\u5728\u91c7\u8bbf\u4e2d\uff0cSandy Ogg\u5148\u751f\u8c08\u5230\u4e86\u5982\u4f55\u901a\u8fc7\u4eba\u624d\u7ba1\u7406\u63d0\u5347\u8fd0\u8425\u6548\u7387\u3001\u5982\u4f55\u8ba9\u5de5\u4f5c\u4e0e\u5176\u521b\u9020\u7684\u4ef7\u503c\u6302\u94a9\uff0c\u5982\u4f55\u901a\u8fc7\u4eba\u624d\u7ba1\u7406\u5b9e\u73b0\u89c4\u6a21\u5316\u4ef7\u503c\u521b\u9020\uff0c\u4ee5\u53caCEO\u6700\u5927\u5316\u4ef7\u503c\u521b\u9020\u7684\u65b9\u5f0f\u7b49\u95ee\u9898\u3002\u672c\u6587\u662f\u7f16\u8f91\u540e\u7684\u8bbf\u8c08\u5b9e\u5f55\u3002<\/p>\n\n\n\n
\u4e00\u3001\u90e8\u5206\u8981\u70b9\u6458\u5f55<\/strong><\/h2>\n\n\n\n\n- \u9996\u5e2d\u4eba\u529b\u8d44\u6e90\u5b98\u5e94\u8be5\u4ece\u201c\u4e1a\u52a1\u4f19\u4f34\u201d\u8f6c\u53d8\u5230\u201c\u4e1a\u52a1\u9886\u8896\u201d\uff0c\u5b66\u4f1a\u50cf\u4e1a\u52a1\u9886\u8896\u4e00\u6837\u8bf4\u8bdd\u3002<\/li>\n\n\n\n
- \u4eba\u529b\u8d44\u6e90\u90e8\u95e8\u53ef\u4ee5\u81f4\u529b\u4e8e\u51cf\u5c11\u5de5\u4f5c\u4e2d\u7684\u62d6\u6c93\uff0c\u6210\u4e3a\u901a\u8fc7\u63d0\u5347\u6548\u7387\u8d62\u5f97\u7ade\u4e89\u7684\u4ef7\u503c\u521b\u9020\u90e8\u95e8\u3002<\/li>\n\n\n\n
- \u4eba\u529b\u8d44\u6e90\u7684\u5de5\u4f5c\u5c31\u662f\u5c06\u4ef7\u503c\u521b\u9020\u8f6c\u5316\u4e3a\u4e00\u7cfb\u5217\u5177\u4f53\u5de5\u4f5c\u3002\u8fd9\u91cc\u6240\u8bf4\u7684\u5de5\u4f5c\u5e76\u975e\u7a77\u5c3d\u516c\u53f8\u6240\u6709\u7684\u804c\u80fd\uff0c\u800c\u662f\u68b3\u7406\u521b\u9020\u6700\u5927\u4ef7\u503c\u7684\u6838\u5fc3\u804c\u80fd\u3002<\/li>\n\n\n\n
- \u8981\u627e\u5230\u6700\u5177\u4ef7\u503c\u7684\u5c97\u4f4d\uff0c\u5c31\u8981\u5148\u5224\u65ad\u4f01\u4e1a\u7684\u4ef7\u503c\u5728\u54ea\u91cc\uff0c\u518d\u8bc6\u522b\u771f\u6b63\u521b\u9020\u4ef7\u503c\u7684\u5c97\u4f4d\u3002<\/li>\n<\/ul>\n\n\n\n
![\"\"](\"http:\/\/5b0988e595225.cdn.sohucs.com\/images\/20171226\/54613a9ec9eb4fcf8e082d6d5811b06b.jpeg\")
\u8054\u5408\u5229\u534e\u524dCHO\u9996\u5e2d\u4eba\u529b\u8d44\u6e90\u5b98Sandy Ogg-CXOUNIONCXO\u8054\u76df<\/figcaption><\/figure>\n\n\n\n\u8fc7\u53bb\uff0c\u6211\u4eec\u603b\u5728\u8c08\u4ec0\u4e48\u6837\u7684\u4eba\u624d\u662f\u4eba\u4e2d\u9f99\u51e4\uff0c\u4e0d\u8fc7\u6211\u4eec\u4e5f\u53ea\u662f\u8bf4\u8bf4\u800c\u5df2\uff0c\u5e76\u672a\u843d\u4e8e\u5b9e\u8df5\u3002\u4f46\u597d\u50cf\u4e00\u591c\u4e4b\u95f4\uff0c\u5927\u5bb6\u90fd\u5f00\u59cb\u629b\u5f03\u201c\u4ee5\u4eba\u4e3a\u672c\u201d\uff0c\u8f6c\u800c\u8981\u201c\u4ee5\u624d\u4e3a\u672c\u201d\u3002<\/p>\n\n\n\n
\u88ab\u79f0\u4f5c\u201c\u4eba\u624d\u201d\u7684\u4eba\uff0c\u5f80\u5f80\u6709\u8fc7\u4eba\u4e4b\u5904\uff0c\u5e76\u80fd\u4e3a\u4f01\u4e1a\u521b\u9020\u4f18\u52bf\u3002\u6211\u603b\u662f\u628aJim Collins\u7684\u8457\u4f5c\u300a\u4ece\u4f18\u79c0\u5230\u5353\u8d8a\u300b\uff08Good to Great\uff09\u6302\u5728\u5634\u8fb9\uff0c\u4f46\u4e00\u542c\u5230\u201c\u4eba\u624d\u201d\u4e8c\u5b57\uff0c\u6211\u60f3\u5230\u7684\u4e0d\u662f\u4ece\u4f18\u79c0\u5230\u5353\u8d8a\u7684\u4eba\uff0c\u800c\u662f\u4ece\u5353\u8d8a\u5230\u6781\u81f4\u7684\u4eba\u3002\u4f01\u4e1a\u9700\u8981\u8fd9\u6837\u7684\u4eba\u6765\u521b\u9020\u4ef7\u503c\u3002<\/p>\n\n\n\n
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\u4e09\u3001\u91cd\u65b0\u5b9a\u4e49\u4eba\u529b\u8d44\u6e90<\/strong><\/h2>\n\n\n\n\u76ee\u524d\u4eba\u529b\u754c\u5bf9\u81ea\u8eab\u7684\u804c\u80fd\u754c\u5b9a\u6709\u4e86\u65b0\u7684\u601d\u8003\uff0c\u6709\u4eba\u63d0\u51fa\u201c\u4eba\u529b\u8d44\u6e90\u201d\u8fd9\u4e2a\u804c\u4f4d\u540d\u79f0\u53ef\u80fd\u8981\u6362\u6362\uff0c\u6211\u89c9\u5f97\u4e0d\u7528\u6362\uff0c\u56e0\u4e3a\u8fd9\u4e00\u804c\u80fd\u7ba1\u7406\u7684\u5c31\u662f\u4eba\u529b\u8d44\u6e90\u7684\u8c03\u914d\u3002<\/p>\n\n\n\n
