执行力三大流程1：人员流程

人员流程

PEOPLE PROCESS

The people process makes the link with strategy and operations. It's the people of an organization who make judgments about how markets are changing, create strategies based on those judgments, and translate the strategies into operational realities.【translate ... into 把... 转变成 ...】.

人员流程比战略流程或营运流程都显得重要，因组织毕竟要靠人来判断市场变化，并根据这些判断来制定战略，再将战略转化为现实的营运。如果没把人员流程做好，你绝对无法让企业的潜力完全发挥.

人员流程的三大目标

THREE THING OF PEOPLE PROCESS

A robust people process does three things【robust[❒☜♌✈♦♦]健全的】健全人员流程的三项目标：

(1)It evaluates individuals accurately and in depth精确深入地评价每位员工

(2)It provides a framework for identifying and developing the leadership talent—at levels

and of all kinds—the organization will need to execute its strategies down the road提供鉴别与培养各类领导人才的架构，以配合组织未来执行战略的需要.

(3)It fills the leadership pipeline that's the basis of a strong succession plan.【succession

[♦☜♦♏☞☜⏹] 连续, 继承】充实领导人才库，以作为健全接班计划的基础

V ery few companies accomplish all of these objectives well. One of the biggest

shortcomings of the traditional people process is that it’s backward-looking, focused

on evaluating the jobs people are doing today. Far more important is whether the

individuals can handle the jobs of tomorrow.

Too often companies wait until the financial results are in before making corrections in

key leadership positions. By then, the damage is done.

Yes, the man had run the Brazilian plant very well, but he was a technical professional,

not a general manager. He did not understand the ins and outs of relationships with

customers, markets, pricing, and the relationships you have to develop and maintain

with various government authorities in a country like Indonesia. He had no ability to

move in political circles—a prerequisite for doing business there. He did not see the

total picture and did not have the full measure of how a business makes money, which

is the heart of the skill known as business acumen. He was naïve as a businessman and

didn’t know how to pick the right local people. And there was no real contact between

him and headquarters—where nobody knew anything about Indonesia either. None of

the top twenty executives had been there, even on vacation. They got their location

advice from a U.S. consulting firm, which didn’t do anything to prepare them for the

realities of doing business there.

How could the company have poured a quarter of a billion dollars into Indonesia

without ensuring that its people knew how to run a business there? The CEO had

picked this manager on the theory that they needed someone with strong technical

strengths, and that somebody from one developing country would be able to handle

another developing country. He didn’t have a people process yielded information about

the man’s leadership qualities or business acumen.

These kinds of decisions—putting the wrong people in place to execute a key part of a

business’s strategy—are common. Whether they’re expanding abroad or launching a

new domes tic plan, far too many leaders don’t ask the most basic questions: Who are

the people who are going to execute that strategy, and can they do it?

人员流程的四项关键作法

1.人员流程与战略流程和营运流程连接

人员流程的第一项关键做法是，与战略流程的短、中、长期的阶段性目标，乃至于营运计划的目标连接起来。通过这样的连接，企业的领导者得以确保内部人力在素质和数量上，均能配合战略执行的需要，也有助于找出企业下一年度的挑战性任务。

2.建构领导人才补给线

透过《领导能力评估摘要表》（包括持续改善摘要表、接班人深度分析与人员流失风险分析）来建构领导人才储备库。