关于作者：

Philip Teal 菲利普·蒂尔

国际人才与组织发展专家

澳大利亚太平绅士，人才与组织发展在研博士，MBA工商管理硕士，在中国从事企业管理咨询与人才培养发展工作14年。2011年加入聚成股份，担任研发顾问，启动聚成CTE人才卓越中心(Center of Talent Excellence)，致力于为中国成长型企业开发人才管理实战解决方案。

1988年，Philip老师在悉尼水务局争取到一份HR实习生机会，自此一直专注人力资源管理事业。过去20多年，Philip老师在亚太地区和中国曾服务的部分企业包括：华为、美的、TCL、南航、中国移动、京信通信、中国大酒店、泛亚太资产管理、德赛律师事务所、西门子、微软中国、先灵药业、派克笔、蒂森克虏伯不锈钢、埃克森美孚石油、佐敦远洋制漆、曼罗兰印刷、美泰玩具、可口可乐、卡夫、绿箭、美赞臣、雅芳等。专业领域涉及：企业战略规划退思会(Retreat)、领导力教练(Coaching)、企业高层定制化MBA课程开发(Customised MBA)、专家专才与创新管理(CEST)、人力资源实战导师培养(HR Facilitator)、民营企业家才富管理(STM)。希望在三茅社区与各位人力资源从业者们进行互动交流，聆听需求，分享见解，发现人才。

前言

创业创新之路很漫长，也很艰辛。我曾经研究过那些取得了卓著成绩的各国企业家们，他们在创业的每一个关键阶段，在最严峻的商业困境面前，如何转危为机、运筹帷幄，成为我们心目中的传奇人物。我真诚的希望与你分享其中的一些智慧。

随着国际化和互联网的快速发展，我们的生活和消费习惯每天都在发生着变化，企业靠抢占地方市场而获得优势的时代早已经过去了。以线下销售渠道为主的传统企业，在淘宝和京东商城的猛烈冲击下，开始奋起搭建自己的电商平台。全世界的企业，都在全世界范围内寻找具备互联网思维的电商人才。一些领先企业已经悄悄采用全新的人才策略，用特色的企业文化，新的领导力风格和灵活的工作方式，吸引那些有创造力、懂互联网的优秀人才加入他们的阵营。

我希望与大家交流，尽己之力帮助企业找到适合的人才战略，使人才成为企业未来发展的价值引擎。

Running an entrepreneurial business is always tough & challenging . I sincerely hope you will gain valuable insights from leading entrepreneurs that I’ve studied from all over the world, on how they have been able to tackle their toughest business challenges at each and every key stage of their journeys to become the legends we hold them now to be.

As most of us are well aware, the fast-changing ways consumers purchase products and services today means the concept of the ‘local market place’ is a phenomena of the past.  Traditional store-based retail distribution channels are quickly being overshadowed by on-line platforms such as Alibaba’s ‘Taobao’ and jd.com. With this in mind DME all over the world are searching for creative, open minded talent that understand and thrive in this virtual market mind space. Leading entities today have come to realise in order for them to attract, fully engage, leverage their talent, a new workplace culture, and a new leadership style and flexible work-place practices are essential otherwise their talent will walk.

I will try my best to help entrepreneur & HR Professionals in China to accelerate DME business development through the better leveraging of the talents of their people.

趋势1: 人力，从资源到资本，进而成为价值引擎的飞跃

今天，中国和世界各地的企业乃至政府机构，都在全球范围内不惜成本地搜罗顶级人才。企业过去通过垄断稀缺资源，控制销售渠道所实现的竞争壁垒，在移动互联网和电商浪潮的冲击下，不再牢不可破。拥有顶级人才，并充分发挥他们的创造力，才是今天商业组织立足和成功的关键。很牛的产品，聪明的策略，更快的速度，更高的品质，我们期待的每一项突破都来源于人的创造。

Today organisations including DME, SOE, MNC and even government departments are going to extreme lengths to attract and retain quality talent. Leading to the phenomena that commercial success is being achieved not through strategic control of scarce resources and distribution channels like in the past, but through harnessing their organisation's ‘core talent’s minds’. From conceiving new product ideas, to solving operational challenges to reducing costs and increasing quality etc. The advantages to be gained through the leveraging of talent has become the key to gaining and sustaining competitive advantage in our globalised market place today.

趋势2：提升员工敬业度，将成为战略型HR的日常工作

我们都在寻求，提高员工绩效的方法。有时候，真想成为员工肚子里的蛔虫，弄清楚他们究竟在想什么，虽然答案可能是千差万别的，但有一点我们可以确信，敬业度高的员工对公司的贡献一定更加突出。全球化的最佳实践研究不断证实，员工敬业度高，离职率和旷工率会有所降低，工作效能和士气状态则会随之提升。

事实上，当员工敬业度提高的时候，客户的满意度也会提高，甚至有可能为企业带来更大的利润空间。几乎所有的战略型HR，都应该将更多的精力放在如何提高员工敬业度上，因为这直接关乎企业的销售额、利润率以及人力资本回报。

国内的创业企业和成长型企业，虽然没有外企、国企和政府机构那么强大的雇主品牌吸引力，但我们却拥有更多灵活性、个性化的优势，去吸引那些同样具有创业创新精神的高潜力人才。大多数新生代人才受过良好的基础教育，他们敢于突破，想要证明自己，只要恰当的引导和帮助，他们很容易投入到一项自己认为值得的工作当中，并且全力以赴。新的思路，新的合作机会，新的商业情报，会在这个过程中不断的产生，成熟，有一些会被暂时搁置，另一些则会转化成有价值的商业成果。

如果你想激发员工的热情和敬业精神，不仅要适度授权，让员工获得自由创造的空间。而且，你需要像朋友一样经常和他们沟通，支持他们，鼓励他们，帮助他们在向领导汇报时更好地表达自己的想法。

While we can’t open up our employee’s heads to peer inside and tinker around to figure out how we may improve their work performance. What we do know with confidence is; highly engaged employees contribute significantly more towards business results. Best practice studies in 3M, Infosys, and Schlumberger, conclusively demonstrate high employee engagement reduces turnover and absenteeism (both reduce productivity and increase costs).

