2024年中國CHO研究（CCS）報(bào)告-高潛咨詢HIPO

?中國卓越CHO模型研究方法與受訪樣本選擇 2·HIP()高潛能保持競爭力。中國企業(yè)當(dāng)前的挑戰(zhàn)中國CHO當(dāng)前的挑戰(zhàn)經(jīng)濟(jì)結(jié)構(gòu)與政策環(huán)境變化戰(zhàn)略執(zhí)行與高管建設(shè)的挑戰(zhàn)中國經(jīng)濟(jì)從高速增長轉(zhuǎn)向高質(zhì)量發(fā)展，企業(yè)需從追求規(guī)模和速度轉(zhuǎn)向質(zhì)量與社會(huì)責(zé)任的政策和監(jiān)管力度。管理者應(yīng)在戰(zhàn)略澄清和解碼能力上投入精力，為戰(zhàn)略執(zhí)行提數(shù)字與AI轉(zhuǎn)型數(shù)字化變革對(duì)人力資源管理的影響數(shù)字化變革要求人力資源管理適應(yīng)新的工作模式、技能需求證靈活性與團(tuán)隊(duì)效能。人工智能與自動(dòng)化的興起促使職能轉(zhuǎn)2·HIP()高潛中國企業(yè)當(dāng)前的挑戰(zhàn)中國CHO當(dāng)前的挑戰(zhàn)人力資源管理的復(fù)雜性一代員工的期望與過往不同。代際管理與員工幸福感的挑戰(zhàn)后疫情時(shí)代，靈活的工作制度為員工提供了更多選擇和生活負(fù)荷工作和加班問題嚴(yán)重影響員工幸福感，關(guān)注勞動(dòng)法合規(guī)并結(jié)合靈活工作制度保障員工權(quán)益至關(guān)重要。針對(duì)年輕一代文化多樣性和本土化需求持續(xù)構(gòu)建人才競爭優(yōu)勢的壓力人才是企業(yè)發(fā)展的核心。技術(shù)進(jìn)步和工作性質(zhì)變化要求企業(yè)化能力和國際人才流動(dòng)性管理也是關(guān)鍵。企業(yè)應(yīng)推動(dòng)跨文化培訓(xùn)和全球人才交流項(xiàng)目，幫助員工理解并適應(yīng)外國文化和上的競爭力。要深刻理解中國的獨(dú)特市場環(huán)境和政策導(dǎo)向，制定切實(shí)可行的人力資源戰(zhàn)略。值的研究還不夠深入和系統(tǒng)。2·HIP()高潛量發(fā)展。為首次嘗試，這項(xiàng)研究將繼續(xù)隨著中國商業(yè)環(huán)境的快速變化而不斷演進(jìn)。動(dòng)企業(yè)成功變革中發(fā)揮關(guān)鍵作用。中發(fā)揮獨(dú)特的引領(lǐng)作用。2·HIP()高潛2.1研究過程與研究方法此次研究采用多種方法校驗(yàn)設(shè)計(jì)，利用三角互證法來確保模型有效性。三角互證法是質(zhì)性研究中保證結(jié)論有進(jìn)一步分析這些場景中所需的能力素質(zhì)。核心職責(zé)關(guān)鍵挑戰(zhàn)戰(zhàn)略性工作場核心職責(zé)關(guān)鍵挑戰(zhàn)戰(zhàn)略性工作場景能力素質(zhì)本研究采用行為事件訪談法，對(duì)國內(nèi)企業(yè)的CHO代表進(jìn)行成功案例的深度傳統(tǒng)的能力建模方法通常通過對(duì)比高績效組和低績效組人員的訪談差異來得出結(jié)論。然而，本研究旨在構(gòu)建采用對(duì)訪談內(nèi)容的戰(zhàn)略相關(guān)性進(jìn)行區(qū)分的差異對(duì)比分析的方式，進(jìn)行解碼分析。2·HIP()高潛不同情境中體現(xiàn)的能力和素質(zhì)差異。2.能力素質(zhì)分類：將不同故事類型中體現(xiàn)的能力素質(zhì)分成日常工作所需的能力、與戰(zhàn)略相關(guān)性不大的必備得到，第四類是通過外部專家研討和外部研究進(jìn)行有效補(bǔ)充。國卓越CHO模型搭建的重要參考。2.2受訪樣本選擇A.國央企2·HIP()高潛B.在華外資企業(yè)(2)母公司全球行業(yè)排名前五。C.民營企業(yè)(1)營收規(guī)模30億人民幣以上或員工在5,(2)在國內(nèi)同行業(yè)中營收規(guī)?；蛐б嫣幱谇拔?。D.創(chuàng)新創(chuàng)業(yè)型企業(yè)(1)公司存續(xù)五年及以上且員工數(shù)超過500人；2·HIP()高潛2·HIP()高潛3.1中國卓越CHO的五大職責(zé)升高管團(tuán)隊(duì)共識(shí)和戰(zhàn)斗力的使命。