声音简介
Think about this from the perspective of the young employees, all of whom were thrilled to be picked for this development program. What projects are they most likely to covet, in each of their assignments? In theory, they should champion products and processes that will be key to Unilever's future success five and ten years ahead. But the results of those efforts, only available many years later, will garnish the record of whoever is in that specific assignment at that time— not the person whose insight initiated it. If, instead, the HPLs focus on delivering results they know can be seen and measured within twenty-four months-even if that method isn't the best approach- they know that the people running the program will be able to assess their contribution to a completed project. As long as they have something to show for their efforts, they know they'll have a shot at an even better next assignment.The system rewards tomorrow's senior executives for being decidedly focused on the short term—inadvertently undermining the company's goals.
当他们完成任务后，他们完成工作的质量，决定了他们能否得到下一项重要任务。有一系列成功记录的储备干部，“赚”到了最好的后续任务，更有可能成为公司的下一任高管。
从年轻员工的角度考虑这个问题，他们都很高兴被选中参加这个发展项目。在各种任务中，他们最有可能觊觎什么项目？理论上，他们应该支持对联合利华未来五年和十年的成功至关重要的产品和流程。但是这些努力的结果，只有在许多年后才显现，将来就成了那个接手这个任务的人的业绩——而不是有洞察力的发起人的业绩。相反，如果HPL专注于实现可以在24个月内看到和测量的结果——即使这种方法不是最好的方法——他们知道评价人将评估他们对项目的贡献。只要他们展示自己的努力，他们知道他们有机会获得更好的项目。公司选拔未来的高管，明显地只专注于短期的业绩——无意中破坏了公司既定的长远目标。
音频列表
- 2021-12
- 2021-12
- 2021-12
- 2021-12
- 2021-12
- 2021-12
- 2021-12
- 2021-12
- 2021-11
- 2021-11
查看更多
猜你喜欢
用户评论