Further more there is substantial evidence linking positive employee engagement to higher customer service satisfaction and with it larger profit margins. Therefore as strategic HR you can bank on the fact that if your employees are highly engaged in their work you’ll enjoy higher sales volume, higher profitability margins and overall greater returns on your assets.

As DME while we don’t have the same employer brand appeal large MNC, MLC, SOE and government departments have, one advantage we can leverage is to establish close personal relationships with our Hi-Po talent. Fostering ‘intrapreneurial spirit’ encourages creative thinking directed towards innovation from within. If encouraged this will lead to a steady flow of new ideas that could possibly mature into lucrative business gains. Generally intrapreneurs grow into top talent recognised for their high commitment to continuous performance improvement in support of the business’s development.

To ignite such passion within your Hi-Po talent its important to develop the feeling you are empowering them to a certain degree to determine how they can best contribute to the company’s future development.Its important they feel their voice is being heard by leadership and that their suggestions or recommendations matter.

趋势3：创业浪潮涌现，中小企业将面临更为严重的人才困境

在中国经营企业，意味着要在世界上竞争最激烈的市场立足。对外，我们要与对手抗衡；对内，吸引和激励人才不得松懈，还要提防核心人才出走创业。我并不是危言耸听，在全球化进程和移动互联网推波助澜的影响下，企业早已经被卷入到一场残酷的人才战争当中。

过去找工作，求职者会去人才市场，或者在前程无忧、智联招聘上发布简历，然后等候企业的面试邀请。现在，求职者会先上企业的网站看看，去百度搜索一下网友的评论，再去朋友圈找了解企业真实情况的人聊一聊，他们会先对企业进行综合的评估，包括老板和领导团队的实力，成长机会，工作环境等等，然后才决定是否答应招聘经理的邀请前去面试。

很多HR朋友向我讲述过他们招聘主管级、经理级人员的经历。他们仔细的筛选过每一份简历，那些看起来最适合的人选，毕业于不错的院校，对工作经验和技能的描述也十分符合要求，在多轮面试中都表现出了极强的适应性和潜力，甚至在试用期工作也很优秀，可是转正之后，他们的表现却远低于我们原先的预期。他们不愿意付出更多的努力与企业一起成长，对工作任务和团队成员比较挑剔，如果找到对自己更有利的机会，无论他们在一个多么关键的岗位或正在参与一个多么重要的项目，他们都毫不犹豫的选择了短期内快速离职。

As dramatic as this sounds, the harsh reality is we as DME’s are all embroiled in a ‘war for talent’. Doing business in China is renowned as being the most competitive market in the world. Not only in terms of competing against rivals, but also in terms of attracting and retaining high quality talent that enable successful and development in the future.

Talent pay less attention to traditional media to find a job instead uploading their resume in online recruiting sites such as Zhaopin, 51job and CJOL. At the same studying prospective employer websites to determine are they a favourable career development platform. Forming an impression based on their view of your website as well as social media comments shared about you the leader and your company as a place to work. If negative comments are shared its likely they will not apply for any job posts you are seeking candidates to apply for.

Lets look at the dilemma of hiring ‘experienced white-collar’ talent for mid-level management roles. What tends to happen is we have a sea of academically qualified individuals out there that appear on paper the right technical skills and experience we’re looking for. However, while they interview well and perform well during their probation period, over time they tend not to meet our full expectations once they’re confirmed. Disturbingly though, its rare that we see individual initiative and serious investment in the organisation’s future development. At the same time there is an attitude that if we don’t meet their high expectations for career advancement, they’ll quickly become disengaged and look for alternative opportunities.

趋势4：完成基础工作的事务型HR将逐渐被第三方服务取代

在多数企业中，HR很难获得较高的行政管理职位。究其原因，关键在于HR将主要精力集中在职能性工作上，而非放在直接影响企业绩效的关键任务上。企业领导者通常会将对一个人价值的评判与他对企业最终收益的贡献直接挂钩。

企业新一轮的的转型升级发展正在对人力资源管理工作提出更高的要求。我们看到，很多企业的行政人事经理正在从繁多的日常事务中抽身出来，成为总裁和总经理的得力助手，开始主导一些具有战略意义的核心人才储备、培养发展和绩效管理工作。

越来越多的HR从业者们，开始在工作中运用先进的人力资本管理理念和方法。当你能够持续为企业带来“积极的改变”和“创新的思路“时，你在老板心目中的地位和在员工中的影响力也会迅速提升，这也是你从事务型HR向战略型HR转变的必然路径。

In most organisations its difficult for HR practitioners to rise up to higher executive positions.The main reason for this, is HR tend to focus mainly on functional responsibilities and not key initiatives that impact directly on corporate performance. Typically, Senior leaders view a person’s worth on how they directly affect bottom line financial results.

The most significant trend for all of us to keep in mind is that the field of HRM is evolving quickly from what was a low value office administration support function, into a much more highly visible and strategic value driving enabler for organisation development.

New HCM thinking, analytic tools and best practices are seen as the next big break-through for gaining and sustaining competitive advantage. When you can focus on ‘tactical change initiatives’ and ‘strategic innovation’ as your value contribution to company competitiveness, your ‘worth’ within will be recognised, this is the way enabling you to become a strategic HR.