团1队练习人力资源角色冲突

团1队练习人力资源角色冲突 1 Team Exercise: HR Role Conflict 团队练习:人力资源角色冲突 This exercise will give you an opportunity to see the various HR roles Introduction 引言 in action and to identify the conflict inherent in these roles. 这个练习将给予你一个了解各种运转中的人力资源角色以及识别 这种内在冲突的机会 Read both of the two cases provided. For each: Team Task 团队工作 阅读以下两起案例。 , Reach agreement on what action the personnel generalist should take与人事人员将采取的措施达成共识 , Identify what risks to the personnel generalist’s future credibility might be involved in pursuing the course of action you recommend. , 识别什么对人员通晓数门知识者的将来可信度的危险可能 参与追求你推荐的行动的课程。 30 minutes Time 时间 30分钟 1 The Case of Forced Ratings关于次等级的案例 You are the Director of Personnel for the Bank of China. As such, you are responsible for handling all human resource matters for 100 managers and their 600 staff employees. In addition, you have responsibility for coordinating policy matters throughout the world. One of the greatest difficulties you have is insuring consistent application of corporate guidelines around the globe. 你是中国银行的人事指导者。因此你负责100位经理和他们的600位雇员所有人力资源物质。 除此之外，你有对对等的政策责任在世界各处有关系。 你已经保险企业全球的指导方针的 一致申请的最好的困难之一。 It is now Fall and time for the annual process of planning merit increases for next year. In the past, managers have nee generous with their ratings of subordinates’ overall perfor mance. As a result, the first pass at assigning merit dollars is a fiasco. Every unit begins over budget and several rounds of adjustment are required before dollars can be brought into line. In some cases they simply assign lower dollars and then blame personnel for the discrepancy. Regardless, the process always takes forever and many January pay increases are delayed. 现在是秋天，也是为明年功绩增加的年度程序的时间。 过去，经理对他们属下的全部 表现的等级太有雅量。结果，第一途径在分配业绩单元惨败。每一个单元都在预算上开始， 在单元能投入使用前需要几次调整。在一些回合他们仅仅分配到了很少的钱，接并为此差异 责怪人事人员。不管怎样，程序是不变的，以致于许多的次年首次工资增长被推迟了。 To avoid the problem this year, corporate personnel has dictated that managers rank their people and distribute ratings according to the following guidelines: 今年为避免这个问，公司人事人员命令经理们将自己下属的人员分级，根据以下规定按级 别分发: Performance Ranking System % of staff 表现等级制度 人员总数的百分比 1 (outstanding)优秀 5% 2 20% 3 45% 4 20% 5 (poor)差 10% This change in policy is extremely unpopular particularly in light of the fact that many managers argue that none of their people are poor performers. They say, “This business has been under enormous profit pressure in the past. We can’t afford to have poor performers around here for very long.”政策的这一改变非常不受欢迎，特别是许多经理抗议说他们的下属中没有人表现 1 是糟糕的。他们表示，“这项业务从过去到现在一直处于极大的利润压力下。我们不会让表 现糟糕的人长时间呆在这里。 In addition, you suspect that some managers mar fear that the bottom 10% might be unceremoniously dismissed in some future wave of cost-cutting. Finally, you are having more difficulty coordinating overseas compliance on this issue than is even normally the case. Without consistency, it will be difficult to insist that the managers that report to you must adhere to the tighter guidelines. 此外，你怀疑一些经理也许恐惧在将来某次缩减成本的裁员浪潮中最后10%的人将被无条件 地解雇。最后，你在这一事件上的处理要与国外的达成一致性就更难了。没有一致性，就很 难坚持经理们命令你必须监守的更紧的方针。 Over the last few weeks you have been working with department heads to get their ratings in line with the proposed distribution. You have made some progress in getting managers to identify less than outstanding performers and to be realistic in their assessment. You know, however, that the division is nowhere near the required distribution. In fact, several managers are now taking what you consider to be an irresponsible attitude. As one confided to you, “If Corporate wants ratings distribution, then let Corporate do it.” Then is people complain, they’ll know that I would have rated them higher.” 