人力资本来源的竞争力优势【外文翻译】.doc

1、外文翻译MAKEHUMANCAPITALASOURCEOFCOMPETITIVEMATERIALSOURCEHTTP/SSRNCOM/ABSTRACT1311431AUTHOR爱德华劳勒EXECUTIVESUMMARYFORATLEASTTHELASTDECADE,ITHASBEENHARDTOPICKUPABUSINESSBOOK,ARTICLE,ORCORPORATEANNUALREPORTWITHOUTSEEINGSTATEMENTSTHATSTRESSTHEIMPORTANCEOFHUMANCAPITALSURVEYSOFEXECUTIVESCONFIRMTHATMANYBELIEVE

2、THATFINDINGANDDEVELOPINGTHERIGHTPEOPLESHOULDBEONEOFTHEIRTOPPRIORITIESHOWEVER,ITISONETHINGTOSTRESSTHEIMPORTANCEOFHUMANCAPITALITISANOTHERFORORGANIZATIONSTOBEDESIGNEDTOREFLECTTHEIMPORTANCEOFHUMANCAPITALTHISARTICLELOOKSATFOURAREASWHEREHUMANCAPITALSHOULDHAVEAMAJORIMPACTONDESIGNCORPORATEBOARDS,LEADERSHIP,

3、THEHUMANRESOURCEDEPARTMENT,ANDINFORMATIONPRACTICESINALLOFTHESEAREASTHEREISALARGEGAPBETWEENHOWMOSTORGANIZATIONSOPERATEANDHOWTHEYSHOULDOPERATEINANORGANIZATIONTHATISBUILTFORHUMANCAPITALCORPORATEBOARDSSHOULDHAVEBOTHTHEEXPERTISEANDTHEINFORMATIONNEEDEDINORDERTOUNDERSTANDANDADVISEONTALENTISSUESATALLLEVELSO

4、FTHEORGANIZATIONTHEYSHOULDFOCUSONDEVELOPINGMANAGERSWHOCANPROVIDELEADERSHIPTHEHRDEPARTMENTSHOULDBETHEMOSTIMPORTANTSTAFFGROUPHRSHOULDHAVETHEBESTTALENT,THEBESTINFORMATIONTECHNOLOGYRESOURCES,ANDITSHOULDBEAVALUEDEXPERTRESOURCETOTHEFIRMWHENITCOMESTOSTRATEGY,CHANGEMANAGEMENT,ORGANIZATIONDESIGN,ANDTALENTMAN

5、AGEMENTTHEREISANOLDSAYINGTHATWHATGETSMEASUREDGETSATTENDEDTOTHEIMPLICATIONOFTHISFORHUMANCAPITALISVERYSTRAIGHTFORWARDITWILLBEACENTRALFOCUSOFANORGANIZATIONONLYIFTHEORGANIZATIONHASMEASURESTHATAREASRELEVANT,RIGOROUS,ANDCOMPREHENSIVEASTHEMEASURESOFITSFINANCIALASSETSANDPHYSICALCAPITALMAKEHUMANCAPITALASOURC

6、EOFCOMPETITIVEADVANTAGESURVEYAFTERSURVEYHASFOUNDTHATEXECUTIVESBELIEVEFINDINGANDDEVELOPINGTHERIGHTTALENTSHOULDBEONEOFTHEIRTOPPRIORITIESANDTHATTHEIRCOMPANYSHUMANCAPITALISONEOFTHEIRMOSTIMPORTANTASSETSYETFEWCORPORATIONSAREDESIGNEDTOOPERATEINWAYSTHATRECOGNIZETHEIMPORTANCEOFHUMANCAPITALMOSTCOMPANIESUNDERS

7、TANDHOWTOLEVERAGEFINANCIALCAPITAL,MACHINERYANDEQUIPMENT,BUTWHENITCOMESTOHUMANCAPITAL,ITISAVERYDIFFERENTSTORYJOBSAREDESIGNEDTOFOLLOWASIMPLIFIED,STANDARDIZEDAPPROACHTOTHEEXECUTIONOFWORKPROCESSES,ANDINDIVIDUALSARECONTROLLEDTHROUGHWELLDEFINEDHIERARCHICALREPORTINGRELATIONSHIPS,BUDGETSANDCLOSESUPERVISIONR

8、ATHERTHANENCOURAGINGPEOPLETOBEIMPORTANTCONTRIBUTORS,MOSTOFTHESYSTEMSINORGANIZATIONSAREDESIGNEDTOCONTROLTHEIRBEHAVIORIFWEREALLYTOOKHUMANCAPITALSERIOUSLY,WEDRUNCOMPANIESINAVERYDIFFERENTWAYYES,WEWOULDTREATPEOPLEWELLANDSAYTHEYAREIMPORTANT,BUTWEWOULDDOMUCHMOREWEWOULDDESIGNORGANIZATIONSSOTHATPEOPLEAREASOU

