裁”？因为要让一批老员工退出，让他们有感觉，让出位置，给足荣誉和待遇。这就是艺术。

（8）职务分析评价技术与职位（角色）说明书。他的角色是什么，如何对工作任务进行定义，他的工作任务跟公司战略是什么关系，如何确定任务的边界。 CXO UNION-CXO联盟（cxounion.cn）

（9）职务价值评价技术。怎么评价这个岗位价值有多大，国际上是有方法的，一个叫海氏法，一个叫IPE法。作为人力资源总监，你得清楚海氏法适合什么企业，IPE法适合什么企业。

（10）员工职业通道、任职资格与管理体系设计。一个企业要设计多少职业通道，升职随着能力走，能力的标准是什么，怎么设计、认定，这里面也是有专业的。

（11）战略解码与绩效管理体系构建（BEM战略执行力模型、BLM业务战略领先模型、GROW模型与绩效辅导）

（12）PDCA循环与有效管理者技能基本功（目标与计划、辅导与方案、指导与纠偏、反馈与改进、管理者十二项基本功）

（13）KPI绩效指标体系与绩效管理（KPI设计与量化技术、成功关键图与KPI指标、QQTC四维度指标提炼模型）

（14）平衡计分卡与绩效体系设计（平衡计分卡与企业战略、战略地图法、基于平衡计分卡的指标框架），要注意，一个高速成长的企业、创业企业不能搞平衡计分卡，否则就搞死了。

（15）OKR设计与应用工作坊（谷歌OKR经典五步法、字节跳动OKR法）。我一直在跟踪OKR，字节跳动正在逐步抛弃OKR，因为OKR带来很多问题，现在OKR和人力资源部的绩效管理是两回事，OKR只是目标管理，不再是企业绩效管理的核心方法。OKR到底是什么？适用于什么企业？OKR的操作技术是什么？作为首席人才官，你得了解。

（16）EVA绩效考核体系设计（EVA核算与EVA激励计划）。国有企业的CHO应该了解什么叫EVA，EVA叫价值增值法，考核时不只考核所谓的利润，还要考核超过股东投资平均成本以上的增值部分。国际上对高管的激励主要是EVA激励，利润分享主要建立在EVA之上。 CXO UNION-CXO联盟（cxounion.cn）

（17）360度评价与周边绩效评价（内部客户满意度评价）

（18）面向流程的绩效评价（流程绩效与里程碑绩效标准）。很多工程型项目、服务企业的考核是面向流程的，不是结果导向。

（19）6S绩效管理模型（宁高宁模型）

（20）企业全面薪酬体系框架与薪酬策略

（21）企业薪酬体系构建模型与技术（八步法、3P+1M模型：基于职务、能力、市场、绩效薪酬设计、宽带薪酬设计）

（22）国有企业强调比较多的，薪酬总额确定与薪酬总额核算方法。

（23）薪酬结构优化、调整方法与技术

（24）薪酬结构设计技术，比如长期薪酬与短期薪酬、固定薪酬与浮动薪酬到底保持什么样的比率最恰当

（25）员工满意度与敬业度调查（盖洛普Q12测评）、最佳雇主评价指标及模型

（26）市场薪酬调查四步法与分析技术

（27）企业中长期激励计划（股权激励计划、利润分享与虚拟股权设计、TUP计划）

（28）企业高管激励模型 CXO UNION-CXO联盟（cxounion.cn）

（29）全面认可激励体系设计与积分制管理

（30）针对90后、00后的游戏化激励与管理

（31）企业招聘录用计划与招聘录用方案设计（社会招聘、校园招聘、内部选聘与竞聘）

（32）人员测评方案设计与工具方法应用（笔试、面试、心理测试方法综合应用：九型人格测试、DISC模型、IDP测试）

（33）评价中心技术与情景模拟测评技术（公文处理、无领导小组、角色扮演）

（34）华为最时髦的“小熵理论”、人才激活模型与方案设计（四能机制、竞聘上岗与末位淘汰、干部轮岗）

（35）领导力与干部管理技术（拉姆查兰领导力模型、左哈尔量子领导力、干部管理铁三角与干部管理建设七连环）

（36）HR管理健康报表与人才发展成熟度模型，这是国际通用的，定期对人力资源进行“体检”，了解我们的人力资源处于什么水平、面临什么问题。

（37）数字化与人才决策，数字化人才画像 数字化转型网www.szhzxw.cn

（38）OD与组织发展（OD三板斧：组织诊断、组织变革、组织效能评估、麦肯锡7S组织诊断、华夏基石ETA诊断模型、韦斯伯德六合模型、系统变革模型、Lewin变革模型）。有时候大家搞不懂OD跟人力资源到底什么关系，有的企业把OD并到人力资源部，有的企业OD跟人力资源部平行。