在过去几周里，一直和部门的头一起工作，获得他们的等级，使之与被提议的分配一致。你 已经在争取让经理们辨别怎样算一点也不杰出的表现者以及将起运用在评估中是现实的这 一方面取得了进步。然而你知道区别在必需的分配中无所不在。事实上，一些经理们目前采 取你所认为不负责任的态度。正如有人对你透露“如果公司要按等级分配，就让公司这样做 吧。”然后人们就抱怨，他们会认为我本应当把他们的级别定得高些。 You are torn. You feel that you have some responsibility to report this attitude to your boss, the Senior Vice President (SVP) for Bank of China, and to your functional boss, the SVP for Human Resources. If you do, however, the managers will consider you a traitor. 你会崩溃。你觉得自己有责任将这种态度你的老板，中国银行的高级副总经理，以及报 告给行政上司，即人力资源副总经理。然而如果你这样做了，这些经理将认为你是个叛徒。 What would you do?你怎么做, 1 The Case of the “Climate Survey” 情况调查案例 You are the Director of Personnel for the Bank of China. A substantial part of your client base is the back office of the worldwide bank. Here hundreds of clerks process the millions of transactions executed by bankers around the globe. Most of the work performed is repetitive although now that it is computerized it is less drudgery than was once the case. Most of the staff earns $5,000 - $6,000 per year, well below the bankers they support.你是中国银行的人事主管。 你的一个人员下属机构是世界银行的后勤处。此时有成百的职员处理百万件已由全球的银行 家批准生效的业务。大多数的工作都是重复的，虽然现在有计算机辅助，使其显得没有过去 处理同类案例那么乏味。大多数职员一年能赚5000-6000美元，远远低于他们所服务的银行 家。 For many years, the personnel function has monitored the organizational health of the back office function by conducting an annual climate survey. This instrument asks workers about a broad range of issues from pay and benefits to the quality of communication and feedback. Survey feedback is generally summarized and fed back to the staff by the line managers themselves who then develop an action plan for the appropriate corrective actions.许多年来，人事功能一直通过 指导年度总体状况调查来监控这些后勤处的系统状况。这一手段需要问被试者大量关于薪金 的问题，有利于提高交流和反馈的质量。将调查反馈总体摘要下来再由经理们自己反馈给职 员，经理们再为适当正确的活动计划设计一个方案。 Last year was your first year in your current position. You helped to administer the climate survey and worked with all of the managers in handling their feedback sessions. Most of the sessions went poorly and it is your view that most of the workers are cynical about the survey. They do not believe that anything will ever change or that management really cares. 去年是你迈 上这一职位的第一年。你帮忙管理这一调查，和所有的经理一起工作，处理他们的反馈会议。 他们相信不会有任何改变，也不相信管理部门真的在管理。 Recently, you brought several senior line managers together to plan next year’s survey effort. Several agreed that the survey was not very useful and suggested that it be dropped. Others thought the survey was a good idea but suggested that the personnel department deliver and act on the results. Some suggested that the survey be continued, but that several questions be eliminated – particularly those pertaining to communication. After all, they claimed, we know what people think about that already. No one seemed open to your suggestion that management take the results more seriously and act more responsibly in handling the feedback.最近，你组织了几组经理来策 划下一年的调查成果。部分人赞成这一调查不是非常有用并且暗示它将会遭淘汰。有些人认 为这项调查是个好点子，但是建议人事部递送并运用这些结果。还有的人建议调查应继续， 但是必须解决一些问题——特别是那些附属于交换意见的问题。终究，他们要求我们知道哪 些人已经考虑过这一问题。没有人会对你的建议敞开怀抱接纳，管理部门更是慎重地应用这 些结论，在处理这些反馈时也表现得更尽责。 1 You are not sure what to do. On one hand, the survey does give you a reading of where the organization stands. In addition, the SVP Bank Personnel, to whom you report, thinks the survey is an important function you perform and a valuable way to measure your impact. On the other hand, you don’t like being held accountable for the results and you don’t believe the personnel department ought to handle the feedback. 你不确定要做什么。一方面，这个调查的确提供给 你一个关于这些人员所处立场的资料。其次，你所要向其汇报的银行人事部门副总经理认为 这个调查是反映你表现的一个重要仪式，也是度量你影响力的一个有用的方式。另一方面， 你不喜欢被支配去对这些结果负责，你不相信人事部要求处理这些反馈。 