9、RCEOFCOMPETITIVEADVANTAGEHIRINGSOMEHIGHLYTALENTEDINDIVIDUALSWONTDOITTRAININGPROGRAMSWONTDOIT,EITHEREVENBEINGABESTPLACETOWORKWONTDOITMAKINGHUMANCAPITALASOURCEOFCOMPETITIVEADVANTAGEREQUIRESMUCHMORETHANMAKINGSOMEQUICKFIXESTOACONTROLFOCUSEDORGANIZATIONITREQUIRESATTRACTINGANDRETAININGTHERIGHTPEOPLEASWELL

10、ASORGANIZINGANDMANAGINGTHEMEFFECTIVELYATTRACTINGANDRETAININGTHERIGHTPEOPLEISNOTEASY,BUTMOSTORGANIZATIONSCANGETITDONEIFTHEYDEVOTEENOUGHRESOURCESTOITACTUALLYDEVELOPINGANDEMPLOYINGORGANIZATIONALSTRUCTURESANDOPERATINGSYSTEMSTHATLEADTOANORGANIZATIONSHUMANCAPITALBEINGASOURCEORTHESOURCEOFCOMPETITIVEADVANTA

11、GEISANOTHERSTORYITREQUIRESTHERIGHTMANAGERIALBEHAVIORSASWELLASTHERIGHTDESIGNOFMOSTOFANORGANIZATIONSMAJOROPERATINGSYSTEMSINORDERTOCREATEAHUMANCAPITALCENTRICHCCENTRICORGANIZATIONWHATDOESACOMPANYTHATSTRULYBUILTTOLEVERAGEITSHUMANCAPITALLOOKLIKEFIRST,ITHASCORPORATEBOARDMEMBERSARMEDWITHSUFFICIENTEXPERTISEA

12、NDINFORMATIONTOADVISEONHUMANCAPITALANDORGANIZATIONALEFFECTIVENESSISSUESINFACT,THEBOARDWOULDREGULARLYRECEIVETHEKINDOFDETAILEDINFORMATIONABOUTTHECONDITIONOFTHEORGANIZATIONSHUMANCAPITALASITDOESABOUTITSFINANCIALSITUATIONSECOND,ITWOULDDEVELOPEXECUTIVESWHOPRACTICESHAREDLEADERSHIPANDARECOMMITTEDTODEVELOPIN

13、GLEADERSTHROUGHOUTTHEIRORGANIZATIONTHIRD,ITWOULDCONSIDERTHEHUMANRESOURCESFUNCTIONITSMOSTIMPORTANTSTAFFGROUPHRSRANKSWOULDBEFILLEDWITHINDIVIDUALSWHOUNDERSTANDTHEBUSINESSASWELLASKNOWTHEINTRICACIESOFHUMANCAPITALMANAGEMENTSYSTEMSFINALLY,ITWOULDHAVEINFORMATIONSYSTEMSTHATREPORTACCURATELYONTHESTRATEGICALLYI

14、MPORTANTCOMPETENCIESANDCAPABILITIESOFTHEORGANIZATIONANDOFEACHEMPLOYEECORPORATEBOARDSCORPORATEBOARDSCANANDSHOULDDOALOTWHENITCOMESTOHUMANCAPITALMANAGEMENTINHCCENTRICORGANIZATIONSBOARDSSHOULDEXAMINETHEEFFECTIVENESSOFTHEIRORGANIZATIONSHUMANCAPITALMANAGEMENTSYSTEMSASWELLASTHESTATUSOFITSPEOPLEBOARDSNEEDTO

15、KNOWATLEASTASMUCHABOUTTHECONDITIONANDUTILIZATIONOFTHEIRORGANIZATIONSHUMANCAPITALASTHEYDOABOUTTHECONDITIONANDUTILIZATIONOFITSFINANCIALANDPHYSICALASSETSBOARDSNEEDMETRICSTHATACCURATELYREPORTONTHECONDITIONOFTHEORGANIZATIONSHUMANCAPITALTHEYALSONEEDANALYTICSTHATSHOWHOWTHEMANAGEMENTMETRICSDRIVECORPORATEPER

16、FORMANCETHEYNEEDTOUSETHISINFORMATIONWHENTHEYMAKESTRATEGYDECISIONS,DOESEVALUATIONSOFSENIORMANAGERS,ANDMAKEDECISIONSABOUTORGANIZATIONDESIGN,CHANGE,ANDEFFECTIVENESSKNOWLEDGEABOUTHUMANCAPITALMANAGEMENTANDORGANIZATIONALEFFECTIVENESSISANOBVIOUSFOUNDATIONTHATBOARDSNEEDINORDERTOMAKEHIGHQUALITYHUMANCAPITALMA