（39）知识管理模型与知识地图（知识优化与知识更新闭环、内容营销、信息沟通与共享循环）

（40）人才辈出方法论与人才梯队建设模型、之字型与火箭型人才

（41）学习地图制作步骤与方法、沙盘模拟培训、行动学习法

（42）家族传承与企业接班人计划 CXO UNION-CXO联盟（cxounion.cn）

（43）企业人才退出与再配置设计（员工退出途径、员工劝退方法）

（44）组织能力建设与组织效能提升

（45）企业人才优化提升与人才效能提升方案（人效指标量化、人效评估技术、人效监测仪表盘）

（46）企业高层治理机制设计与领导力发展计划（轮值CEO、EMT团队、基于价值观的领导力）

（47）对标管理与世界一流企业人力资源对标

（48）企业领导共识工作坊与团队行动学习

（49）企业价值管理循环体系设计（价值创造、价值评价、价值分配）

（50）顶层设计技术与价值观评价

在三十多年的人力资源管理教学、研究及咨询实践中，逐步形成和完善了我的人力资源管理观，最近结合我对数字化与智能化时代人力资源管理的新思考，重新修正与提炼了原来提出的人力资源管理金句20条，特提出新人力资源管理金句20条，与各位企业家朋友与HR同行共享。 CXO UNION-CXO联盟（cxounion.cn）

1. 企业经营的本质是经营客户，经营人才，但经营客户最终还是经营人。 

2. 人力资源管理不仅仅是人力资源部门的事情，而是全体管理者和全体员工的责任。

3.人力资本的投资优于财务资本的投资，人才要优先投、舍得投、连续投。

4. 企业家是企业成长的“天花板”，能打胜仗的干部队伍是企业战略成功的决定要素。人工智能再厉害，也厉害不过人的信念与情怀，更斗不过人在江湖之智慧。  

5. 人才要以用为本、以价值创造者为本，而不是简单以人为本，以人性为本。  

6. 人性的善与恶是一体两面，对人的认知与管理要用量子力学中“态叠加”及灰度管理思维。  

7. 用人的第一原则是优势发挥与长短互补。 

8. 文化管理是人力资源管理的最高境界，文化的力量不是来自于墙头口号，而是发自人的内心，扎根于人的行为。 

9. 物质需求与精神需求没有高低之分，只有偏好与侧重之别，物质激励与精神激励要两手硬。

10. 自然法则永远大于人为法则，对人的管理要符合人性及人的成长规律，但决不能迁就人性，纵容人性。 

11. 人才的竞争，本质上是机制与制度的竞争，是人力资源管理体系的竞争。 

12. 人力资源管理的核心是人力资源价值链管理，即形成全力创造价值、科学评价价值、合理分配价值的价值管理循环体系。  CXO UNION-CXO联盟（cxounion.cn）

13. 在数字化与智能化时代，人才使用权比人才所有权重要，有关人的数据化资产比物质财富资产更有价值。人工智能有可能替代一切,但永远替代不了人的情怀与江湖。 

14. 树挪死、人挪活，人才内外适度流动和动态配置产生新价值。人才不能放任，放任使之懈怠，激活就是价值。 

15. 终身学习是一种生活方式，学习是人才成长和发展的永恒主题。 

16. 人力资源管理是科学与艺术的有机融合。它要基于数据与事实，需要专业工具与方法，更需要洞悉人性，有阅人的充足智慧与丰富经验。 

17. 以人为本，就是要尊重人性，让人有尊严、有成就感地工作和生活。  

18. 沟通是人力资源管理的生命线。没有沟通就没有管理，没有沟通就难以走进人才心里。 

19. 人才是客户，客户是人才，粉丝也是人力资本。

20.人力资源管理要致力于打通战略、组织、人，构建三个共同体。

翻译：

A good CHO should master at least 50 basic methods and techniques

“Thinking red, root is right, mouth strict, no professional, engaging in personnel”, this is the classic expression of our traditional organization of personnel cadres image.