What would you do?你怎么做呢, 1 Critical Role of the HR Generalist 人力资源领导者的重要作用 Bringing groups or individuals with divergent views or interests Liaison 联络 together.将在观点和利益上背道而驰的团队或个人组织到一起 Providing advice or instruction whenever personnel problems Advisor 顾问 emerge.无论何时出现问题，提供建议或者说明 Handling or administering on-going personnel activities or one time Service 服务 projects.处理或管理正在进行中的人事活动或一次性项目 Evaluating the quality of personnel policies and assessing the Audit 审查 impact of management actions on the business. 评估人事政策的性质与估定管理部门在业务上的作用之间的冲 突 Approving personnel-related management decisions before the fact. Stabilization 稳定性 在付诸实践前核准相关人事管理部门的决策 1 What is Takes to Be an HR Generalist: Based on Interviews at American Express 如何成为一名人力资源高层:基于美国运通的面试 Knowledge学识 , Three functional areas (compensation, development, employee relations)三个功能领域(报 酬，发展，有关雇员) , Company and its policies/procedures/politics公司及其政策/程序/活动 , Business (American Express’ overall business in general, and the specific product area, in particular)业务(美国运通卡所有业务尤其是特殊产品领域) Personal Qualities个人素质 , Integrity诚实 , Flexibility适应性 , Agility灵活 , Tolerance for Ambiguity对两可话语的忍耐力 , Energy精力 , Tolerance for Stress抗压能力 , Independence独立 Skill技巧 , Articulateness谈吐清晰 , Persuasiveness说服能力 , Capacity for Broad, Conceptual Thinking发散型创新思考能力 , Judgment and Common Sense判断力与常识 1 Model for Effective HR Management: Based on Interviews at American Express 高效人力资源管理模式: 基于美国运通面试 Creative Relationships创造性联系 , Building rapport建立关系 , Establishing credibility建立可靠性 , Building trust and confidence建立信赖与信心 Understanding Management and Employee Concerns谅解管理部门和雇员的忧虑 , Scanning the environment细察环境 , Collecting and analyzing information收集分析信息 , Diagnosing both cause and effect判断起因和影响 Creative Problem Solving创造性地解决问题 , Generating and presenting alternatives设计呈现多样性 , Evaluating alternatives评估多样性 , Developing implementation plans开发落实计划 Building and Sustaining Relationships关系的建立和维持 , Follow through and responsiveness始终保持敏感 , Maintaining neutrality and demonstrating openness保持中立并公开展示 , Communicating regularly and consistently定期及稳定地沟通 1 Critical Practices for Creating Relationships有利于建立关系的重要实践 , Demonstrates warmth and concern for others rather than remaining distant and impersonal 客观表现出对他人的热情和关怀，不要保持距离 , Pays close attention to and seeks to understand others密切关注并尝试理解他人 , Communicates the value and importance of human resource efforts传达人力资源成果的 价值和重要性 , Establishes a clear link between business issues and human resource solutions在商业问题 和人力资源解决方式间建立一个清晰链 , Is more likely to influence others by reasoning with them than by using strong pressure tactics尽可能多利用论据而不是强压战术去影响他人 , Encourages the open expression of opinions and disagreements鼓励言论自由 , Emphasizes cooperation as opposed to competitiveness among people in accomplishing work强调合作，反对团队工作中的竞争 , Gets others to participate in constructive conflict resolution让其他人一起参与建设性的 冲突解决 , Manages workload effectively and show tact in resolving competing priorities高效完成工 作量并机智改变竞争优先性 , Communicates easily with all groups and at all levels in the organization自由和所有小组 及员工中所有层次的人员交流 , Encourages others who are reluctant to express or defend their opinions to do so鼓励不情 愿的人表达或为他们这样做的念头辩护 , Show respect for and interest in others尊重并关心别人 , Specifies intentions and concerns forthrightly直率表达具体动机和关心 , Confronts an individual or an issue when appropriate适当面对个人问题 Critical Practices for Understanding Management/Employee Concerns如何谅解管理 部门/雇员忧虑的重要实践 , Demonstrates competence in a variety of human resource functions展示人力资源多样性 结构中的竞争 , Demonstrates knowledge of the business and how it operates演示商务知识以及如何操作 , Demonstrates knowledge