17、NAGEMENTDECISIONSESSENTIALLY,BOARDSHAVETWOMAJORSOURCESTHEYCANDRAWUPONFORKNOWLEDGETHEFIRSTISTHEIROWNMEMBERS,ANDTHESECONDISNONMEMBERSWHOAREASKEDTOMAKEPRESENTATIONSORCONSULTTOTHEBOARDANDITSCOMMITTEESTHEKEYQUESTION,THEREFORE,ISDOEITHERBOARDMEMBERSORTHEINDIVIDUALSTHEYLOOKTOFORINFORMATIONANDADVICEHAVEADEE

18、PEXPERTISEINHUMANCAPITALMANAGEMENTTHEANSWERFORMAJORCORPORATIONSINMOSTCASESISNOHREXECUTIVESARENOTONBOARDSANDINFACTDONTCONSISTENTLYATTENDBOARDMEETINGSUNLIKEEXPERTSINFINANCEANDEXPERTSINACCOUNTING,EXPERTSINHRTYPICALLYARENOTONBOARDSFINANCEANDACCOUNTINGPROFESSORSSITONNUMEROUSCORPORATEBOARDS,BUTMEMBERSHIPO

19、NMAJORCORPORATEBOARDSISARARITYAMONGPROFESSORSOFHRMANAGEMENTANDORGANIZATIONALBEHAVIORONEOFTHEFEWEXCEPTIONSISDAVIDULRICH,MANAGEMENTPROFESSOR,WHOSITSONTHEBOARDOFHERMANMILLERINCTHEOFFICEANDHOMEFURNITURECOMPANYHERMANMILLERISITSELFATYPICALLYPREOCCUPIEDWITHHUMANCAPITALISSUESONEOFITSFORMERCEOS,MAXDEPREE,ISW

20、ELLKNOWNFORHISBOOKLEADERSHIPISANARTWHENIHAVEASKEDBOARDMEMBERSWHOTHEYRELYONFORHREXPERTISE,THEYCITETHECEOSONTHEIRBOARDTHEREISNODOUBTTHATMANYCEOSHAVESOMEUNDERSTANDINGOFTHEHUMANCAPITALISSUESTHATCORPORATIONSFACE,BUTTHEYRARELYHAVETHEKINDOFINDEPTHEXPERTISETHATAPROFESSIONALINHRCANBRINGTOABOARDEFFECTIVEHUMAN

21、CAPITALMANAGEMENTREQUIRESAGREATDEALOFEXPERTISEINORGANIZATIONALSYSTEMSANDAGREATDEALOFUNDERSTANDINGOFMOTIVATION,COMPETENCIES,TRAITS,ANDORGANIZATIONALBEHAVIORSKILLEDMANAGERSOFTENHAVEAGOODUNDERSTANDINGOFPEOPLEANDSOMEORGANIZATIONALSYSTEMS,BUTTHEYRARELYHAVETHEKINDOFEXPERTISETHATAKNOWLEDGEABLEEXPERTCANBRIN

22、GTOBEARONTHEMAJORHUMANCAPITALDECISIONSTHATORGANIZATIONSNEEDTOMAKEHUMANCAPITALDECISIONSNEEDTOBEBASEDONRESEARCHEVIDENCE,FACTS,DATA,ANDINFORMEDJUDGMENTBECAUSEOFTHIS,BOARDSNEEDTOHAVEATLEASTTWOMEMBERSWITHANINDEPTHKNOWLEDGEOFHUMANCAPITALMANAGEMENTCORPORATEBOARDSNEEDTODOMORETHANJUSTFOCUSONHOWTHEIRORGANIZAT

23、IONSMANAGEPEOPLETHEYNEEDTOBEEXPERTPEOPLEMANAGERSTHEMSELVESBOARDSNEEDTOEVALUATETHEPERFORMANCEOFTHECEOANDOTHERSENIOREXECUTIVES,ANDTHEYNEEDTOEVALUATETHEIRPERFORMANCEASABOARDANDTHATOFTHEIRMEMBERSWHYEVALUATEBOARDMEMBERSBECAUSEMEMBERSOFTHEBOARDAREACRITICALPARTOFHUMANCAPITALOFANYORGANIZATIONTHUSTHEYNEEDTOB

24、EEVALUATEDANDREWARDEDAVALIDONGOINGEVALUATIONPROCESSCANFORMTHEBASISFORDECISIONSABOUTCONTINUINGBOARDMEMBERSHIPASARESULT,ITCANHAVEAMOTIVATIONALIMPACTTHATSTOCKBASEDREWARDPROGRAMSLACK译文人力资本来源的竞争力优势资料来源HTTP/SSRNCOM/ABSTRACT1311431作者爱德华劳勒人力资本来源的竞争力优势各种调查数据发现，业内的高管相信发现和发展精确的人才应该是其中一个最重要的优先项目，公司的人力资本是其中一种最重要

