【導(dǎo)讀】在麥肯錫的調(diào)查中，48%的人力資源主管認(rèn)為大部分的高階主管只是將人才發(fā)展視為訓(xùn)練課程的功能之一。要有成效出現(xiàn)，做中學(xué)必須讓潛力人才從事一個對公司影響重大的項目，由有限的候選成員組成，并且實際執(zhí)行該項目計劃。此外，AlliedSignal會針對公司內(nèi)部前途看好的20位員工進(jìn)行詳細(xì)的年度評估，派遣兩位人力資源專家訪談15至20位這些員工的下屬、同儕以及主管。幾家麥肯錫分公司目前會定期詢問顧問，哪些董事是他們心目中的導(dǎo)師。由于輔導(dǎo)結(jié)果會一年一次在董事會議中公開結(jié)果，因此目前麥肯錫內(nèi)部對于輔導(dǎo)的注意力已大幅提升。對高階主管的發(fā)展最具影響力的因素是工作職務(wù)建構(gòu)的方式，也因此組織的設(shè)計方式便決定了組織成長機(jī)會的多寡。有些企業(yè)會受到業(yè)務(wù)組合的限制，然而有些僅僅從事單一業(yè)務(wù)的企業(yè)卻依舊能夠提供

　　

【正文】 to develop a slate of candidates from all parts of the pany. Managers with jobs to fill can then choose any candidate they please. At Arrow Electronics, the CEO, Steve Kaufman, says, The business units have enormous autonomy to make business decisions, but I guide the people decisions.Others panies, such as HewlettPackard and Enron, use a kind of freemarket approach supported by deeply embedded values and one or two simple processes. HewlettPackard has a tradition of moving people across business units to tackle different kinds of challenges. Everyone receives performance ratings from one to five so that managers can find the best people relatively easily. All managers also have access to the names and resumes of the highpotential people chosen for the pany39。s advanced training program. Since there is a jobposting system for every position below the top 100, it is easy for employees to find attractive opportunities.4. Don39。t choose the bestqualified personAt present, the people who make staffing decisions in most panies focus, quite naturally, on getting the bestqualified person for the job. But the bestqualified person may not be the one who can learn most from it. Instead of focusing entirely on proven petence when appointing executives, panies should be prepared to take risks by considering the needs of executive development.Ninetyone percent of the corporate officers in the McKinsey survey agreed that their panies should take risks sometimes by putting a highpotential person in a job before he or she is ready. Although only 49 percent of these officers thought that their panies actually did so, 80 percent of the officers at three very strong panies said that they sometimes took developmental staffing risks. More generally, 64 percent of the HR executives at topperforming panies (as pared with 48 percent at their mediumperforming counterparts) agreed that they actively and explicitly make development happen through staffing decisions.Mobil Oil, for example, developed a matching process cataloging the jobs each executive has held and the development experience every job or special assignment offers. The objective was not only to place people who already had some of the required petencies but also to round out the experience of those who had not yet developed them. Experiences were described in two dimensions: the nature of the business challenge (a growth business, a turnaround, a joint venture, a largescale task force, or negotiations with unions, for example) and the business function (such as marketing, portfolio management, and shared services). People looking for a change were given the option of searching the database for jobs or projects that offered the type of development challenge they needed。 likewise, managers with vacancies to fill could look for people who needed that type of experience. The formality or plexity of the process may not be to the taste of some panies, but the concept is straightforward and can be applied in simpler ways.5. Move mediocre people out of key jobsPerhaps the greatest boost a pany can give its development effort is to remove from key jobs those who produce mediocre results, lack the potential to grow much further, and make uninspiring bosses, role models, and coaches. Allowing even a small number of these people to stay in a pany39。s top 200 jobs drains power from the whole system.If 20 percent of a pany39。s management positions bee vacant when the managers with the lowest potential are pruned out, a whole range of development opportunities suddenly opens up. Half of the panies studied in depth in the McKinsey survey—particularly those known as development powerhouses—regularly refresh the development system in this way.It will never be possible to know everything about creating great executives. But if panies can implement what actually is understood about the role of job experience in driving development, they will dramatically increase the pace at which their executives grow. There isn39。t any particular magic to making this work. But the senior leaders of a pany must mit themselves to managing its executive talent pool with much more deliberate and explicit attention to developing the leaders of the future. 11