In fact, there is a profession in human resources. In addition to the complete discipline system, human resource management has technology, tools and methods, and technical content. In what ways is the technology embodied? CXO UNION-CXO联盟（cxounion.cn）

From our perspective of consulting, CHO should know (not necessarily master) at least 50 basic techniques and methods, and truly excellent CHO should master them. Human resource management should be professional and technical to win professional confidence.

A good CHO should master at least 50 basic methods and techniques

(1) First of all, we must master the technology of talent inventory, and the chief talent officer must first know the “background” of talent, how much gap there is with the future strategy and business development needs of the enterprise, what is the methodology of talent inventory, and from what dimensions: Commonly used is the “five fixed method”, Ali uses the nine palace diagram method, many enterprises use the talent map, how to improve the existing talent to use IDP plan, DDI talent development model.

(2) Human resource is a strategic resource, talent should be ahead, you must have talent strategic planning technology, involving talent demand analysis and prediction technology, core talent map based on the key to strategic success, talent strategic planning model, talent strategy five-star model, talent strategy benchmarking method.

(3) We have just mentioned that the three-pillar human resource management system design, the five-step method of HRBP system design and Ali political system. As the chief talent officer, you should at least understand what the three pillars are, whether the enterprise should use the traditional human resource management system or introduce the “three pillars” system, what is HRBP, and what is the relationship between Ali’s “political commissar” and HRBP.

(4) Talent mechanism and system design. The most important thing in an organization is talent, so what is it that activates talent? By mechanism. This involves the cultural value leading mechanism, internal and external market selection and appointment mechanism, performance commitment and responsibility mechanism, authorization and empowerment mechanism, value evaluation and supervision mechanism, value distribution and incentive mechanism, competition elimination and withdrawal mechanism, continuous strivers mechanism, ability development and self-criticism mechanism. CXO UNION-CXO联盟（cxounion.cn）

A good CHO should master at least 50 basic methods and techniques

(5) Business partner mechanism and system design scheme. Now more and more emphasis on knowledge workers to create and share, business partnership. You must be clear about partner standards, partner governance and decision-making, partner responsibility, rights, and benefit mechanism design, we put forward the 32 word policy of the partner mechanism, and so on.

(6) Human capital value and value realization. Now many enterprises are developing human capital pricing models, why price? Because we should share how much money for senior executives, now it is only based on the feeling between the two sides, so how much value human capital has created and how much it should share, there are models, such as the four-CAI model proposed by the Jinan Institute of Human Resources.

(7) Career planning and staffing technology. As the chief talent officer, you need to understand the size of the company, how many people need to profit, job categories, job design, staffing and rationality of the six-step process. The core of high-quality development of enterprises is to improve the per capita efficiency. After the enterprise is big, how to judge the per capita efficiency, how many people are appropriate, this is what the boss is concerned about now.

Now are talking about flatness, flatness in the end is right, what conditions can flatness.

The positions and ranks of different enterprises are not the same, and the design of job categories and levels is very learned. Why did Huawei design a “senior vice president”? Because we want to let a group of old employees quit, let them have a feeling, give up their position, and give enough honor and treatment. This is art. CXO UNION-CXO联盟（cxounion.cn）

A good CHO should master at least 50 basic methods and techniques

(8) Job analysis and evaluation techniques and job (role) specifications. What his role is, how he defines the task, how his task relates to the company’s strategy, and how he determines the boundaries of the task.

(9) Job value evaluation technology. How to evaluate the value of this post, there are methods in the international community, one is called the Hay method, the other is called the IPE method. As an HR director, you need to know what business is suitable for the Hay method and what business is suitable for the IPE method.

(10) Design of career channels, qualifications and management system for employees. How many career channels should an enterprise design, promotion goes with ability, what is the standard of ability, how to design and identify, which is also professional.