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\u8981\u627e\u5230\u7b54\u6848\uff0c\u5c31\u8981\u5148\u5224\u65ad\u4f01\u4e1a\u7684\u4ef7\u503c\u5728\u54ea\u91cc\uff0c\u518d\u8bc6\u522b\u771f\u6b63\u521b\u9020\u4ef7\u503c\u7684\u5c97\u4f4d\u3002<\/strong>\u4eba\u529b\u8d44\u6e90\u7ba1\u7406\u8005\u5e94\u5c3d\u91cf\u907f\u514d\u88ab\u81ea\u79f0\u91cd\u8981\u7684\u5c97\u4f4d\u548c\u4eba\u6240\u8ff7\u60d1\uff0c\u51c6\u786e\u8bc6\u522b\u771f\u6b63\u7684\u4ef7\u503c\u521b\u9020\u5c97\u4f4d\u3002<\/p>\n\n\n\n\u5f53\u6211\u4eec\u9010\u4e2a\u5c06\u6240\u6709\u5c97\u4f4d\u7684\u4ef7\u503c\u521b\u9020\u90fd\u8fdb\u884c\u4e86\u8bc6\u522b\u4e0e\u5224\u65ad\uff0c\u4fbf\u80fd\u786e\u5b9a\u4e0d\u540c\u5c97\u4f4d\u7684\u4ef7\u503c\u6392\u5e8f\u3002\u5f53\u8bc6\u522b\u51fa\u6700\u5177\u4ef7\u503c\u7684\u5c97\u4f4d\u540e\uff0c\u4e0b\u4e00\u4e2a\u95ee\u9898\u4fbf\u662f\uff0c\u6211\u4eec\u4e3a\u8fd9\u4e9b\u5c97\u4f4d\u914d\u5907\u4e86\u8db3\u591f\u7684\u4eba\u624d\u4e86\u5417\uff1f<\/p>\n\n\n\n
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\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
If talented people can work in value-creating positions, it will not only bring competitive advantage to the enterprise, but also enhance the agility of the enterprise. So how should managers create value through talent management?<\/p>\n\n\n\n
We can find out in an interview with Sandy Ogg, founder of staffing consultancy CEO.works and former chief human resources officer of Unilever, conducted by Rik Kirkland, senior managing editor of McKinsey Publishing.<\/p>\n\n\n\n
In the interview, Sandy Ogg talked about how to improve operational efficiency through talent management, how to connect work to the value it creates, how to achieve scale value creation through talent management, and how ceos maximize value creation. This is an edited transcript of the interview. <\/p>\n\n\n\n
Here are some highlights<\/h3>\n\n\n\n\n- Chief human resources officer should shift from a “business partner” to the “leader”, learn to like business leader to speak.<\/li>\n\n\n\n
- Human resources can be devoted to reduce procrastination in the work and become efficiency through ascension to win competition value creation of the department.<\/li>\n\n\n\n
- The work of human resources is to value creation into a series of specific work. The work in question is not exhaustive, but rather sorting out the core functions that create the most value.<\/li>\n\n\n\n
- To find the most valuable jobs, where is the first to judge the value of the enterprise, create value to identify real jobs.<\/li>\n<\/ul>\n\n\n\n
In the past, we always talked about what kind of people are the best, but we were just talking about it, not falling behind in practice. But seemingly overnight, everyone started to move away from “people first” to “talent first”.<\/p>\n\n\n\n
“Talent”, as it is called, is often exceptional and can create an advantage for the company. I keep saying the book Good to Great by Jim Collins, but when I hear the word “talent,” I don’t think of good to great. I think of great to great. Companies need people like this to create value.<\/p>\n\n\n\n
From good to great<\/h3>\n\n\n\n
If you can quickly redeploy that talent — whether it’s 1, 10, 100, 1,000, or more — large organizations can become more agile and scale.<\/p>\n\n\n\n
Redefine human resources<\/h3>\n\n\n\n
At present, the human resources industry has a new thinking about the definition of its functions. Some people propose that the title of “Human resources” may be changed. I think it is unnecessary to change, because this function manages the allocation of human resources.<\/p>\n\n\n\n
But to do better, we need to re-imagine and re-engineer human resources. When you look at private equity firms, the way they identify and focus on value is very straightforward. It’s always straight to the point.<\/p>\n\n\n\n
For them, every investment has to do two things:<\/h3>\n\n\n\n\n- First, at the right price to buy the right assets;<\/li>\n\n\n\n
