摩托罗拉HR的变革管理(中英文对照)

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摩托罗拉HR的变革管理(中英文对照)

wenvi_wu 2014-06-12 09:57:00 浏览1622
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摩托罗拉HR的变革管理(中英文对照)

  Managing change at Motorola

  摩托罗拉的变革管理

  By Sumathi V Selvaretnam

  修订:Emma

  When consumer electronicsindustry pioneer Motorola split intotwo separate companies (Motorola Solutionsand Motorola Mobility) in2011, it marked a turning point for its HR team inparticular.

  “We used it as an opportunityto relaunch our company withrespect to our purpose and values. That’s how ourHR transformationstarted. We translated our values into specificleadershipcapabilities in terms of how we develop, interview,assess and manage people,”says Shelly Carlin, senior vice presidentof HR for Motorola Solutions.

  At the same time, MotorolaSolutions wanted to change itsorganizational culture and become more agile, sothat it could reactmore quickly and be innovative. As the organization grewsmallerafter the separation, another concern was how it was going tocreatedevelopment opportunities for its workforce, says Carlin.

  2011年,消费者电子行业的领头羊摩托罗拉拆封成摩托罗拉系统(MotorolaSolutions)和摩托罗拉移动(MotorolaMobility)两个公司。这对于摩托罗拉的HR团队来说是一次历史性的转折。

  摩托罗拉系统公司的人力资源高级副总裁,ShellyCarlin说:“这是我们人力资源转型的开始。我们把它看作是一次重新树立公司目标和价值观的机会。我们把我们的价值观转化为了具体地如何发展、面试、测评和管理人才的领导能力。”

  同时,摩托罗拉系统公司希望改变公司的企业文化,让公司更加灵活,以此来提高反应的速度和创新能力。Carlin认为,随着公司被拆分后变得更加小巧,公司要考虑如何为员工创造更多发展机会。

  Eliminating performance ratings

  One of the biggest steps thatMotorola Solutions took towardschanging its culture was taking a differentapproach to performancemanagement. The company decided to eliminate itsperformance ratingssystem in 2012.

  “The ratings created tension between theemployee and manager.Instead of a conversation about how an employee couldimprove andgrow, it became just about labels. Since it was so tightly linkedtocompensation, employees weren’t listening to that conversation.They werejust waiting for the label because it would tell them whattheir compensationwould be,” explains Carlin.

  弃用绩效评分

  摩托罗拉系统公司在改变企业文化中迈出最重要的其中一步是采用不同的绩效评估方法。公司决定在2012年摒弃原有的绩效评分系统。

  Carlin解释道:“这个评分系统会使员工和管理者的关系变得紧张。它更像是一些标签,而不是告诉员工如何提高和成长。因为这个绩效评分系统和薪酬紧密联系在一起,所以员工根本不在意绩效反馈的内容,而是等待这些标签来了解他们的薪酬情况。”

  Removing the label has helpedmanagers to move from a‘parent-child’ evaluation relationship to a ‘coaching’relationshipwith employees, says Carlin. The new system starts at thebeginningof each year where the manager and employees sign off on thegoalsthat they have set for the coming 12 months. By the end of theyear, they haveto acknowledge that a conversation took place aboutthose goals. There are noformal checkpoints. “We have taken HR outof the policing of the process.Managers and employees should alwaysbe having a dialogue about theirperformance.”

  Motorola Solutions developedtraining materials for managers tohave better performance conversations.

  The company also gave managersfive simple questions tostructure these conversations around:

  What has the employee donewell?

  What could the employee havedone differently or better?

  What are the skills that theemployee needs to grow his or hercareer?

  How do the employee’sleadership behaviors measure up to theMotorola Solutions leadership model?

  Where does the employee standrelative to his or her careerwith the company?

  “The point of the questions isnot to tell them which areasthey did well or didn’t. It is to engage them in aconversation tohelp them discover how they did on their own. Our work in HR istohelp managers get better at coaching, rather than evaluating,” saysCarlin.

  Carlin指出,摒弃这些标签促使管理者和员工由一种“父母—子女”般的关系转变为指导关系。这个新的绩效管理系统从每年年初管理者和员工就未来十二个月的目标达成协议开始。到年底之前,他们会确保就这些目标进行过交谈。在这期间没有正式的节点。“我们把HR从整个监管流程中解放出来。管理者和员工本应该随时有机会谈论他们的工作表现。”摩托罗拉系统还为管理者提供了相关培训材料,来使他们的业绩谈话更加有效。公司为管理者提供了以下五个简单的问题作为业绩谈话的基本框架:

  员工在哪些方面做得好?

  员工在哪些方面有提升空间?

  员工的职业发展中还需要哪些技能?

  员工的哪些领导行为与摩托罗拉系统领导力模型吻合?

  员工在公司中的职业生涯发展到了哪个程度?

  Carlin说:“问这些问题的关键在于不要告诉员工哪方面做得好或者做得不好。谈话的目的在于激发员工的自主性。我们HR的工作是帮助管理者更好地指导员工,而不是去评价员工。”

  The new performance managementsystem is also more efficient.It has reduced time spent on performancemanagement by 50 to 75%,says Carlin. Previously, there was a lot of ‘noise’ inthe systemdue to employees being dissatisfied with their performancelabelsand the rewards that they were receiving, she says.

  Response to the new system hasbeen positive. “I’ve received alot of emails from employees and managerssaying what a great changethis was because the old system was unproductive.”

  However, Carlin cautions thatalthough that the system hasworked for Motorola, it might not be right foreverybody. “Don’tlook at what we did but look at the questions that we asked.Askyourself: Is this driving the culture that I want and is thiscontributingto business performance?”

