【观点】一个由CHO转型的CEO对CHO的建议

全球500强企业中，无论是中国企业，还是外国企业，现任CEO中有HR职业背景的人寥寥可数，如果细数来，CEO们一般都是有技术、市场、财务等职业背景，为什么会出现这样的状况呢？是HR总监不具备CEO的胜任力么？还是HR部门的地位和作用没有得到公司的重视？或者，是什么其他原因呢？谢克海教授亲述：一个优秀的HR到CEO之旅。

一、从CHO到CEO，我最关注的事是什么

组委会请我从CEO这个角度对HR同行提出一些建议。那么，我先从CEO这个身份说起。做了CEO之后，我最关注的事情是什么？概括起来，大概有三件事： CXO UNION-CXO联盟（cxounion.cn）

企业要做什么？其业务的组合是什么？

这些事应该由谁来做？这是用人的问题，是人事部的事情。

这些事有没有做？有没有做出好的业绩结果？是不是按照规矩在做？这更多属于战略执行的问题，也是财务、审计甚至是法务的事情。一件事，是不是做出了很好的结果，是不是按规矩在做，其结果如何，是财务部、审计部的监管责任；而是否在按规矩做事，是审计和法务都需要关注的内容。

这是我最为关注的三件事情。而其中，我个人的体会是，做什么事情，在哪个行业并不是最重要的。三百六十行，行行出状元，每个行业都会有伟大的企业出现。并且，既然选择了某一个行业，而经济的同期决定了，任何一个行业都不可能永远处于上升的状态，今天的好行业，可能在明天就会没落。那么，企业就因此而不做了吗？比如航空公司，那么多的飞机买了过来，它能说放手就放手吗？对企业而言，因为行业会有所变化，它可能会赶上一段高速发展的时期，更多的时候会经历行业的成熟期，或者说某种新常态，这都正常的事情，是企业在入行之前就应该意识到的问题。而伟大企业的诞生，其根本还是由谁去做的问题。

所以，以我目前任职的视角，我认为最为关键的，还是选择一个什么样的人来做这样的事情，关键是有没有人有能力、有水平去做。飞机已经买了，在大部分情况下，企业想退出一个行业绝非易事。那么，如何选择对的人，去引领企业在一个行业相对艰难的阶段持续前行，这恰恰是HR的事情。

HR要解决的是用人的问题，是让谁做，不让谁做，谁可以入局，谁应当出局的问题。而因为我有20年的人事管理从业经历，在到方正之前，更是曾经在西门子做了八年HR，因此，在HR的圈子里，我认识很多人。根据我的了解，目前的HR普遍存在的状况是，在解决让谁做，不让谁做的问题上，在HR最核心的工作上，在他们应该发挥重要作用的方面，HR所发挥的作用往往不够。 CXO UNION-CXO联盟（cxounion.cn）

二、HR普遍存在的三个问题

我分析，这其中的原因在于，第一，我所接触的HR，很多时候眼光不够高。作为一名HR，如果不能有效衡量组织里边的人员谁行，谁不行，那么这个HR很难说是合格的。事实上，只有非凡的人才能创造出非凡的业绩，企业要想实现卓越，它必须要任用顶尖的人才。如果用这样的标准来衡量人，我们很容易发现，其实在我们的组织里，很多的人都应该被淘汰。这是我在方正任职期间，我对CHO看问题的基本要求，但是在管理实践中，HR们又是怎样想的呢？他们总是觉得，差不多就行了，他们没有学会这样看人力资源管理。

必须强调，只有非凡的人才能创造出非凡的业绩。如果我们将眼光投向自己，在我们公司的内部，有多少非凡的人物？有多少业界的大咖？我们的业务，是由最专业、最资深的人来管理的吗？如果答案是否定的，那么企业就不可能做好。HR的眼光如果不够高，或者他把标准放低，那么他就无法看到组织内部人的问题、组织的问题。这是我们中国企业人力资源管理方面比较普遍的现状。

第二，HR的观点不够清晰。作为一名CEO，我特别希望HR能够给到我清晰的观点，希望他能够帮助我去评价某个人行还是不行，某个班子行还是不行，或者某个一把手是行还是不行。但事实上，我们的HR往往模棱两可，顾左右而言它，他们习惯使用大概、可能、差不多这类语言，或者使用“原则上……应该……”这类的废话。而对CEO来说，某个人、某个班子是下还是上？他下去了，谁上来？这才是根本。客观地说，在这类事情上，HR对事物本身想得太少，对揣摩老板的想法过力过多。由于他思想跑偏了，所以他无法形成清晰的观点，所以，尽管我们都学习了很多技术层面的方法，但关键时刻，却无法给出我们的管理者一个明确的答案。 CXO UNION-CXO联盟（cxounion.cn）

