【正文】 中國最大的管理資源中心 (大量免費(fèi)資源共享 ) 第 3 頁 共 64 頁 shelves within days and a technical breakthrough is copied within weeks. The sourcing of raw material and talent spans the globe. So does the supply. Along with these changes, the days of a lone entrepreneur who performed all functions singlehandedly or with a couple of apprentices are long gone. Today, worldclass factories that house nonstop assembly lines work with hundreds of employees. Products, processes and technology are easily available or duplicated. So why do some panies survive and others fail in a short period of time? The pany’s workforce has emerged as a key asset and is often described as the only petitive advantage that a pany possesses. Employee behavior, the knowledge and experience they bring, together with their mitment to the anization are key drivers for sustainability and growth. Squeezing savings in the supply chain, ensuring higher capacity utilization at the shop floor, continuously upgrading the product and delighting customers with efficient service models are all 中國最大的管理資源中心 (大量免費(fèi)資源共享 ) 第 4 頁 共 64 頁 efforts that are steered by employees. Every business needs workers who take ownership of their work and the workplace. They need to be bargain buyers, effective salespeople, have unfaltering faith in their products, zealously guard their customers, painstakingly track the petition and above all, have an unpromising mitment, loyalty and honesty towards the anization and its stakeholders. To survive, sustain and grow in this context, where employee excellence is required more than ever before to achieve sustainable growth, the role of the corporation has been changing too. The old systems of training, monitoring and awarding employees are inadequate. The sheer size of businesses deems that impractical. Businesses now need to focus on attracting, retaining and harnessing the best talent in a more holistic and strategic manner. To be successful in all this, panies need to measure the value that employees bring to the anization, evaluate their impact on business performance and then align them with the business results. Companies have always measured their investments in more tangible assets such as buildings, equipment and even new products. Yet, many still pay less attention to their employees. Companies continue to focus on physical assets that were crucial historically or whose productivity is easily measurable financially. ―What gets measured gets done‖ may have described the dynamics of the factory floor but did not have much to do with the human resource department. Moreover, measuring the ―soft stuff‖ or the human capital has been difficult if not impossible. That is, till now. Considerable evidence already exists, both in academic research and in work done by Hewitt Associates, that successful panies know the value that people can bring to the anization, invest appropriately in their talent and measure the impact their investment has on the bottom line. The notion of the employeecustomer value chain was first made broadly popular in the January 1998 issue of the Harvard Business Review, which detailed a value driver model at Sears in the United States. (See Figure 1.) 中國最大的管理資源中心 (大量免費(fèi)資源共享 ) 第 5 頁 共 64 頁 Today many similar models exist in anisations around the world. Hewitt’s Best Employer studies have shown that these panies have higher revenue growth and greater profitability than other anizations. These numbers vary considerably across regions but what is mon and consistent is better business performance. These anizations create an environment that enables employee engagement, capturing the hearts and minds of employees to deliver extraordinary performance. An engaged employee is one who consistently speaks positively about the anization, stays with the anization despite opportunities to work elsewhere and exerts extra effort in work and behavior that contributes to business success. Hewitt’s Best Employer studies, for example, clearly demonstrate that The Best have much higher employee engagement (73% vs. 52%) and lower turnover (10% vs. 15%) on an average. This global research has conclusively established the high correlation between employee engagement and business performance gauged through key business measures. It has shown that anizations that improved the employee engagement levels simultaneously produced rises in productivity, employee retention, customer satisfaction, total shareholder return (TSR) and sales growth. Using a database of over 100 public corporations that pleted an engagement study over a fiveyear period, Hewitt Associates has demonstrated the following: ? High performing panies have an engagement score that is 2025% higher than average。s business strategy. This places many HR functions at risk in a number of ways: ? Measures reported are often lagging. There are no indicative signs of future performance for management to take action in time。 do the customers think they can get better service elsewhere? Conducting an HR customer survey might typically arrive at this. All four ponents of the scorecard are used to define and measure the effectiveness of peoplemanagement activities and how the HR function executes them. This provides a strategic measurement and management process to show the connection between a pany’s business strategies and goals and its HR strategies, activities, an