of company policies, procedures and precedents演示公司政策、 程序和活动 , Scans the environment in order to alert management to changes with a human resource impact (i.e. regulation, competitive practices)细察环境以便警醒管理部门利用人力资源 冲突去改变(即规则、竞争策略) , Collects whatever information (both within and outside the organization) is necessary to understand a business issue收集一切信息(包括人员内部和外部的) , Asks probing questions when others seem reticent当别人貌似不情愿时要求其探察问题 , Demonstrates sensitivity in handling confidential information展示处理机密信息的敏感 力 , Analyzes data in order to come to preliminary conclusions分析数据以便初步统计 , Simplifies complex issues into manageable ones将复杂问题简单化 1 , Separates symptoms from underlying cause将征兆与潜在原因分隔开 , Identifies patterns across seemingly disparate events从看似无联系的事件中辨别多样性 , Tests conclusions for clarity, feasibility and commitment为明确性、可行性、约束性而测 试结论 1 Critical Practices for Creative Problem Solving如何创造性解决问题的实践 , Encourages innovation and calculated risk taking in others鼓励革新并估计蒙骗他人的风 险 , Encourages in-depth exploration of novel issues and new ideas鼓励对新事物和新思维的 深度探察 , Demonstrates capacity for broad, conceptual thinking展示发散型创造思维的能力 , Generates worthwhile ideas with practical applications通过实践运用产生好的观点 , Communicates clearly the purpose and objectives of his/her plans清晰传达他们计划的目 的和目标 , Articulates the positive and negative consequences of different approaches使不同方式的 积极和消极的结果成为有系统的整体 , Forecasts potential obstacles to success预测阻碍成功的潜在因素 , Encourages others to fine-tune his/her proposals/plans鼓励大家对自己的提议或计划做 细微的调整 , Encourages decisions based on logic and the weight of evidence rather than on other considerations激励决策要建立在逻辑和证据的重要性而非其他因素上 , Demonstrates sensitivity to profit and cost outcomes展示对结果是利还是敝的敏感性 , Takes a stand and gives clear suggestions on human resource matters找个角度对人力资 源问题给予明确的建议 , Develops workable implementation plans开发具有可行性的执行计划 , Provides clarity about individuals’ roles and responsibilities明确个人角色和职责 Critical Practices for Sustaining Relationships用于关系维持的重要实践 , Demonstrates good judgment and common sense in handling human resource matters展示 良好的判断力和处理人力资源问题的常识 , Maintains a high energy level保持精力旺盛 , Demonstrates continued interest in others after giving or receiving advice在给予或接受建 议后对别人表现出持续的兴趣 , Checks the accuracy of information he/she shares检验他们分享的信息的准确性 , Builds a reputation for keeping commitments建立良好的信誉 , Follows through on assignments in a timely manner在指派工作时始终保持适时的礼貌 , Anticipates controversial issues and political questions and deals with them effectively预 测具有争议性的事件和政策上的问题，并有效地处理它们 , Demonstrates flexibility in handling a variety of complicated situation示范在处理种种复 杂状况时的变通力 , Thinks well on his/her feet; responds quickly to unique situation尽量站在他人的角度考 虑，对特殊情况迅速反应 , Takes a proactive role in bringing about change在做出改变时充当一个积极的角色 , Maintains a wide-ranging number on contacts throughout the organization保持大范围组 织员工 , Acts as an advocate for others if he/she believes they are right当有人觉得自己是正确时， 你要扮演一个提倡者 1 , Acts as a broker, continuously exchanging information and ideas between individuals or groups扮演破坏者角色，个人与小组间保持信息和观点的交流 , Insures consistent application of company policies and procedures确保对公司政策和程序 的一致运用 , Sets into place systems for monitoring the progress of human resource efforts , Empowers managers to make their own decisions引进安装系统监测人力资源成果 , Effectively resists taking on work that should be performed by managers有效抵制从事本 该由经理完成的工作 1 Team Exercise: A Day in the Life of a Generalist 团队操练:指导者的一天 Team Instructions – A团队介绍——A Read the case and prepare – on flipchart paper – a detailed list of the type Team Task 团队工作 of work performed by Joel Barker.