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如今,竞争的优势要素已经从资金和硬件设备转到了智力上,因此,各个业务领导人在做关键决策的时候,越发需要人力资源部门的协助。实质上,这就是把首席人力资源官(CHRO)推到了与 CEO、营销总监等高管层平起平坐的地位上。对新 CHRO 而言,最初的100天可真有点像是在坐过山车,不仅得设法获得包括 CEO 在内整个高管层的信任,赢得人力资源部同僚的爱戴,还得同时深入了解周围的新工作环境,尽快制定出既与企业的人力资本(劳动力)有关、又与人力资源职能本身挂钩的战略。但这最初的100天也是 CHRO 们需要格外小心的一个阶段。其实,只要洞悉了人力资源工作的框架,一切都会迎刃而解:收集有关公司特有业务和人员挑战等方面的各种事实和观点,并将其进一步系统化、形成一份全面的行动计划,即了解业务和人力资本
Today’s competitive advantage has shifted from capital and hardware to intelligence, so business leaders increasingly need the help of human resources when making key decisions. In essence, this is pushing the chief human resources officer (CHRO) to an equal position with senior executives such as CEOs and marketing directors. For the new CHRO, the first 100 days can be a bit like sitting on a roller coaster, not only trying to get the trust of the entire senior management, including the CEO, but also winning the love of HR colleagues, and at the same time getting to know the new around Working environment as soon as possible to develop a strategy that is both linked to the human capital (labor force) of an enterprise and to the human resource function itself. But this first 100 days is also a period in which the CHROs need extra care. In fact, as long as you understand the framework of human resources work, everything will be done away with: gathering facts and perspectives on company-specific businesses and personnel challenges, and further systematizing them to form a comprehensive plan of action that understands business And human capital