嚴(yán)格選拔進(jìn)入高管團(tuán)隊(duì)的成員并加強(qiáng)團(tuán)隊(duì)的凝聚力，幫助企業(yè)一把手組建中國企業(yè)正在經(jīng)歷從高速度增長到高質(zhì)量增長的轉(zhuǎn)型，卓越的CHO肩負(fù)助力公司在轉(zhuǎn)變?cè)鲩L方式的過程中注重構(gòu)建面向未來的人才梯隊(duì)，特別是培養(yǎng)年輕一代應(yīng)對(duì)不確定性的韌性和終身學(xué)習(xí)能力，以適應(yīng)多樣化的續(xù)發(fā)展。數(shù)字化新科技應(yīng)用和可持續(xù)發(fā)展的敏捷組織作為關(guān)鍵目標(biāo)，主導(dǎo)并引領(lǐng)組織變革，確保組織在不斷變化的商業(yè)環(huán)境中可持續(xù)地發(fā)展。2·HIP()高潛3.2中國卓越CHO的高價(jià)值場景高價(jià)值場景是CHO在實(shí)際工作場景中推動(dòng)企業(yè)發(fā)展和變革的具體體更好地理解CHO在不同情境下如何發(fā)揮其核心職責(zé)，以實(shí)現(xiàn)企業(yè)的戰(zhàn)略目標(biāo)。選拔筑建卓越高管團(tuán)隊(duì)選拔筑建卓越高管團(tuán)隊(duì)敢于對(duì)高管團(tuán)隊(duì)的進(jìn)出建言獻(xiàn)策，在組織內(nèi)外選拔并筑建具有卓越領(lǐng)導(dǎo)力、創(chuàng)造力和執(zhí)行力的高管團(tuán)隊(duì)。提升高管團(tuán)隊(duì)共識(shí)和戰(zhàn)斗力提升高管團(tuán)隊(duì)共識(shí)和戰(zhàn)斗力增進(jìn)高管團(tuán)隊(duì)凝聚力增進(jìn)高管團(tuán)隊(duì)凝聚力成為行業(yè)標(biāo)桿。2·HIP()高潛推動(dòng)組織全面戰(zhàn)略解碼推動(dòng)組織全面戰(zhàn)略解碼一套可以推廣使用的管理規(guī)則，助力公司持續(xù)發(fā)展并成為行業(yè)標(biāo)桿。引進(jìn)領(lǐng)軍人才引進(jìn)領(lǐng)軍人才和價(jià)值觀一致的領(lǐng)軍人才，是企業(yè)提升行業(yè)中的領(lǐng)導(dǎo)地位和保持可持續(xù)競爭力的重要舉措。2·HIP()高潛挑戰(zhàn)和機(jī)遇。數(shù)量卻跟不上公司發(fā)展的速度，直接導(dǎo)致了商品開發(fā)質(zhì)量的下降并進(jìn)一步導(dǎo)致了推動(dòng)公司戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。這一套完善的人才培養(yǎng)方案已成為公司內(nèi)部管理規(guī)范的一部分。洞察并促動(dòng)變革時(shí)機(jī)洞察并促動(dòng)變革時(shí)機(jī)能夠利用這些洞察來制定變革策略、創(chuàng)造變革的緊迫感并確保變革措施在最適合的時(shí)間得以實(shí)施，最大化組織的競爭優(yōu)勢和可持續(xù)發(fā)展。統(tǒng)籌資源并推進(jìn)變革統(tǒng)籌資源并推進(jìn)變革作用。這包括確定變革所需的關(guān)鍵人才及其他相關(guān)資源，并確保這些資源在變革過程中得到最有效織朝著可持續(xù)發(fā)展和敏捷性發(fā)展方向邁進(jìn)，確保組織的長遠(yuǎn)成功。2·HIP()高潛將使命愿景融入文化將使命愿景融入文化使員工能夠感受到組織的關(guān)愛和支持。使文化成為組織可持續(xù)發(fā)展的競爭優(yōu)勢使文化成為組織可持續(xù)發(fā)展的競爭優(yōu)勢將文化作為組織的核心競爭力，引導(dǎo)員工在正確的價(jià)值觀體系中成長和發(fā)展。通過將文化與業(yè)務(wù)策略相互融夠成為組織可持續(xù)發(fā)展的關(guān)鍵競爭優(yōu)勢。北京某環(huán)球度假區(qū)將員工體驗(yàn)視為核心價(jià)值觀之一，CHO借3.3中國卓越CHO的核心能力項(xiàng)下的核心能力項(xiàng)為卓越CHO持續(xù)的自我修煉指明了方向。2·HIP()高潛列措施。續(xù)發(fā)展。2·HIP()高潛來的關(guān)鍵崗位人才供應(yīng)鏈體系。以促進(jìn)員工數(shù)字素養(yǎng)的提升并滿足不同崗位的培訓(xùn)需求。2·HIP()高潛社會(huì)價(jià)值的共贏。3.4中國卓越CHO的通用素質(zhì)卓越CHO在BANI時(shí)代除了需要具備的上述關(guān)鍵能力項(xiàng)外，還需要特別具備五個(gè)關(guān)聯(lián)內(nèi)在的通用素質(zhì)。堅(jiān)韌進(jìn)取多元包容?