25、的资产。但很少有人能够在有限公司里设计出能够识别人力资本重要性的方法。大多数公司了解如何运用金融资金、机器设备，但当谈到人力资本时就是一个完全不一样的事情了。遵循简化、标准法的执行工作过程来设计工作，通过明确的层次的汇报关系、预算和关闭监督来控制个人。而不是鼓励工人是重Z要的贡献者，大多数公司的系统是设计用来控制自己的行为的。如果我们真的把人力资本看的很重要，我们将以一个非常不同的方式去经营这个公司。是的，我们会好好对待他们，说他们很重要，但我们会做得更好。我们将设计组织以便人力资本来源成为企业的竞争优势。招聘所述职位不会做培训计划也不会做。即使是一个最好的地方去工作也不会去做。要使人力资本来

26、源成为一种竞争优势它的要求远远超过做一些快捷方式来一个聚焦控制的组织。它需要吸引和保留一批正确的人来组织和管理以及有效利用他们。如何吸引和留住好的职工是不容易的，但大多数公司能够做到如果他们有足够的资金投入。它需要正确的管理行为以及正确的设计大部分组织的主要操作系统，以创建一个企业的人力资本中心。公司真正建立起的影响人力资本的是什么第一，公司董事会成员有足够的专业知识和信息来武装对人力资本和组织的有效性问题提供建议。事实上，董事会将会定期的收到各种详细的关于组织的人力资本条件的信息把它作为自己的一项财政状况。第二，它将发展那些共享领导力实践的管理人员和致力于发展那些贯穿组织的领导者。第三，他们

27、会考虑人力资源功能最重要的是员工团队。人力资源的队伍会充满那些了解业务以及知道错综复杂的人力资本管理系统。最后，它将拥有具有战略意义的重要功能和组织及各员工的能力进行汇报的信息系统。社团董事会当提到人力资本管理在人力资本中心组织时社团董事会能够并且有很多事要做。董事会应该对他们组织的人力资本管理系统现状进行有效性检查。董事会至少要知道利用人力资本的条件和利用其他金融和物力资产的条件是一样的。董事会需要度量标准准确的报告组织人力资本的条件。他们也需要显示经营管理者如何度量推动企业绩效进行分析。当他们做战略决策做高级管理人员以及做一些关于组织的设计、改变和有效性的决定是他们需要利用这个信息。人力资

28、本的知识管理和组织的有效性是明显的基础。董事会需要用它来制定高品质的人力资本管理决策。从本质上说，董事会对知识的创造主要有两个主要的来源。第一个是他们自己的成员，第二个是那些被要求做陈述或是向董事会及其委员会做咨询的非会员。因此，问题的关键是要么董事会成员或他们个人所期待的资料和建议在人力资本管理方面有资深的专家。答案是在大多数情况下大企业是否定的。人力资源管理人员不是董事会，事实上也是一直以来也不参加董事会会议。不像在财务与会计上的专家，人力资本的专家通常不是董事会的成员。财务会计教授坐在众多的社团董事会里但成员里专业社团的董事会是很少见的人力资源管理者和组织行为者。少数的例外是DAVIDU

29、LRICH，他是一个管理学教授，还参加了赫曼米勒有限公司的董事会，这个有限公司是一家家庭家具和办公用的公司。赫曼米勒本身就是从事于人力资本问题，他是以他的书领导是一门艺术而闻名于世的马克斯德出版社的前首席执行官之一。当我已经要求靠人力资源专业知识的董事会成员，他们就想起了董事会的首席执行官。毫无疑问，有一些了解很多首席执行官的人力资本公司面临的问题，但是它们很少有这样的一个深入的专家从事人力资可以上市。有效的人力资本管理需要一名在组织系统中有专门知识的，对积极性、能力、特性和组织行为的理解。熟练的管理者经常有好的理解能力和一些组织制度，但是它们很少有这样的一个知识渊博的专业技能来承担专家可以带来的主要人力资本的组织决定。人力资本决定一定要基于研究证据、事实、数据、告知的判断。因此，董事会需要至少有两个成员有深入的人力资本管理知识。社团的董事会要做的不仅仅是只把注意力放在它们的组织人事工作。他们需要专家经理人自己的人。股东们需要该公司首席执行官和其他高级管理人员对他们性能的评价。他们需要评估他们的表现作为董事会的成员。为什么要评估董事会成员吗因为董事会成员是任何一个组织人力资本的重要组成部分。因此，他们需要进行评价和奖励。一个有效的正在进行评价的过程可以根据懂事会继续作决定的会员资格形成。结果是对股权激励报酬项目缺乏积极的影响。