- Second, with enough talent, create value in the shortest possible time.<\/li>\n<\/ul>\n\n\n\n
Next, find the right people to create value faster. Therefore, the role of human resource management is particularly important in private companies. Because once talent management lags behind, there will be a risk to value creation. And when you can manage risk better than others, you can win the competition.<\/p>\n\n\n\n
I’ve also been looking at the language the human team uses. I find that even the people who are writing forward-looking capability models for chief human resources officers speak as remote “business partners”.<\/p>\n\n\n\n
I think the chief human resources officer should move from “business partner” to “business leader” and learn to talk like a business leader. For example: “We are going to lead change. I want to allocate resources wisely. I want to optimize the corporate structure.” It’s not just about change management and talent management anymore.<\/p>\n\n\n\n
In this way, the work of human resources will focus more on efficiency. In my opinion, the human resources department can focus on reducing procrastination at work and become a value-creating department that wins the competition by improving efficiency.<\/p>\n\n\n\n
Create scale value through talent management<\/h3>\n\n\n\n
The job of human resources is to translate value creation into a series of concrete tasks. The work in question is not exhaustive, but rather sorting out the core functions that create the most value.<\/p>\n\n\n\n
In a typical business unit, there may be 10,000 employees and 30 jobs involved. If you rank the jobs in order of value, the top jobs are either related to current or future EBITDA. The most valuable positions are not the most “important” ones, nor are they the most senior positions. So what is the most valuable job?<\/p>\n\n\n\n
To find the answer, we must first determine where the value lies in the company, and then identify the jobs that really create value. Human resource managers should try to avoid being confused by the positions and people claiming to be important, and accurately identify the real value-creating positions.<\/p>\n\n\n\n
When we identify and judge the value creation of all positions one by one, we can determine the value ranking of different positions. After identifying the most valuable jobs, the next question is, are we hiring enough people for those jobs?<\/p>\n\n\n\n
The next step is to check and allocate talents for these most valuable positions. If you feel that someone currently in a position is not qualified, take action immediately, don’t wait. Otherwise value creation will be lost daily and hard to recover.<\/p>\n\n\n\n
\u672c\u6587\u7531CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8e\u7f51\u7edc\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0fC\u3002<\/p>\n\n\n\n
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\u88ab\u79f0\u4f5c\u201c\u4eba\u624d\u201d\u7684\u4eba\uff0c\u5f80\u5f80\u6709\u8fc7\u4eba\u4e4b\u5904\uff0c\u5e76\u80fd\u4e3a\u4f01\u4e1a\u521b\u9020\u4f18\u52bf\u3002\u6211\u603b\u662f\u628aJim Collins\u7684\u8457\u4f5c\u300a\u4ece\u4f18\u79c0\u5230\u5353\u8d8a\u300b\uff08Good to Great\uff09\u6302\u5728\u5634\u8fb9\uff0c\u4f46\u4e00\u542c\u5230\u201c\u4eba\u624d\u201d\u4e8c\u5b57\uff0c\u6211\u60f3\u5230\u7684\u4e0d\u662f\u4ece\u4f18\u79c0\u5230\u5353\u8d8a\u7684\u4eba\uff0c\u800c\u662f\u4ece\u5353\u8d8a\u5230\u6781\u81f4\u7684\u4eba\u3002\u4f01\u4e1a\u9700\u8981\u8fd9\u6837\u7684\u4eba\u6765\u521b\u9020\u4ef7\u503c\u3002<\/p>\n\n\n\n
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\n- \u7b2c\u4e00\uff0c\u4ee5\u5408\u9002\u7684\u4ef7\u683c\u8d2d\u4e70\u5408\u9002\u7684\u8d44\u4ea7\uff1b<\/li>\n\n\n\n
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\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