尊重差異：理解并尊重團(tuán)隊(duì)中不同背景和特征的成員?公平公正：促進(jìn)高效合作和創(chuàng)新，確保勇氣擔(dān)當(dāng)?領(lǐng)導(dǎo)團(tuán)隊(duì)：能夠帶領(lǐng)團(tuán)隊(duì)穿越復(fù)雜和不確定的環(huán)境，成為變革的領(lǐng)導(dǎo)者和團(tuán)隊(duì)的榜樣。守正利他主動(dòng)影響在五大核心職責(zé)上的內(nèi)在修煉和能力。2·HIP()高潛制定針對(duì)性的改進(jìn)計(jì)劃，以提升自己的綜合素質(zhì)和領(lǐng)導(dǎo)力。五大核心職責(zé)上的內(nèi)在修煉和能力。與CEO共識(shí)期望與CEO共識(shí)期望對(duì)未來的清晰期許。全面了解公司戰(zhàn)略前公司存在的問題和挑戰(zhàn)。提供人力資源視角建議共識(shí)CHO角色和責(zé)任立起對(duì)未來的清晰期許。HR從優(yōu)秀到卓越的發(fā)展利器助CHO錨定邁向更高維度的卓越行為。發(fā)展需求。2·HIP()高潛實(shí)的人力資源基礎(chǔ)。持續(xù)學(xué)習(xí)復(fù)雜的人力資源問題提供更多思路；參加跨行業(yè)的交流活動(dòng)，借鑒不同行業(yè)的優(yōu)秀人力資源管理經(jīng)驗(yàn)。高管團(tuán)隊(duì)培養(yǎng)高管團(tuán)隊(duì)培養(yǎng)時(shí)期也能夠帶領(lǐng)團(tuán)隊(duì)朝著成功的方向前進(jìn)。業(yè)務(wù)部門高管可以從五大方面借鑒CHO模型：成為卓越高管尋求業(yè)務(wù)保障業(yè)務(wù)部門高管需要結(jié)合業(yè)務(wù)戰(zhàn)略發(fā)展和重點(diǎn)，前瞻性思考對(duì)組織和人才的需求，尋求對(duì)業(yè)務(wù)目標(biāo)實(shí)現(xiàn)的全方位保障。發(fā)揮人才優(yōu)勢基于公司人才戰(zhàn)略和業(yè)務(wù)發(fā)展要求，業(yè)務(wù)部門高管可以協(xié)同HR部門探討未來關(guān)鍵人才需求并開展前瞻性擁抱組織變革業(yè)務(wù)部門高管需要對(duì)組織內(nèi)外部環(huán)境保持敏銳，在企業(yè)的組織變革浪潮中積極擁抱變革，通過動(dòng)深入理解變革的背景和目的，幫助團(tuán)隊(duì)快速理解和適應(yīng)變化。助力文化塑造2·HIP()高潛主動(dòng)將公司核心價(jià)值觀和企業(yè)文化與業(yè)務(wù)策略相融合，引導(dǎo)員工在工作中持續(xù)提升向心力和凝聚力，形成組織的獨(dú)特競爭優(yōu)勢。2·HIP()高潛目團(tuán)隊(duì)的核心目的就是要做一個(gè)公益性、學(xué)術(shù)性的研究，型研究并非易事?？赡芎w所有類型的企業(yè)。但這只是進(jìn)一步深入研究的開始。在未來的版本中，我們可以增加對(duì)不同行業(yè)與地域潛在差異的分析章節(jié)，并加入CEO對(duì)人力資源部門的期望借鑒使用研究成果。我們希望本研究報(bào)告的企業(yè)創(chuàng)造無可估量的價(jià)值，為員工帶來更多幸福與滿足。最后，我們對(duì)所有人力資源從業(yè)者表達(dá)最誠摯的祝愿，并期待他們?yōu)橥苿?dòng)中國乃至全球企業(yè)的發(fā)展作出更大2·HIP()高潛多樣性。訪談?wù)叩墓适率录M(jìn)行深入挖掘和交叉核對(duì)，讓其回顧事件發(fā)生的細(xì)節(jié)，從而采集到有效數(shù)據(jù)用于下一步的分析的訪談方法。進(jìn)行深入分析和編碼，以揭示被訪談?wù)叩膭偃翁卣骱秃诵乃刭|(zhì)。?核心能力項(xiàng)：指卓越CHO在履行核心職責(zé)時(shí)所具備的崗位關(guān)鍵素質(zhì)能力。這些能力是具有戰(zhàn)略區(qū)分度的與戰(zhàn)略的相關(guān)度不大，但能夠體現(xiàn)卓越CHO的綜合2·HIP()高潛致謝源高管和專業(yè)人士。女士等多位專家教授對(duì)本項(xiàng)目的支持！感謝北大國發(fā)院王欣老師和CHO100秘書感謝高潛咨詢公司顧問團(tuán)隊(duì)的專業(yè)貢獻(xiàn)！感謝知名CEO教練張偉俊先生所給出的挑戰(zhàn)性意見！提供過人才研究和數(shù)字模型咨詢服務(wù)。她為本項(xiàng)目培訓(xùn)并認(rèn)證了多位BEI訪談員和解碼員，并參與了文獻(xiàn)研究和報(bào)告撰寫等工作。