(11) Strategy decoding and performance management system construction (BEM strategy execution model, BLM business strategy leadership model, GROW model and performance coaching)

(12) PDCA cycle and effective management skills basic skills (goals and plans, counseling and programs, guidance and correction, feedback and improvement, 12 basic skills of management)

(13) KPI performance indicator system and performance management (KPI design and quantification technology, key success chart and KPI indicator, QQTC four-dimension indicator extraction model)

(14) Balanced scorecard and performance system design (balanced scorecard and corporate strategy, strategic map method, and indicator framework based on balanced Scorecard), it should be noted that a high-speed growth enterprise or start-up enterprise can not engage in balanced scorecard, otherwise it will die. CXO UNION-CXO联盟（cxounion.cn）

A good CHO should master at least 50 basic methods and techniques

(15) OKR Design and Application Workshop (Google OKR Classic five-step method, Bytedance OKR method). I have been tracking OKR, and Bytedance is gradually abandoning OKR, because OKR brings a lot of problems, now OKR and HR performance management are two different things, OKR is just management by objectives, no longer the core method of enterprise performance management. What exactly is OKR? Applicable to what enterprises? What are the operating techniques of OKR? As chief talent officer, you need to understand.

(16) Design of EVA performance appraisal system (EVA accounting and EVA incentive plan). The CHO of state-owned enterprises should understand what EVA is, EVA is called the value added method, and the assessment not only evaluates the so-called profit, but also evaluates the value added part that exceeds the average cost of shareholder investment. The international incentive for senior executives is mainly EVA incentive, and profit sharing is mainly based on EVA.

(17) 360-degree evaluation and peripheral performance evaluation (internal customer satisfaction evaluation)

(18) Process oriented performance evaluation (process performance and milestone performance criteria). The assessment of many engineering projects and service enterprises is process-oriented, not result-oriented.

(19) 6S Performance Management Model (Ning Gaoning Model)

(20) Enterprise comprehensive compensation system framework and compensation strategy

A good CHO should master at least 50 basic methods and techniques

(21) Enterprise compensation system construction model and technology (eight-step method, 3P+1M model: based on job, ability, market, performance compensation design, broadband compensation design)

(22) State-owned enterprises emphasize more, total compensation determination and total compensation accounting methods.

(23) Methods and techniques for salary structure optimization and adjustment

(24) Pay structure design techniques, such as what is the most appropriate ratio between long-term pay and short-term pay, fixed pay and variable pay

(25) Employee Satisfaction and Engagement Survey (Gallup Q12 assessment), Best Employer evaluation indicators and models CXO UNION-CXO联盟（cxounion.cn）

(26) Four-step method and analysis technique of market salary survey

(27) Medium and long-term incentive plans of enterprises (equity incentive plan, profit sharing and virtual equity design, TUP plan)

(28) Enterprise executive incentive model

(29) Fully recognized incentive system design and points system management

(30) Gamification incentive and management for the post-90s and post-00s

(31) Enterprise recruitment plan and recruitment scheme design (social recruitment, campus recruitment, internal recruitment and competition)

(32) Personnel assessment scheme design and application of tools and methods (comprehensive application of written test, interview and psychological testing methods: enneagram personality test, DISC model and IDP test)

A good CHO should master at least 50 basic methods and techniques

(33) Evaluation center technology and scenario simulation evaluation technology (document processing, no leading group, role playing)

(34) Huawei’s most fashionable “small entropy theory”, talent activation model and program design (four-energy mechanism, competitive recruitment and elimination of the last position, cadre rotation)

(35) Leadership and cadre management techniques (Ramcharan Leadership Model, Zohar Quantum Leadership, Iron Triangle of Cadre Management and cadre management construction)

(36) HR management health report and talent development maturity model, which are internationally common, regularly carry out “physical examination” of human resources to understand what level of human resources are at and what problems they are facing. CXO UNION-CXO联盟（cxounion.cn）

(37) Digitalization and talent decision, digital talent portrait

(38) OD and organizational development (OD three boards: Organizational diagnosis, organizational change, organizational effectiveness evaluation, McKinsey 7S Organizational diagnosis, Huaxia Cornerstone ETA diagnostic model, Weisbord Six Model, System change model, Lewin change model). Sometimes people do not understand OD and human resources in the end what the relationship, some companies put OD and human resources department, and some companies OD and human resources department parallel.

