员工培训英文文献及译文 第4页
of individual capabilities. The kind of training that really makes a difference has nothing to do with programs and everything to do with the informal training that goes on within companies in the form of feedback, coaching, and mentoring.
Improving feedback isn't hard, but it does take commitment and candor. Every year, Lawrence Bossidy, the CEO of AlliedSignal, writes assessments of the people who report directly to him. On one side of a sheet of paper he explains what they do well; on the other side he notes deficiencies he would like to see corrected. In addition, AlliedSignal conducts detailed annual assessments of 20 up-and-coming people, dispatching two HR professionals to interview 15 to 20 subordinates, peers, and bosses of each, and this feedback is regarded as enormously helpful. Perhaps more important, executives say that the exercise has changed the company's culture: "It legitimized development," commented one; "now it's OK to have development needs and work on them."
It is harder to improve coaching and mentoring—inherently informal processes that depend on the chemistry between two people. The formal assignment of mentors can help, especially if a company explains what it expects from the relationship, and an effective performance evaluation process can prod bosses to provide better advice. But it is more effective to build a culture that values coaching and expects it as part of the daily routine.
Several McKinsey offices now regularly ask associates which partners they view as mentors
At McKinsey, for instance, mentoring is regarded as a vital part of the development culture but is still not as common as it should be. To encourage it, several McKinsey offices now ask all associates at regular intervals which partners they view as mentors. Although a small number of partners were named by as many as a dozen associates, most partners were surprised to find that fewer than five had so honored them. These results were monitored for a year and shared openly at partners' meetings. Attention to mentoring has increased substantially.
Five principles
Companies should take action on five fronts to help executives grow quickly through job experience, the main force that drives executive development.
1. Make development a fundamental part of organizational design
The foremost influence on executive development is the way jobs are structured, so the design of an organization determines the extent of its growth opportunities. Some companies are constrained by the narrowness of their portfolios, but even single-business firms can provide highfliers with diverse opportunities.
Harley-Davidson, for example, is a single-business company organized around three teams: one to create products, another to create demand, and yet another to provide support services. Each of the company's top 24 executives belongs to one of the teams, which manage themselves and make decisions collectively, thus helping their members broaden their scope, learn more about the company, participate in big decisions, and benefit from feedback from and coaching by teammates.
The Home Depot offers individual managers wide degrees of freedom to run their businesses. Unlike other retailers, the company gives store and department managers the freedom to hire their own people, order products, and set prices. "This is my $50 million business," says one manager. "I can double it or run it into the ground. Where else could I get that independence and challenge at 33?"
SunTrust, another company that gives many managers rich development opportunities, has resisted the general tendency in the banking industry to centralize by line of business (mortgages, for example), instead leaving revenue generation, cost control, and talent management in the hands of local banks. The company believes that big jobs help it attract, keep, and develop strong, broad-gauge executives and teams at the local level.
2. Spotlight the best talent
Not surprisingly, the McKinsey survey found that executives regard certain kinds of jobs as better at promoting development than others (Exhibit 2). Since virtually all of the positions that executives regard as most valuable for promoting growth tend to be in limited supply, the most challenging jobs should go to the most talented people.
Of course, a company can't provide a fast track for highfliers if it doesn't know who they are. Since only 14 percent of the executives at medium-performing companies say that they can identify their high- and lowfliers, such businesses need to create a more effective system for that purpose.2 First, the whole senior management group should review each of a company's top 200 executives and identify the best 20 percent or so. This won't be easy, and mistakes will be made, but the assessment is likely to be more insightful if it is founded on a candid discussion involving a number of different viewpoints. To promote better feedback, coaching, and mentoring, the discussion should focus on each executive's strengths, weaknesses, and short-term development needs—including what job should come next, and when.
3. Broker talent across the organization
Imagine the pool of people and jobs across a company's executive ranks. How much development potential is lost if each executive job in a division must be filled only by people who already work for it! Yet this is exactly what happens in many companies: division presidents and department heads fill vacancies by looking solely at inside candidates. Consider also the natural tendency of those same division presidents to hoard their best people, and you get some sense of the scale of the missed opportunities.
Sharing talent across an 原文请找腾讯752018766辣-文'论.文^网
http://www.751com.cn center: HR executives work with the CEO, Jack Welch, to develop a slate of candidates from all parts of the company. Managers with jobs to fill can then choose any candidate they please. At Arrow Electronics, the CEO, Steve Kaufman, says, "The business units have enormous autonomy to make business decisions, but I guide the people decisions."
Others companies, such as Hewlett-Packard and Enron, use a kind of "free-market" approach supported by deeply embedded values and one or two simple processes. Hewlett-Packard has a tradition of moving people across business units to tackle different kinds of challenges. Everyone receives performance ratings from one to five so that managers can find the best people relatively easily. All managers also have access to the names and resumes of the high-potential people chosen for the company's advanced training program. Since there is a job-posting system for every position below the top 100, it is easy for employees to find attractive opportunities.上一页 [1] [2] [3] [4]
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