本項(xiàng)目發(fā)起人及總負(fù)責(zé)人呂守升先生代表項(xiàng)目組全體成員，謹(jǐn)向所有為CCS項(xiàng)目作出貢獻(xiàn)的各位同仁致敬！學(xué)術(shù)指導(dǎo)主任學(xué)術(shù)執(zhí)行主任項(xiàng)目總負(fù)責(zé)人學(xué)術(shù)顧問文獻(xiàn)研究及學(xué)術(shù)指導(dǎo)老師曹仰峰(北大光華管理實(shí)踐教授)王嵐(北大國發(fā)院教師)2·HIP()高潛陳雪萍杜以玲郭美峰黃慶海李茹李瑋李迎春李真李震梁嵐劉佳劉明馬悅潘楚楚邱向群沈雁王欣王月然吳孟捷吳政鐸徐藝宸楊彤尹冬梅張西娟趙芳周雪岑穎寅陳瑋陳雪萍程磊高嵐郭美峰郝欣李婕李茹李項(xiàng)目支持單位易才集團(tuán)愿我們的研究成果能為行業(yè)發(fā)展做出貢獻(xiàn)！2·HIP()高潛參考文獻(xiàn)Abdullah,A.H.,etal.(2011).ThedevelopmentofhumanresourcepractitionercompetencymodelperceivedbyMalaysianhumanresourcepractitionersandconsultants:Astructuralequationmodeling(SEM)approach.InternationalJournalofBusinessandManagement,6(11).Abt,M.,&Knyphausen-Aufse?,D.(2016).Chiefhumanresourceso?cersontopmanagementteams:Anempiricalanalysisofcontingency,institutional,andhomophilyantecedents.BusinessResearch,10(1),49-77.Ackah,C.,&Heaton,N.(2003).Humanresourcemanagementcareers:Di?erentpathsformenandwomen?CareerDevelopmentInternational,8(3),134-142.Adams,A.(2011).MappingastrategicapproachtoHRleadership.StrategicHRReview,11(1),31-36.Ahmad,A.,etal.(2015).HRprofessionals’e?ectivenessandcompetencies:AperceptualstudyinthebankingsectorofPakistan.InternationalJournalofBusinessandSociety,16,201-220.Akbar,R.,&Akbar,A.(2012).HumanresourcemanagementcompetencymodelforPakistanibankingcompanies.Appelbaum,N.,Liang,C.,Whitney,S.,Christner,J.,Tran,T.,&McDeavitt,J.(2022).Whatbusinesscompetenciesareneededforthemodernphysicianleaderandwhen.PhysicianLeadershipJournal,9(2),39-45.Barrick,M.,Thurgood,G.,Smith,T.,&Courtright,S.(2015).Collectiveorganizationalengagement:Linkingmotivationalantecedents,strategicimplementation,and?rmperformance.AcademyofManagementJournal,58(1),111-135.Bartlett,K.R.,Lawler,J.,Bae,J.,Chen,S.J.,&Wan,D.(2002).Di?erencesininternationalhumanresourcedevelopmentamongindigenous?rmsandmultinationala?liatesinEastandSoutheastAsia.HumanResourceDevelopmentQuarterly,13(4),383-405.Bartram,T.,etal.