打赢HR变革第一仗的1234策略
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 11.0pt; mso-ascii-font-family: Calibri; mso-hansi-font-family: Calibri; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">文章来源：<A href="http://www.trainingmag.com.cn/"><FONT color=black>中训网 </FONT><A href="http://www.trainingmag.com.cn/"><FONT color=black>www.trainingmag.com.cn</FONT></A></A> </SPAN><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US> <SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 宋体; mso-bidi-font-size: 11.0pt; mso-ascii-font-family: Calibri; mso-hansi-font-family: Calibri; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">作者：</SPAN><FONT face=宋体 color=#000000>侯继连 培训杂志</FONT><BR><BR><STRONG>一个明确<BR></STRONG></SPAN></SPAN><BR></P><P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>HR变革前一定要设立明确的变革目标和方向，HR变革最忌目标不明确和方向动摇。如果不能形成对于HR变革使命的清晰描述，或者在变革推动者内部没有对变革的方向和目标状态形成共识，我们强烈建议变革缓行。<BR></SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US><STRONG>二个关注<BR></STRONG></SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>在HR变革的过程中，需要关注的方面很多，但是其中最关键的是两个：</SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>“人”的观念、习惯和行为的改变是最难的，没有观念意识的深刻转变，变革难以推进，反之，一旦观念意识得到转变，HR变革在技术和方法层面的推进就变得一马平川。</SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>“利益秩序”变革的实质是对利益的调整，如果变革者对于既有的利益秩序，以及变革将会触动的利益秩序、试图建立的利益秩序没有深刻的认识，变革的失败几乎会是必然的。<BR></SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US><STRONG>三个主体<BR></STRONG></SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>对于HR变革来说，有三个主体最为重要，应该采取具有针对性的策略。</SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>赢得高层领导的认同和支持任何一项HR管理变革都来自干企业发展的内在需求，可能是董事会提出的，也可能是高管层提出的，更可能是业务部门提出的，还可能是HR部门提出的等等，但不管需求来自何方，要想顺利实施HR变革，都必须赢得CEO高层经营团队的认同、决心和支持。</SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>赢得业务部门经理的“芳心”。HR经理一定要善于与业务部门经理建立战略性合作伙伴的关系，必须使直线经理真正理解HR变革对于他们的价值和积极意义。</SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>赢得员工的参与员工是HR变革的最终受众，HR变革的艺术在于将被动的受众转变为主动的推动者，给员工参与变革的机会，是最好的方法。没有员工参与，仅仅依靠HR推动的变革，很难取得成功。</SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US><STRONG>四个关键</STRONG></SPAN></SPAN></P><BR>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>转变角色。HR人员在变革中扮演着十分特殊的角色，HR人员首先要完成自身角色的转变，着力培养变革能力。这一转变对于目前的中国企业HR经理来说，显得尤其重要，这也是决定企业HR能否步入战略层次的关键。</SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>逐步推进。企业建立一项新的制度或一种新的机制，考虑由无到有的方法，使员工有一个参与和熟悉的过程，可以先导人简单．的方案，再随着执行过程改进、优化，这样容易被员工接受，进而达到管理变革的目的；如果是在原有制度基础上的变革，可以根据公司实际情况，采取“分而治之”的方法，逐渐衍变，先易后难，达到管理变革的目的。</SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>周密准备。采用科学而可靠的技术制定变革的方案，启动前要做好周密的准备，使实施过程处于可控，同时预测各种可能的风险并有预案，这样才能做到有的放失，为打赢第一仗提供技术保障。</SPAN></SPAN><BR></P>
<P><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US>有胆有识。HR变革不是盲目的，并且是有投入的，一定的组织行为必将影响到员工个人的行为，进而影响到组织的整体绩效，所以就要求变革的领导者，要有魄力、有毅力、有智慧、有策略，将变革与企业文化的提升、人事任用、管理信息系统的导人等有机结合起来，实现变革的成功。<BR></SPAN></SPAN><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US><BR><SPAN style="FONT-SIZE: 10.5pt; FONT-FAMILY: 'Calibri','sans-serif'; mso-bidi-font-size: 11.0pt; mso-bidi-font-family: 'Times New Roman'; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA; mso-fareast-font-family: 宋体"><SPAN lang=EN-US><A href="http://www.trainingmag.com.cn/"><FONT color=navy>中训网</FONT></A>声明：如需转载本网站所发布的资讯及作品，请在文章开头处标明文章来源、作者，在文章结尾处加注此声明。感谢您的合作。</SPAN></SPAN></SPAN></SPAN></P>
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