第三，行动力。在企业管理中，我们经常发现，某一件事在决定了之后，执行的过程往往不够坚决，拖泥带水，缺乏雷厉风行的态度与作风。在我任职CEO之后，我发现，交办给副总的事情，三五天过后，我只希望听到两个字：“办了”，其它的语言都是画蛇添足。但事实上，往往我们管理者所得到的反馈是，这件事的过程如何，过程当中的困难如何，要克服这类困难，请您就某事进一步定夺等等。还有就是，没有管理者不停地督办、催办，一件事就往往很难推进。但管理者要的是什么呢？就是“办了”这两个字，这就是执行力。

记得大约是在2003年，在美军成功抓捕萨达姆之后，美国驻伊拉克的最高长官布莱诺主持召开了新闻发布会。在发布会上他说，女士们，先生们，我们抓住了萨达姆，那个暴君已经在监狱里了。后来，美国驻伊拉克联军总司令写了一本书，叫做《We got him》（我们抓住了他）。作为HR，我们有没有这样的自信，时刻能够骄傲地说：我把他挖来了，他已经在公司上班了等等？事实上，我们往往缺乏这种气魄，你问他项目的推进情况，他说，我正办着呢，这个“正在进行时”会被拖延得无限长。而这种对优胜结果缺乏信心与追求，其实是有普遍性的。

因此，概括地说，我对CHO的建议是，首先要解决HR领域所普遍存在的问题，第一，眼光不够高；第二，观点不清晰；第三，行动不坚决。 CXO UNION-CXO联盟（cxounion.cn）

三、HR要像老板一样有使命感

那么，是什么导致了我们的HR形成了这样一种现状呢？我认为，是很多HR没有形成使命感，没有视公司的事为已任，甚至缺乏梦想，所以，他只上班，不上心。共产党之所以获得成功，因为她想解放全中国、解放全人类。这是她与只是想着一亩地、三头牛的普通人最根本的区别。我们的HR从业者，是否能够反躬自省，我们的CHO，能否扪心自问，我们与CEO、与董事长的思路在一个频道上吗？如果不在，这多可怕！当我们与CEO的思路不在一个频道上，我们的眼光自然就不对，观点自然就不对，行动也一定就不对。所以我想，作为CHO，我们要有能力、有信心，与企业的CEO保持同一个频道，能与他的战略眼光“比翼齐飞”，能够符合一个大企业对CHO最基本的要求。

最后我想表达的是，我是HR出身，是从CHO“转行”的CEO。我真正做了20年的HR，也教过人力资源的课程，对HR这个领域有着深厚的感情。因此，虽然目前我从事的是CEO的岗位，但我觉得这只是一个兼职，我是一名兼任CEO的HR。

我们知道，在医院里，某一位专家，他既可能是全国专业领域的顶级教授，同时也可以是医院的院长，是一名兼任院长的教授。那么，我也可以是CHO兼CEO，所以与大家是同行，并最终会回到HR工作中来。

我想，我们大家会永远一路同行，共同努力，找到解决上述三大问题的方法。谢谢大家！

翻译：

A CHO turned CEO’s advice to CHO

In the global top 500 enterprises, no matter Chinese enterprises or foreign enterprises, there are few current ceos with HR professional background, if the number is detailed, ceos generally have technical, marketing, finance and other professional background, why is this situation? Does the HR director not have the competence of the CEO? Or is the position and role of the HR department not being valued by the company? Or, what other reason? Professor Shakhai personally described: An excellent HR to CEO journey.

First, from CHO to CEO, what is the thing I pay the most attention to

The organizing committee asked me to make some suggestions to HR colleagues from the perspective of CEO. So, let me start with the CEO. What are the things I focus on most as CEO? In summary, there are about three things: CXO UNION-CXO联盟（cxounion.cn）

What do companies do? What is the mix of its businesses?

Who should do these things? It’s a matter of personnel. It’s a matter for the personnel department.

Are these things being done? Are you producing good results? Are you following the rules? This is more a matter of strategy execution, as well as a financial, audit and even legal matter. Whether a thing has made a good result, whether it is done according to the rules, and what the result is, is the supervision responsibility of the financial Department and the audit Department; Whether they are doing things according to the rules is what both audit and legal affairs need to pay attention to.

Those are the three things I focus on the most. Among them, my personal experience is that what to do, in which industry is not the most important. Three hundred and sixty lines, the line of the champion, every industry will have a great enterprise. And, since the choice of a certain industry, and the same period of the economy determines that any industry can not always be in a rising state, today’s good industry, may fall tomorrow. So are companies not doing it because of this? For example, the airline, so many planes bought over, it can say let go? For enterprises, because the industry will change, it may catch up with a period of rapid development, more often it will experience the maturity of the industry, or some kind of new normal, which is normal, is the problem that enterprises should be aware of before entering the industry. The birth of a great enterprise is fundamentally a question of who does it.

Therefore, from the perspective of my current position, I think the most critical thing is to choose what kind of person to do such a thing, and the key is whether there is someone who has the ability and level to do it. The planes have been bought, and in most cases it is not easy for companies to exit an industry. So, how to choose the right people to lead the enterprise to continue to move forward in a relatively difficult stage of the industry is exactly the matter of HR.