阅读该案例准备浏览小图表——由 Joel Barker所完成工作的一份清单 , Make sure your list identifies specific functional activities like job evaluation, career counseling, etc.确定你的清单有独特的功能 性活动如工作评估、职业顾问等 Time时间 30 minutes30分钟 1 Team Exercise: A Day in the Life of a Generalist 团队操练:指导者的一天 Team Instructions – B团队介绍——B Read the case and prepare – on flipchart paper – a detailed list of the Team Task 团队任务 type of work performed by Joel Barker. 阅读该案例准备浏览小图 表——由 Joel Barker所完成工作的一份清单 , Content is not important.内容不重要 , Focus instead on processes like planning, advising, etc.强调处 理如计划、建议等 30 minutes Time 时间 30分钟 1 A Day in the Life of an HR Generalist人力资源总监的一天 The Case of Joel Barker Joel Barker案例 As Joel Barker jiggled the key in his door lock one morning, his phone began to ring. Dumping his briefcase on the side chair, he grabbed for the receiver.某日上午 Joel Barker刚进门，电话就 响了，他把手提箱往旁边的椅子上一甩边便抓起听筒。 “Good Morning, Joel Barker.”“早上好，我是Joel Barker。” “Joel, this is Bob. Thank God you’re there. Listen. They moved the budget presentation up on me. We’re on this afternoon. And I need those recruiting estimates you promised me.” “Joel，我是Bob。幸亏你在。听着，他们把预算提交给我了。我 们下午就要执行了。我需要你向我承诺过的那些关于招募的评定。” “Just hang on a second, Bob. I’ve got them right here. I was working on those figures last night at home. The way I see it, this year, we expect to fill twelve loan officer positions in your sector…”“稍等一下，Bob。我马上去取。我昨晚一直在家算这些数 据。依我看，我们可以在你部门填补12名贷款办理官……” Joel filled Bob in on his thinking and promised him a copy of the write up within an hour. As he did so, he breathed a sigh of relief. The rest of the day was not likely to go as smoothly as that brief encounter with Bob. Joel让Bob考虑，并向他保证一小时内将文件复印给他。他这样做了以后感到如释重负。这 天余下的时间大概不会像和Bob的碰面那么顺利了。 As Director, Personnel Management for the Bank of China, Joel was responsible for handling all human resource matters for 100 Beijing-based managers and their 600 staff employees. In addition, Joel had responsibility for coordinating Bank of China policy matters throughout the world. The issues ranged from the monumental to the mundane; from the sublime to the surreal. No day was exactly like the last. “But perhaps that’s what makes it interesting,” Joel mused as he gulped his first cup of coffee and glanced at his unfinished to do list from the day before: 作为中国银行人事部主任，Joel负责为100个驻北京的经理及其600名员工处理所有人力资 源问题，事无巨细，堆积如山，像总也处理不完似的。“但也许这就是它的有趣之处，” Joel 一边若有所思地将大口喝着他的第一杯咖啡，一边扫视前天的待办事务清单: , Call Aaron Smith, SVP Commodities Marketing, to discuss impressions of finalists for Vice President position.打电话给商品营销经理Aaron Smith，讨论副总经理职位的结 果。 , Finalize starting salary for import/export account officer position with Larry in compensation. Should we pay relocation expenses for ex-wife?商定从Larry开始付给进 出口清算官职位以底薪作为补偿。我们是否应当为再安置前任而花销, , Meet with Richard on plans to re-organize Letter of Credit Operations. What’s the rationale for change now? What’s the cost? 和Richard见面为重组“信用证策划执行部”制定计 划。现在转变的根本理由是什么,代价多大, , Find out what Chase Manhattan Bank is doing about management trainees for next year. Should we continue the program? How will it look on campus if the Bank doesn’t have a presence? Check with Corporate Recruiting.查明曼哈顿银行正在为明年针对管理者 做哪些准备,我们是否继续这个项目,如果这家银行没有出席，大学校园会是怎样一 番景象,在集体招募的过程中核对。 1 , Call Louise to suggest an equity adjustment for Charles in lieu of an early merit increase.打 电话给Louise建议他看在Charles最近不断创造价值的份上公正地调动他。 , Review this week’s salary increases – Deadline is Monday!回顾这周的薪水上涨情况— —截止周一～ He would begin with a call to Louise. She would be in by now but he was dreading the confrontation. “May as well get it over with,” he said resignedly.他先给Louise打电话。她现在 应该在但是他害怕和她面对面。“但愿能克服它，”他无可奈何地说。 “…All right, Louise. I understand. You feel strongly about this one. I understand. I guess we’ll have to escalate it. I thought you could accept the compromise I was proposing. Give me a few hours and let me fill compensation in before you take this to Steve. Okay. Okay. Yeah. So long. I’ll talk to you later.”“好的，Louise。我明白。你十分同情。我理 解。我认为我们必须扩大它。我曾认为你会接受我提议的折衷。在你把这个交给Steve 之前给我一些时间让我补偿。好的，好的，再见。稍后我再联系你。” As Joel hung up the phone, shaking his head, he heard: Joel边摇头边挂断电话，他听到: “Joel, you have a minute?”“ Joel，你还有时间吗,” He looked up and there was Sharon, the new account officer in Special Transactions, standing in his doorway.他查询帐目，门口站着新的帐目清算官，Sharon。 “Sure. Sure,” he said as he gestured her to sit on the couch. As she entered, she closed the door. Clearly something was wrong.“好，好，”他边说边示意她坐下。她一进来就关上 了门。 “I don’t know how to say this but I don’t think things are going to work out here. I feel I’ve made a terrible mistake and before things go to far, I’d like to resign.” As she blurted this out, Sharon was practically in tears.“我不知道怎么说但是我并没有想到事情会发展成这样。我 觉得我犯了个糟糕的错误，在事态进一步蔓延前，我会辞职。”她不假思索地说，Sharon 几乎快要哭了。 According to Sharon, she had been promised a lot more responsibility and independence than appeared to be the case in the new assignment. Already, her boss, Mike, made it clear that she was to run everything of any import by him first and he insisted on attending even preliminary meetings. In Sharon’s view, her job was entirely unnecessary – certainly if Mike was going to shadow her.据Sharon说，在新的工作中她的职责和自主性远远低于过去他们所承诺的。Sharon 的老板Mike已明确表示她是通过他来管理进口事务，他执意出席哪怕最低级别的会议。 “Well,” Joel started, tentatively, “it sounds like Mike is having a hard time letting go. I’d like to suggest some ways you might be able to wrestle control of your job away from him. In addition, I’d like your permission to talk to him about the way he’s handling things…”“好。” Joel说，假设道，“听起来Mike现在很艰难。我要提出一些意见，你也许能奋力从他那 里得到你工作的支配权。此外，你要允许我和他交流我正在处理中的事……” Joel and Sharon chatted for several minutes longer. Joel suggested some approaches Sharon might take and they agreed that he would raise the issue indirectly with Mike at the next opportunity. Just as Sharon was leaving, Joel’s secretary buzzed him to let him know that his 9:30 interview had arrived. Joel 和Sharon谈了好一阵。Joel建议的几种方法也许Sharon用 得上，他们赞成他要一有机会就要委婉地向Mike提出这件事。Sharon刚离开，Joel的秘书 就悄悄告诉他9点半的采访要开始了。 1 An Hour Later一小时后 Alone in his office again, Joel quickly evaluated the candidate he had just seen and returned to his “to do” list. He began making phone calls about the management training program and discovered that the investment banks were generally scaling back their on-campus recruiting. This would allow Bank of China to do the same without losing a competitive edge. He was just about to call Corporate Recruiting with his thoughts when his secretary buzzed again to remind Joel it was time for the Training Task Force Meeting.他的办公室又只剩下他一人。Joel即刻分析 了下他刚才看到的这个候选人，马上又回到他要做的事情上去。他开始大电话讨论管理培训 项目并发现投资银行在校园招聘上收获颇丰。他本来打算致电集体招聘队，此时他的秘书再 次小声提醒他到时间参加会议了。 thAs Joel collected his things and began the journey to the 47 floor, he began to think about the last Task Force Meeting he had attended. The group, generalists and trainers from around the company, were charged with assessing clerical training needs and mounting the appropriate programs. Joel enjoyed using his hard-earned experience as a basis for planning but he found some of the development jargon used by the trainers annoying. As he found the conference room, he hoped the chair would run a tight ship at today’s session.当Joel收拾他的东西，准备上47楼 时，他想起了他上次参加的那场会议。来自公司各部门的指导员和培训师组成小组要评估准 备适当的项目。Joel喜欢用他自己奋斗的经理作为基础来设计但是他发现培训者的一些行话 让人很反感。他一踏进会议室就希望进入正题。 