執(zhí)行力：人員流程：建立領(lǐng)導(dǎo)補給線、處理績效差的員工

1、人員流程的四項關(guān)鍵作法人員流程與戰(zhàn)略流程和營運流程連接人員流程的第一項關(guān)鍵做法是，與戰(zhàn)略流程的短、中、長期的階段性目標(biāo)，乃至于營運計劃的目標(biāo)連接起來。通過這樣的連接，企業(yè)的領(lǐng)導(dǎo)者得以確保內(nèi)部人力在素質(zhì)和數(shù)量上，均能配合戰(zhàn)略執(zhí)行的需要，也有助于找出企業(yè)下一年度的挑戰(zhàn)性任務(wù)。建構(gòu)領(lǐng)導(dǎo)人才補給線透過領(lǐng)導(dǎo)能力評估摘要表（包括持續(xù)改善摘要表、接班人深度分析與人員流失風(fēng)險分析）來建構(gòu)領(lǐng)導(dǎo)人才儲備庫。接班深度與人才流失風(fēng)險分析：要進行人才規(guī)劃，并為高潛力員工建立領(lǐng)導(dǎo)人才儲備管道。人才評估talent review 是人員流程中主要的社會運作機制。處理績效差的員工最好的人員流程也不見得永遠(yuǎn)做到適才適所，而且也

2、不能保證人人都績效優(yōu)良。有的人無法勝任，有的人根本就應(yīng)該請他走路。人員流程的最后的考驗，就在于主管能否清楚區(qū)分這兩類員工，以及能否適當(dāng)?shù)夭扇∫恍o法回避的痛苦行動。但要注意，即使請人走路，也要讓離職者維持尊嚴(yán)。這對強化績效文化的正面特質(zhì)是很重要的。人力資源與企業(yè)營運成果的連接人力資源必須整合到企業(yè)流程中去，并與戰(zhàn)略流程和營運流程連接起來。The leadership assessment summary領(lǐng)導(dǎo)能力評估摘要表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 ( 一般講， performance 占權(quán)重 80% ， behavior 占 20%（ 80： 20 規(guī)則） ) 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出師表兩漢：諸葛亮先帝創(chuàng)業(yè)未半而中道崩殂，今天下三分，益州疲弊，此誠危急存亡之秋也。然侍衛(wèi)之臣不懈于內(nèi)，忠志之士忘身于外者，蓋追先帝之殊遇，欲報之于陛下也。誠宜開張圣聽，以光先帝遺德，恢弘志士之氣，不宜妄自菲薄，引喻失義，以塞忠諫之路也。宮中府中，俱為一體；陟罰臧否，不宜異同。若有作奸犯科及為忠善者，宜付有司論其刑賞，以昭陛下平明之理；不宜偏私，使內(nèi)外異法也。侍中、侍郎郭

10、攸之、費祎、董允等，此皆良實，志慮忠純，是以先帝簡拔以遺陛下：愚以為宮中之事，事無大小，悉以咨之，然后施行，必能裨補闕漏，有所廣益。將軍向?qū)櫍孕惺缇?，曉暢軍事，試用于昔日，先帝稱之曰以為營中之事，悉以咨之，必能使行陣和睦，優(yōu)劣得所?！澳?”，是以眾議舉寵為督：愚親賢臣，遠(yuǎn)小人，此先漢所以興隆也；親小人，遠(yuǎn)賢臣，此后漢所以傾頹也。先帝在時，每與臣論此事，未嘗不嘆息痛恨于桓、靈也。侍中、尚書、長史、參軍，此悉貞良死節(jié)之臣，愿陛下親之、信之，則漢室之隆，可計日而待也。臣本布衣，躬耕于南陽，茍全性命于亂世，不求聞達(dá)于諸侯。先帝不以臣卑鄙，猥自枉屈，三顧臣于草廬之中，咨臣以當(dāng)世之事，由是感激，遂許先帝以驅(qū)馳。后值傾覆，受任于敗軍之際，奉命于危難之間，爾來二十有一年矣。先帝知臣謹(jǐn)慎，故臨崩寄臣以大事也。受命以來，夙夜憂嘆，恐托付不效，以傷先帝之明；故五月渡瀘，深入不毛。今南方已定，兵甲已足，當(dāng)獎率三軍，北定