  新的绩效评估系统也比以前更有效率。Carlin指出新系统把绩效评估的时间减少了百分之五十到七十五。由于员工对于那些绩效标签和奖励的不满,先前的评估系统存在了太多的“杂音。”

  目前为止,新系统收到的反馈还是很积极的。“我收到了很多员工和管理者的邮件说这是一项非常棒的改革,因为先前的绩效评估系统太低效了。”

  但是,Carlin也注意到,虽然这个系统很适合摩托罗拉,它可能不是对每个人都有效。“不要只关注我们所做的,而要关注我们所问的问题。你要扪心自问:这个系统能不能促进企业文化的实施?能不能帮助企业提高业绩?”

  Recruitment challenges

  Motorola Solutions hired some3,000 people globally in 2012.Yet, competition is stiff in the technologyindustry, especially forroles in software and systems engineering. “Thechallenge is to getbetter at finding the talent that want to work for us.Everybody isrecruiting the same scarce talent,” says Carlin.

  The next generation ofrecruiting and talent acquisitionspecialists need to focus on candidates whoappreciate the company’svalue proposition, instead of trying to be everythingto everybody,Carlin says. This requires companies to use data and analyticsmoreprecisely, so they can target where the right people are. “We arealsogetting our message into the labor market about what is itreally like to workhere and how we are different,” she says.

  Motorola Solutions istransitioning from being aproduct-centric organisation to one that is focusedon services andsolutions, and this too, is shaping its hiring strategy. “Wearehiring not just to grow but to change skill sets as we continue toredefinewho we are,” Carlin says.

  The hiring landscape is alsochanging rapidly, says Carlin.“Getting a job today is very different from whenwe came into theworkforce. We are realigning our spend in the recruiting spacetoput more of a bet on social media, because that’s where thecandidates are.”Motorola Solutions is also looking at ways toensure that its brand remainsconsistent across different platformssuch mobile phones, tablets or websites.

  “It is an exciting time for HRprofessional as we are seeing asea change in the skills and capabilities to bea great HRperson.”

  招聘中的挑战

  2012年间,摩托罗拉系统在全球范围内大概招了3000人。在科技产业里,竞争依然很激烈,特别是软件和系统工程师之类的岗位。Carlin说:“大家都在寻找稀缺的人才。因此招聘中的挑战在于更好地找到那些愿意为我们公司服务的人才。”

  Carlin认为,下一代招聘和人才兼并专员应关注那些认同公司价值定位的候选人,而不是广泛撒网。这就要求公司更加准确地运用数据分析,来瞄准那些最合适的人才。她说:“我们也在向劳动市场投放信息,让大家知道在这里工作的真实情况,还有我们是如何与众不同的。”

  摩托罗拉系统正在从以产品为中心的公司转变为一个专注服务和提供方案的公司。这也重塑了它的招聘策略。Carlin说:“我们不是纯粹为了公司的成长而招人,而是在我们重新定义自己的同时,改变招聘的人才拥有的我们所需的技术。”

  招聘的总体形势也在改变。Carlin说:“如今获得一份工作已经和当初我们刚入职场时的情况不同了。我们现在正在重新规划招聘支出,把更多的资金投入到大部分候选人所在的社交媒体上。”摩托罗拉现在也在努力寻找方法,确保其品牌在不同平台的一致性,诸如移动电话,平板电脑或者网站。

  “对于专业人力资源管理者来说,这是一个令人振奋的时代。因为我们正在目睹着一项技术和能力方面的巨大变革,这一切都在把我们锻炼成为更好的人力资源管理者。”

  Workplace diversity and inclusion

  Motorola Solutions has anumber of business councils that werelaunched to create strong business linksto diversity. Catering todifferent interest groups, each council is formallystructured witha senior-level executive sponsor and top-management co-leaders.Themain four objectives for all of the business councils are marketingandbrand awareness, recruitment and retention, communityinvolvement, and professionaland personal development. However,each council drives its own agenda asdiversity and inclusion issuesvary across different geographies.

  One of the most prominentamong these is the women’s businesscouncils, says Carlin. These aim to helpwomen in areas such ascareer development, building of skills, and networking.In otherregions the focus areas include social responsibility and givingbackto the community.

  However, Carlin feels that thelong term solution to creatingmore inclusiveness at work is to look at thevalue that eachindividual brings to the table, instead of focusing on how theylooklike or where they come from. The key to this is to look atspecificleadership behaviors, she says. For example, what doesleading change look likefor a senior manager, or an individualcontributor? “This levels the playingfield and gives them a muchfairer evaluation,” Carlin says.

  职场多元化和包容性

  摩托罗拉系统为了在商业中建立多元化,创办了很多商业委员会。为了迎合不同兴趣的人群,每个商业委员会都配有一个高级行政资助主管和一个高层协同领导。所有的商业委员会的主要四个目标是市场营销和品牌意识,招聘和留用,社区参与,和职业与个人发展。但是由于每个群体不同的多样性和包容性,每个委员又会有自己的具体安排。

  Carlin说,最出色的商业委员会之一是妇女商业委员会。它旨在帮助妇女的职业发展,技能培养,和社交。在其他地区,它关注的领域还包括社会责任和回馈社区。

  但是,Carlin认为建立一个更具包容性的工作氛围的长期有效办法是看每个人能够带来的价值,而不是他们外在表现或者他们来自哪里。她说这其中的关键在于具体的领导力行为。比如,一个高级经理或者一个独立贡献者是如何领导变革的。她认为这个办法提供了更加公平的衡量标准。

文章转载自:http://blog.sina.com.cn/s/blog_499084950101jx6y.html

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