12:15pm中午12点15 th“Late as usual,” Joel muttered to himself as he dashed from the 47 floor conference room.“常常 迟到，”Joel自言自语着从47楼的会议室冲出去。 He had a 12:30 luncheon meeting with Richard to go over his proposed reorganization and Joel had hoped to collect his thoughts. Now he would be lucky to reach Marcellus Berry in time…他 和Richard约好12点30吃午饭的时候检查他的重建组织提议，并且希望Richard提出他的 想法。他感到非常幸运，能准时到达Marcellus Berry。 …As they started in on their main course, Richard began to describe his plans in earnest. He was concerned that there were no jobs large enough in his organization to groom a successor. Senior management was putting pressure on all executives to have back up and Richard wanted to，. In addition, he was now required to do a lot more travel and he needed a strong number two to handle the day-to-day work at headquarters 随着他们在主要课程上展开，Richard开始描述他关于定金的计划。他担心在他的部门没有 合适的工作提供给新人。高层给所有行政人员施压希望后面能增。Richard愿意遵守。此外。 他现在要时常出差，需要一个有力的助手在总部为他安排日常事务。 “Well, Richard, you make a strong case for a change but I’m not convinced you have to reorganize entirely. Let’s talk about who you want to develop as your successor and what 1 assignments/responsibilities they need…”“Richard，你为一个变化做了这么多辩解，但我并没 有说你得全部负责。我们来讨论一下谁是你想提携的后辈以及他们的职责。 Richard was at least willing to consider taking more modest steps than a total restructuring. As the two men finished a second cup of coffee, they agreed that Richard would complete a performance appraisal on Jill, his choice of successor, and that Joel would consider potential development activities for her. They agreed to talk again later in the week. Richard认为比起全 部整改，还是先实施一些温和的步骤。两人喝完第二杯咖啡，他们商定让Richard做一个Jill 的详细表现评价，Joel会为她考虑潜在的发展活动。他们同意一周内再议。 Back at the Office回到办公室 As Joel entered the personnel department, his secretary came running up breathlessly: Joel他进人事部，他的秘书气喘吁吁地跟上来。 “I’m so glad you’re back. There’s been some kind of disturbance in loan processing and Barbara is looking for you. She wants you to call right away.” “真高兴你回来了。有些问题的处理遇到麻烦了，Barbara到处找你。她要你马上打 电话给她。” “There goes the afternoon,” Joel thought as he placed the call to the Manager of Loan Processing, Barbara Riley.“下午了，”Joel想着便打电话给贷款处理处的Barbara Riley。 Apparently, one of the clerks in the area had overheard another clerk making negative remarks she believed to be directed at her. The first clerk had challenged the second, who hotly denied the charge. A fight had ensued with both individuals loudly exchanging epithets. Now each was sitting sullenly in a different corner of Barbara’s office. 显然，这个领域的一个职员无意中听到 另一人说勒令她认为是针对她的话。前者找后者理论，后者却不承认。他们当然争斗起来， 现在他们各自都坐在Barbara的办公室里。 “Joel, you’ll have to get down here right away,” Barbara was saying. “I’m not sure how or if this thing can be patched up. Maybe they both should be fired. I can’t have this, you know. have a department to run and those two are always at each other.”“ Joel，你最 好马上来，” Barbara说。“我不确定我是否能把这事搞定。也许他们马上又要开火 了。我又个地方要去，他们又要待在一起了。 “I’ll be right down, Barbara. I’m as concerned as you are. Just let me pull their files together…”“我会在这里，Barbara。我和你一样关心。让我把他们的文件放一起……” An hour and a half later一个半小时后 Joel raced back to his office. The afternoon was half gone and he hadn’t even looked at his messages from the morning. Things seemed back on track temporarily in loan processing. The clerks had been duly warned and placed on probation. Another incident would result in their combined termination. And Joel believed he had given each of them insight into each other’s 1 concerns. Joel跑回办公室。下午的时光已过半，他从早到晚还没有看过他的留言。一切似乎 暂时性地在处理过程中。职员们被警告并有待检定。另一事故将造成组合的终止。Joel相信 他洞察到了他们所有人的需要并给予关心。 