If talented people can work in value-creating positions, it will not only bring competitive advantage to the enterprise, but also enhance the agility of the enterprise. So how should managers create value through talent management?<\/p>\n\n\n\n
We can find out in an interview with Sandy Ogg, founder of staffing consultancy CEO.works and former chief human resources officer of Unilever, conducted by Rik Kirkland, senior managing editor of McKinsey Publishing.<\/p>\n\n\n\n
In the interview, Sandy Ogg talked about how to improve operational efficiency through talent management, how to connect work to the value it creates, how to achieve scale value creation through talent management, and how ceos maximize value creation. This is an edited transcript of the interview. <\/p>\n\n\n\n
Here are some highlights<\/h3>\n\n\n\n\n- Chief human resources officer should shift from a “business partner” to the “leader”, learn to like business leader to speak.<\/li>\n\n\n\n
- Human resources can be devoted to reduce procrastination in the work and become efficiency through ascension to win competition value creation of the department.<\/li>\n\n\n\n
- The work of human resources is to value creation into a series of specific work. The work in question is not exhaustive, but rather sorting out the core functions that create the most value.<\/li>\n\n\n\n
- To find the most valuable jobs, where is the first to judge the value of the enterprise, create value to identify real jobs.<\/li>\n<\/ul>\n\n\n\n
In the past, we always talked about what kind of people are the best, but we were just talking about it, not falling behind in practice. But seemingly overnight, everyone started to move away from “people first” to “talent first”.<\/p>\n\n\n\n
“Talent”, as it is called, is often exceptional and can create an advantage for the company. I keep saying the book Good to Great by Jim Collins, but when I hear the word “talent,” I don’t think of good to great. I think of great to great. Companies need people like this to create value.<\/p>\n\n\n\n
From good to great<\/h3>\n\n\n\n
If you can quickly redeploy that talent — whether it’s 1, 10, 100, 1,000, or more — large organizations can become more agile and scale.<\/p>\n\n\n\n
Redefine human resources<\/h3>\n\n\n\n
At present, the human resources industry has a new thinking about the definition of its functions. Some people propose that the title of “Human resources” may be changed. I think it is unnecessary to change, because this function manages the allocation of human resources.<\/p>\n\n\n\n
But to do better, we need to re-imagine and re-engineer human resources. When you look at private equity firms, the way they identify and focus on value is very straightforward. It’s always straight to the point.<\/p>\n\n\n\n
For them, every investment has to do two things:<\/h3>\n\n\n\n\n- First, at the right price to buy the right assets;<\/li>\n\n\n\n
- Second, with enough talent, create value in the shortest possible time.<\/li>\n<\/ul>\n\n\n\n
Next, find the right people to create value faster. Therefore, the role of human resource management is particularly important in private companies. Because once talent management lags behind, there will be a risk to value creation. And when you can manage risk better than others, you can win the competition.<\/p>\n\n\n\n
I’ve also been looking at the language the human team uses. I find that even the people who are writing forward-looking capability models for chief human resources officers speak as remote “business partners”.<\/p>\n\n\n\n
I think the chief human resources officer should move from “business partner” to “business leader” and learn to talk like a business leader. For example: “We are going to lead change. I want to allocate resources wisely. I want to optimize the corporate structure.” It’s not just about change management and talent management anymore.<\/p>\n\n\n\n
