【正文】 otal jobholders. At McDonald’s, for example, pivotal jobs include the centralized purchasers of all raw materials for all stores, the store managers, and the hourly employees who take and assemble orders. PIVOTAL JOBS What people must do What are they ? ? Positions that have direct impact on delivery of value to the customer. Typically they Design the product Make the product Sell the product ? Positions that must capably master new skills Where are they? ? Close to the front line In a recent study at a chain store retailer, the change vision included a significant improvement in instore convenience. Two positions were identified as pivotal jobs – the store manager and the area operations manager. This study employed a contrast analysis in two forms. The first considered each element of behavior and defined how the new behavior would need to differ from current practices. A behavior contrast analysis often proves helpful in defining precisely how the pivotal job holders need to change. CONTRAST ANALYSIS Pivotal jobs: store manager, chain retailer Elements Old behavior New behavior Use of time ? Spend majority of time on daily routine tasks – unloading trucks, stocking shelves, etc. ? Devote much more attention to training/coaching, evaluating/experimenting with pricing, staffing, merchandising Job objective ? Ensure that dayto day store operations run smoothly ? Manage store profitability and implementation of new convenience strategy Critical skills ? Conscientious, responsible ? Basic math and writing skills ? Old skills, plus… ?Good instincts about how to affect profits ?Leadership qualities Criteria ? Task pletion ? Financial performance ? Old criteria plus added emphasis on… ?Customer service ?Inventory management ?Store appearance The second analysis contrasted the percentage of time spent on critical tasks under current practices and envisioned in the future. CONTRAST ANALYSIS BY PERCENTAGE OF TIME SPENT Pivotal job: area operations manager 100% Current Proposed 3520402015301030?Tailor products, services, pricing, and promotion to segments ?Search for new business ?Evaluate business and customer service performance ?Expand oneonone time with SM and associates ? Train and motivate facetoface for customer service, inventory management… ?Encourage SM to innovate ?Clerical support should eliminate tasks ?Clerical support should eliminate tasks Short vendor contacts ? Recruiting SM and ? pharmacist Disciplining ? Balancing inventory ? Followup on telephone ? messages Inventories ? Paperwork ? Putting out fires ? Monitoring pliance ? –Policies –Planograms Answering surveys ? Filling out appraisals ? District reports ? Merchant/owner Coach Player Administraor The 3S winning formula sets the standards, goals, and mission of the anization. How do you get people (particularly pivotal jobholders) to actually follow those goals? While you can dictate what skills and shared values you want , the anization must provide guidance, motivation, and monitoring to see that the right decisions are made. This is provided through the other Ss – structure, systems, staff, and style. Collectively known as the ―design levers‖, each of these four should be set by considering the specific skills and shared values you want to instill in the anization’s people – and balancing them with other designs that might be suggested by other specific skills and shared values needed. 182。Leadership style. The way leaders focus their time and attention and the personal tone they set. ② 7S FRAMEWORK What change is needed? How should the client make change happen? Gaps in performance Organizational challenges initiatives Organizational challenges Energizing elements Winning formula Pivotal jobs Design levers Organizational structure Management systems Leadership style Staff Strategy Skills Shared values VISION At the heart of we mean by anizational performance is a ―winning formula‖ creating a bination of strategy, skills, and shared values to carry out an anizational purpose. What links these elements together (the ―overlap‖) is the anization’s vision: 182。Staff. The people in the anization considered in terms of their capabilities, experience, and potential. 182。 and valuable and differentiated to the intended customer. To achieve the vision, the pany must design and align levers to guide the behavior of those holding pivotal jobs close to the front line – ., those who directly affect delivery of value to the customer. 182。Shared values. Simple, agreedupon principles that say what is important around here. Taken together, the first 3Ss define the pany’s vision: an overriding goal that people in the anization strive to achieve。Strategy. An integrated set of actions that deliver a superior value to a set of customers with a cost structure allowing excellent continuing returns. 182。 Rejuvenated by welldeveloped people systems. The CEO in these panies is the Chief Personnel Officer. The CEO interacts regularly with the entire leadership group, understands the individual development needs and goals, and leads staffing reviews. ATTRIBUTES OF AN HPO (CONTINUED) Aligned by simple structures and core processes ?Straightforward alignment of authority, accountability, and performance challenges ?Unplicated lines of munication and approval – line to line ?Similar internal structural units and key management processes across the pany ?Minimal critical staff reviews ?Regular calendar of key management processes and munication Based on worldclass