A stack of phone messages greeted Joel as he dropped his writing pad on his desk and flung himself into his chair:Joel刚将他的文件扔在桌上，一屁股坐下，就一堆电话留言等着他:J , A call from Louis in Corporate who needed a new set of organization charts. Louis来电话 说她需要一组新的人员表。 , A call from Don in Institutional who wanted to know if and for how long a job needed to be posted. 社会事业机构的Don来电话了解有没有职位要贴出，时间是多长。 , A call from Sue Ann scheduling the first organization management review for a week from Wednesday. (Joel would have to make sure all the performance appraisals were complete before then.)来自Sue Ann的电话排定了从周三开始的关于第一组人员管理的一周回 顾。(Joel必须要保证所有的工作情况评估额在此前是完整的) , A call from Joel’s boss, Steve, looking for this week’s status report来自Joel的上司， Steve。寻找一周状况报告。 , A call from Mary Beth in Compensation asking if Joel had feedback on the proposed vacation policy changes.来自贸易补偿部门的Mary Beth询问Joel是否对所提交的休假 政策改动作出了回应。 , A call from Joe in Training and Development with information on the upcoming course schedule and a long-awaited management off site meeting.来自培训开发部的Joe。关于将 近的日程表和一次被长期拖延的会议。 , Two calls from job candidates inquiring about their status.两个来自求职者的职位询问。 , Three calls from managers with questions about the employee award program nominations due to Joel next week.三个来自经理们。关于下周的员工获奖项目提名因Joel而引起的 的一些疑问 1 Joel began the process of returning these calls and revising his to do list. Some time later, he realized he had neglected to finalize the evaluations on several jobs in Clearance Operations. He owed them at least a preliminary response, although he was concerned that Bill, the manager, would not be pleased. Those jobs certainly didn’t sound like manager level positions. As he pulled the job descriptions from his brief case, Joel noticed that it was already 5:15pm. Joel开始 回复电话，并校对他的清单。过了一会儿，他意识到他忘记最后评定几个职位的净利操作。 他至少欠他们一个起码的答案，虽然他担忧经理Bill会不高兴。那些职位听起来当然不是经 理级别的。随着他从手提箱里拉出职位描述，Joel意识到已是下午5.15。 “No wonder things are so quiet all of a sudden,” he sighed. “At least no more work is likely to come in today. Let’s see if I can get some of what I’ve got back out again…”“一下子鸦雀 无声，”他叹息道。“至少今天不会再有别的事了，来猜猜我是否能得到一些我曾经因 为违约得到的惩罚。 1 Summary of HR Roles and Their Impact 人力资源角色及其影响概要 Examples例 Organization Potential Risks Benefits员工利益 潜在风险 ? Mediator调解者 ? Diffuse conflict扩散? Seen as spy观察细Liaison 沟通 ? Ombudsman调查员 冲突 致入微 ? Outside Contact与外? Tie organization ? Doesn’t have 界接触 together联系员工 opinion不发表意见 ? Provide perspective 提供观点 ? Provide information 提供信息 ? Increase communication inside and out增加内外交流 ? Provides Options提? High quality ? Exceeds advisory Advisory 咨询 供选择权 decisions高质量决策 role逾越咨询角色 ? Recommends ? Decision Rationales? Advice becomes Solution推荐解决方决策的理论基础 order建议变为命令 案 ? Better Information? Conflicting advice ? Identifies Risk识别更优信息 冲突性建议 风险 ? Unempowered managers经理无权 ? Recruiting招募 ? Low Cost低成本 ? Too many servicesService 服务 ? Employees Activities? Centralized Control服务过度 雇员活动 集中控制 ? Wasteful services ? Climate Survey情况? Time-Saving省时 多余的服务 调查 ? Poor image形象糟 ? Safety Programs安糕 全项目 ? Difficulty prioritizing反对优先 权 ? Line resistance联合 抵抗 ? Turnover Rates周转? Anticipate problems? Seen as spy观察力Audit 审计 率 预期问题 敏锐 ? Absenteeism长期缺? Identify trouble ? Seen as wielding 席 spots抽样确认麻烦 power控制性地观察 ?Image Studies形象学? Evaluate policies评? Seen as impersonal 习 估政策 个人地审查 ? Employee Surveys雇? Communicates ? Seen as adding 1 员调查 management prioritieswork额外调查 传达管理部门的优先 权 ? Signing increases迹? Equity across ? Impairing Stabilization 稳固性 象增加 company贯穿公司的responsibility削弱职 ? Setting job levels设公平原则 责 置工作等级 ? Consistency in ? Unempowered ? Approving核准 application of policiesmanagers经理无权 ? Organization Plans坚实运用政策 ? Confused message 员工计划 ? Big picture重要的about who’s the boss 描述 用信息模糊“谁是老 板” 1