In this way, the work of human resources will focus more on efficiency. In my opinion, the human resources department can focus on reducing procrastination at work and become a value-creating department that wins the competition by improving efficiency.<\/p>\n\n\n\n
Create scale value through talent management<\/h3>\n\n\n\n
The job of human resources is to translate value creation into a series of concrete tasks. The work in question is not exhaustive, but rather sorting out the core functions that create the most value.<\/p>\n\n\n\n
In a typical business unit, there may be 10,000 employees and 30 jobs involved. If you rank the jobs in order of value, the top jobs are either related to current or future EBITDA. The most valuable positions are not the most “important” ones, nor are they the most senior positions. So what is the most valuable job?<\/p>\n\n\n\n
To find the answer, we must first determine where the value lies in the company, and then identify the jobs that really create value. Human resource managers should try to avoid being confused by the positions and people claiming to be important, and accurately identify the real value-creating positions.<\/p>\n\n\n\n
When we identify and judge the value creation of all positions one by one, we can determine the value ranking of different positions. After identifying the most valuable jobs, the next question is, are we hiring enough people for those jobs?<\/p>\n\n\n\n
The next step is to check and allocate talents for these most valuable positions. If you feel that someone currently in a position is not qualified, take action immediately, don’t wait. Otherwise value creation will be lost daily and hard to recover.<\/p>\n\n\n\n
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\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
If talented people can work in value-creating positions, it will not only bring competitive advantage to the enterprise, but also enhance the agility of the enterprise. So how should managers create value through talent management?<\/p>\n\n\n\n
We can find out in an interview with Sandy Ogg, founder of staffing consultancy CEO.works and former chief human resources officer of Unilever, conducted by Rik Kirkland, senior managing editor of McKinsey Publishing.<\/p>\n\n\n\n
In the interview, Sandy Ogg talked about how to improve operational efficiency through talent management, how to connect work to the value it creates, how to achieve scale value creation through talent management, and how ceos maximize value creation. This is an edited transcript of the interview. <\/p>\n\n\n\n
Here are some highlights<\/h3>\n\n\n\n
- \n
- Chief human resources officer should shift from a “business partner” to the “leader”, learn to like business leader to speak.<\/li>\n\n\n\n
- Human resources can be devoted to reduce procrastination in the work and become efficiency through ascension to win competition value creation of the department.<\/li>\n\n\n\n
- The work of human resources is to value creation into a series of specific work. The work in question is not exhaustive, but rather sorting out the core functions that create the most value.<\/li>\n\n\n\n
- To find the most valuable jobs, where is the first to judge the value of the enterprise, create value to identify real jobs.<\/li>\n<\/ul>\n\n\n\n
In the past, we always talked about what kind of people are the best, but we were just talking about it, not falling behind in practice. But seemingly overnight, everyone started to move away from “people first” to “talent first”.<\/p>\n\n\n\n
“Talent”, as it is called, is often exceptional and can create an advantage for the company. I keep saying the book Good to Great by Jim Collins, but when I hear the word “talent,” I don’t think of good to great. I think of great to great. Companies need people like this to create value.<\/p>\n\n\n\n