(39) Knowledge management model and knowledge map (closed loop of knowledge optimization and knowledge update, content marketing, information communication and sharing cycle)

(40) Talent generation methodology and talent echelon construction model, font type and rocket type talent

A good CHO should master at least 50 basic methods and techniques

(41) Learn the steps and methods of map making, sand table simulation training, and action learning method

(42) Family succession and business succession planning

(43) Design of enterprise talent exit and reconfiguration (employee exit channels and employee persuasion methods)

(44) Building organizational capacity and improving organizational effectiveness

(45) Enterprise talent optimization and talent efficiency improvement plan (human effectiveness index quantification, human effectiveness evaluation technology, human effectiveness monitoring dashboard)

(46) Corporate high-level governance mechanism design and leadership development plan (rotating CEO, EMT team, values-based leadership) CXO UNION-CXO联盟（cxounion.cn）

(47) Benchmarking management and human resources benchmarking of world-class enterprises

(48) Corporate leadership consensus workshop and team action learning

(49) Design of enterprise value management cycle system (value creation, value evaluation, value distribution)

(50) Evaluation of top-level design technology and values数字化转型网www.szhzxw.cn

In more than 30 years of human resource management teaching, research and consulting practice, I have gradually formed and improved my view on human resource management. Recently, combined with my new thinking on human resource management in the era of digitalization and intelligence, I have revised and refined the original 20 human resource management clauses, and specially proposed 20 new human resource management clauses. Share with entrepreneur friends and HR colleagues.

New human resource management golden sentence 20

1. The essence of enterprise management is to manage customers and talents, but the management of customers is ultimately the operator. CXO UNION-CXO联盟（cxounion.cn）
2. Human resource management is not only the responsibility of the human resource department, but also the responsibility of all managers and employees.
3. Investment in human capital is better than investment in financial capital, and talents should be given priority, willing and continuous investment.
4. Entrepreneurs are the “ceiling” of the growth of enterprises, and the cadre team that can win the battle is the decisive factor of the strategic success of enterprises. No matter how powerful artificial intelligence is, it is also powerful but people’s beliefs and feelings, and it is more difficult to fight against the wisdom of people in rivers and lakes.
5. Talents should be use-oriented and value creator-based, rather than simply people-oriented and human-based.

New human resource management golden sentence 20

1. The good and evil of human nature are two sides in one body, and the cognition and management of human beings should use the “superposition of states” and gray management thinking in quantum mechanics.
2. The first principle of employing people is to give play to strengths and complement each other.
3. Cultural management is the highest level of human resource management. The power of culture does not come from the slogans on the wall, but from people’s hearts and takes root in people’s behaviors.
4. There is no high or low difference between material needs and spiritual needs, only the difference between preference and emphasis, material incentives and spiritual incentives should be hard.

New human resource management golden sentence 20

1. The natural law is always greater than the human law, and the management of people should conform to the law of human nature and human growth, but it must not accommodate human nature and indulge human nature.
2. Talent competition, in essence, is the mechanism and system competition, is the human resource management system competition. CXO UNION-CXO联盟（cxounion.cn）
3. The core of human resource management is human resource value chain management, that is, the formation of a value management cycle system that strives to create value, scientifically evaluate value and rationally distribute value.
4. In the era of digitalization and intelligence, the right to use talent is more important than the ownership of talent, and the data assets of related people are more valuable than the material wealth assets. Artificial intelligence may replace everything, but it can never replace people’s feelings and rivers and lakes.
5. Trees move to death, people move to life, and the appropriate flow and dynamic allocation of talents inside and outside produce new value. Talent can not be laissez-faire, laissez-faire to slack, activation is value.

New human resource management golden sentence 20

1. Lifelong learning is a way of life, and learning is the eternal theme of talent growth and development.
2. Human resource management is an organic integration of science and art. It is based on data and facts, requires professional tools and methods, but also requires insight into human nature, and has sufficient wisdom and rich experience in reading people.
3. Putting people first means respecting humanity and enabling people to live and work with dignity and a sense of accomplishment. CXO UNION-CXO联盟（cxounion.cn）
4. Communication is the lifeblood of human resources management. Without communication, there is no management, and without communication, it is difficult to enter the heart of talents.
5. Talent is the customer, the customer is the talent, the fan is also the human capital.
6. Human resource management should be committed to connecting strategy, organization and people to build three communities.

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