(2019).Acomparisonofcontemporaryhumanresourcemanagementandemploy-mentrelationspracticesofJapaneseandUSmultinationalcorporationsubsidiaries:Evidencefromfourcountries.RelationsIndustrielles/IndustrialRelations,74(4),742-779.Blokker,R.,Akkermans,J.,Tims,M.,Jansen,P.,&Khapova,S.(2019).Buildingasustainablestart:Theroleofcareercompetencies,careersuccess,andcareershocksinyoungprofessionals'employability.JournalofVocationalBehavior,112,172-184.Boselie,P.,&Paauwe,J.(2005).HumanresourcefunctioncompetenciesinEuropeancompanies.PersonnelReview,34(5),550-566.Boyatzis,R.(1982).Thecompetentmanager:Amodelfore?ectiveperformance.NewYork:Wiley.Boyatzis,R.(1998).Transformingqualitativeinformation:Thematicanalysisandcodedevelopment.ThousandOaks,CA:Sage.Braun,V.,&Clarke,V.(2006).Usingthematicanalysisinpsychology.QualitativeResearchinPsycholo-gy,3(2),77-101.Brewster,C.,etal.(2000).HRcompetenciesandprofessionalstandards.2·HIP()高潛Caldwell,R.(2001).Champions,adapters,consultantsandsynergists:ThenewchangeagentsinHRM.HumanResourceManagementJournal,11(3),39-52.Carmeli,A.,&Tishler,A.(2006).Therelativeimportanceofthetopmanagementteam'smanagerialskills.InternationalJournalofManpower,27(1),9-36.Conner,T.S.,Tennen,H.,Fleeson,W.,&Barrett,L.F.(2009).Experiencesamplingmethods:Amodernidiographicapproachtopersonalityresearch.SocialandPersonalityPsychologyCompass,3(3),292-313.Cooke,F.L.,&Kim,S.(2018).RoutledgehandbookofhumanresourcemanagementinAsia.Engels,N.,etal.(2021).CHRO?rmdinosaurversusCHROrolegorilla:thee?ectofCHROcompanyandroletenureon?rms’socialperformance.JournalofBusinessEconomics,92(6),929-954.Farndale,E.,Paauwe,J.,&Boselie,P.(2010).Anexploratorystudyofgovernanceintheintra‐?rmhumanresourcessupplychain.HumanResourceManagement,49(5),849-868.Flanagan,J.C.(1954).Thecriticalincidenttechnique.PsychologicalBulletin,51(4),327.Gubbins,C.,&Garavan,T.(2015).Socialcapitale?ectsonthecareeranddevelopmentoutcomesofHRprofessionals.HumanResourceManagement,55(2),241-260.Guest,D.(1987).Humanresourcemanagementandindustrialrelations.JournalofManagementStudies,24(5),503-521.Gutierrez,B.,Spencer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