From good to great<\/h3>\n\n\n\n
If you can quickly redeploy that talent — whether it’s 1, 10, 100, 1,000, or more — large organizations can become more agile and scale.<\/p>\n\n\n\n
Redefine human resources<\/h3>\n\n\n\n
At present, the human resources industry has a new thinking about the definition of its functions. Some people propose that the title of “Human resources” may be changed. I think it is unnecessary to change, because this function manages the allocation of human resources.<\/p>\n\n\n\n
But to do better, we need to re-imagine and re-engineer human resources. When you look at private equity firms, the way they identify and focus on value is very straightforward. It’s always straight to the point.<\/p>\n\n\n\n
For them, every investment has to do two things:<\/h3>\n\n\n\n
- \n
- First, at the right price to buy the right assets;<\/li>\n\n\n\n
- Second, with enough talent, create value in the shortest possible time.<\/li>\n<\/ul>\n\n\n\n
Next, find the right people to create value faster. Therefore, the role of human resource management is particularly important in private companies. Because once talent management lags behind, there will be a risk to value creation. And when you can manage risk better than others, you can win the competition.<\/p>\n\n\n\n
I’ve also been looking at the language the human team uses. I find that even the people who are writing forward-looking capability models for chief human resources officers speak as remote “business partners”.<\/p>\n\n\n\n
I think the chief human resources officer should move from “business partner” to “business leader” and learn to talk like a business leader. For example: “We are going to lead change. I want to allocate resources wisely. I want to optimize the corporate structure.” It’s not just about change management and talent management anymore.<\/p>\n\n\n\n
In this way, the work of human resources will focus more on efficiency. In my opinion, the human resources department can focus on reducing procrastination at work and become a value-creating department that wins the competition by improving efficiency.<\/p>\n\n\n\n
Create scale value through talent management<\/h3>\n\n\n\n
The job of human resources is to translate value creation into a series of concrete tasks. The work in question is not exhaustive, but rather sorting out the core functions that create the most value.<\/p>\n\n\n\n
In a typical business unit, there may be 10,000 employees and 30 jobs involved. If you rank the jobs in order of value, the top jobs are either related to current or future EBITDA. The most valuable positions are not the most “important” ones, nor are they the most senior positions. So what is the most valuable job?<\/p>\n\n\n\n
To find the answer, we must first determine where the value lies in the company, and then identify the jobs that really create value. Human resource managers should try to avoid being confused by the positions and people claiming to be important, and accurately identify the real value-creating positions.<\/p>\n\n\n\n
When we identify and judge the value creation of all positions one by one, we can determine the value ranking of different positions. After identifying the most valuable jobs, the next question is, are we hiring enough people for those jobs?<\/p>\n\n\n\n
The next step is to check and allocate talents for these most valuable positions. If you feel that someone currently in a position is not qualified, take action immediately, don’t wait. Otherwise value creation will be lost daily and hard to recover.<\/p>\n\n\n\n
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![\"\"](\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/04\/cxounion\u52a0\u7fa4\u4e8c\u7ef4\u78012.png\")
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