What HR has to solve is the problem of employing people, who is allowed to do it, who is not allowed to do it, who can enter the game, who should be out of the problem. Because I have 20 years of experience in personnel management, and before joining Founder, I worked as HR in Siemens for eight years, so I know a lot of people in the HR circle. According to my understanding, the current situation of HR is that in solving the problem of who is allowed to do it and who is not allowed to do it, in the core work of HR, and in the aspect that they should play an important role, HR often does not play enough role.

Second, there are three common problems in HR

In my analysis, the reasons for this lie in the following: First, the HR I contact is often not high enough. As an HR person, if you can’t effectively measure who is good and who is not, then the HR person is hardly qualified. In fact, only extraordinary people can create extraordinary performance, and if a company wants to achieve excellence, it must employ top talent. If we use such a standard to measure people, we can easily find that in fact, in our organization, a lot of people should be eliminated. This is my basic requirement for CHO during my tenure in Founder, but in management practice, how do HR people think? They always think that it’s almost done, and they haven’t learned to look at human resource management that way. CXO UNION-CXO联盟（cxounion.cn）

It must be emphasized that only extraordinary people can create extraordinary performance. If we look at ourselves, how many extraordinary people are there inside our company? How many big names in the business? Is our business managed by the most professional and senior people? If the answer is no, then the business cannot do well. If HR doesn’t set his sights high enough, or if he sets his standards low, then he can’t see the problems of the people inside the organization, the problems of the organization. This is a common situation in human resource management in Chinese enterprises.

Second, HR’s view is not clear enough. As a CEO, I particularly hope that HR can give me a clear view, hope that he can help me evaluate whether a person is not good, a team is not good, or a leader is good or not. But in fact, our HR people tend to be ambiguous, they tend to use language like “probably”, “probably”, “almost”, or “in principle… Ought to…” That kind of crap. For the CEO, is a person or a team lower or higher? He’s going down. Who’s coming up? This is fundamental. Objectively speaking, HR is thinking too little about the situation and too much about what the boss is thinking. Because of his deviated thinking, he could not form a clear opinion, so although we all learned a lot of technical methods, we could not give our manager a clear answer at the critical moment.

Third, action. In business management, we often find that after a certain thing is decided, the process of implementation is often not resolute enough, dragging, and lacking a vigorous attitude and style. After I became CEO, I found that after three or five days of assigning things to the vice president, I only wanted to hear two words: “Done”, and other language is icing on the lily. But in fact, often the feedback we managers get is, what is the process of this thing, what are the difficulties in the process, to overcome such difficulties, please make a further decision on something and so on. There is also no manager to constantly supervise and urge, a thing is often difficult to promote. But what do managers want? It is the word “done”, this is the execution. CXO UNION-CXO联盟（cxounion.cn）

It was around 2003, after the U.S. military had successfully captured Saddam Hussein, that the top U.S. officer in Iraq, Brenner, held a press conference. ‘Ladies and gentlemen, we have captured Saddam Hussein, the tyrant is in prison,’ he said at the press conference. Later, the commander in chief of U.S. coalition forces in Iraq wrote a book called “We got him.” As HR, do we have the confidence to proudly say: I hired him, he is already working in the company and so on? In fact, we often lack such boldness, you ask him about the progress of the project, he says, I am working on it, this “in progress” will be delayed indefinitely. And this lack of confidence and pursuit of winning results is actually universal.

Therefore, in a nutshell, my advice to CHO is to first solve the common problems in the HR field. First, the vision is not high enough; Second, the viewpoint is not clear; Third, the action is not resolute.

Third, HR should have the same sense of mission as the boss

So, what has led to this situation in HR? In my opinion, many HR personnel do not form a sense of mission, do not regard the company’s affairs as responsibility, and even lack dreams, so they only go to work and do not pay attention to it. The Communist Party succeeded because it wanted to liberate the whole of China and liberate all mankind. This is the most fundamental difference between her and the ordinary people who just think about one acre of land and three cows. Can our HR practitioners reflect on themselves, and can our CHO ask themselves whether we are on the same channel as the CEO and chairman of the board? If not, how terrible! When we and the CEO’s thinking is not on the same channel, our vision is naturally wrong, the view is naturally wrong, and the action must be wrong. Therefore, I think, as CHO, we should have the ability and confidence to maintain the same channel with the CEO of the enterprise, and can “fly in tandem” with his strategic vision, and can meet the most basic requirements of a large enterprise for CHO. CXO UNION-CXO联盟（cxounion.cn）

Finally, I want to express that I am an HR background, and I am the CEO of CHO. I have been working in HR for 20 years and have taught courses in human resources, so I have a deep affection for this field. Therefore, although I am currently engaged in the CEO position, I feel that it is only a part-time job, and I am an HR who also serves as the CEO.

We know that in a hospital, a specialist can be either the top professor in the country in his field, or he can also be the president of the hospital, a professor who is also the president. Then, I can also be CHO and CEO, so I am with you and will eventually return to HR work.

I think we will always be on our way together, working together to find solutions to these three problems. Thank you all! CXO UNION-CXO联盟（cxounion.cn）

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于华夏基石e洞察；编辑/翻译：CXO UNIONCXO联盟小U。

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