推荐 人才大未来——国际人才战争8大趋势（下） Big Future of Talent (Part 2)

关于作者：

Philip Teal 菲利普·蒂尔

国际人才与组织发展专家

澳大利亚太平绅士，人才与组织发展在研博士，MBA工商管理硕士，在中国从事企业管理咨询与人才培养发展工作14年。2011年加入聚成股份，担任研发顾问，启动聚成CTE人才卓越中心(Center of Talent Excellence)，致力于为中国成长型企业开发人才管理实战解决方案。

1988年，Philip老师在悉尼水务局争取到一份HR实习生机会，自此一直专注人力资源管理事业。过去20多年，Philip老师在亚太地区和中国曾服务的部分企业包括：华为、美的、TCL、南航、中国移动、京信通信、中国大酒店、泛亚太资产管理、德赛律师事务所、西门子、微软中国、先灵药业、派克笔、蒂森克虏伯不锈钢、埃克森美孚石油、佐敦远洋制漆、曼罗兰印刷、美泰玩具、可口可乐、卡夫、绿箭、美赞臣、雅芳等。专业领域涉及：企业战略规划退思会(Retreat)、领导力教练(Coaching)、企业高层定制化MBA课程开发(Customised MBA)、专家专才与创新管理(CEST)、人力资源实战导师培养(HR Facilitator)、民营企业家才富管理(STM)。希望在三茅社区与各位人力资源从业者们进行互动交流，聆听需求，分享见解，发现人才。

在上篇中，我们聊到了人才大未来的4个趋势，其实也是4个与HR伙伴们共勉的成长建议：

1､成为员工的“守护天使”，帮助他们成长，点燃他们内在的激情，为公司发展贡献更大的力量；

2､关注影响员工敬业度的因素，寻求提升敬业度的方法；

3､持续关注人才市场和求职者的变化，寻求更有效的招聘策略；

4､更多地参与公司业务活动，寻求成为业务合作伙伴的机会，提升HR的价值贡献。

In the first half of the article, I have shared four trends, in fact each of them reflects a L&D suggestion for our HR fellows:

1. We as HR needs to be talent enablers, to inspire our staff’s inner passion to create value to support our company’s development;

2. Our role is to think about how to lift staff engagement levels to improve morale & lift productivity;

3. Be aware of changes in the talent market and deeply understand what talent are thinking & expect from us when search for jobs, identify better talent acquisition strategies;

4. Be more proactive participating in operation initiatives, identify value creation opportunities

在下篇中，我将继续分享人才大未来的另外4个趋势：

In this second half of the article ‘Big Future of Talent in China - Top 8 Trends’ , I aim to share four more trends I see unfolding for us all.

趋势5：战略型HR将成为稀缺资源

和跨国企业的高管们交流，听他们讲述最多的就是HR高层在大陆很难招，没办法，只好从新加坡、台湾和香港调HR负责人过来统筹工作，再在本地组建高潜力的HR团队。很多跨国公司都引入了专设的学习项目，帮助本土HR提高国际视野、业务能力、树立创新与协作精神。尽管如此，人才工作的成效还是经常性的滞后于业务需要。

这几年，一些企业家朋友也在各种场合向我们表达，企业发展太快，好多地方都需要用人，想招HR一把手很久了，一直没有心仪的人选，请我们帮忙大力推荐。也有另一批企业家，在推进海外并购计划的过程中，很迫切地需要有战略高度、懂商业运作且能胜任在外国工作挑战的HR高端人士。

我也一直在寻找研发型的HR专家。他要有基本的英语阅读能力，能和我进行简单的沟通，也能和国际前沿保持同步。最关键的还是个人综合实力（HR专业水平、丰富的实战经验、创作能力），能够以国际最佳实践为基准，根据中小企业的实际情况，参与开发实效且长效的人才产品。虽然，我们自身在雇主品牌和薪资方面还需要进一步突破，但符合要求且愿意投身研发工作的HR人才，我遇见的还真不多。在此，我很欢迎各位的建议，也欢迎更多厉害的人才加入我们。

A common complaint I hear regularly from MNC management about China is; they really struggle to find quality HRM talent that matches their expectations. In the past they had to hire from Singapore, Taiwan or HK to manage their mainland operations. Therefore only offering simple administrative HR support roles in their operations.While many MNC have introduced localisation initiatives trying to right this HRM in-balance, the availability of strategic HR talent remains a common complaint.

At the same time I hear the same in reverse from Chinese entrepreneurs looking for Senior HR Talent to work abroad as expat management for their global expansion ambitions.    

I too have struggled to attract and acquire senior HR talent here in Shenzhen. Perhaps its the need to read English to leverage international best practices so we can localise these initiatives for DME. And many of those I extended offers to, eventually declined. I suspect it’s because Jucheng is not a renowned company. I guess our competitive salary offer is not attractive enough. And know they are spoilt for choice (as demand for top talent exceeds supply). I certainly would welcome any of your suggestions to help us find top HR talent here in SZ to join us in CTE in the future.

趋势6：创新能力将成为基层、中级、高端人才引进的标配

在中国工作十几年，我一直认为，中国最宝贵和最具有开发潜力的资源就是人。中国的“人口红利”时代刚刚过去，“人才红利”时代其实才刚刚开始。作为人力资源从业者，我们未来的机会和价值，在于对人才潜力的开发运用。对人才的开发，也是企业和国家在未来任何领域取得突破的关键动力。

Alex（化名）是我辅导过的卡夫食品的一名高管。2007年，卡夫收购达能饼干，Alex接管了江门达能饼干厂，这家厂早在被达能收购之前是一家国有企业。Alex计划更换掉一些主要的生产设备，来提高奥利奥饼干的产量，他请了一些外部供应商来投标，但没有找到合适的方案。我当时建议把设备维护组的师傅们请来一起评议，挑选出最优方案。结果，师傅们自己拿出了一套流程优化方案和改良的新模具，不需要采购新的生产设备，也能提高产量，这让Alex和我都感到十分意外。师傅们自打国企时就在这里工作了，他们的方案不仅节省了资金投入，也省下了很多调试新设备的时间。

中国企业在从“制造”走向“创造”的过程中，创新能力将成为基层、中级、高端人才引进的标配。创新，不只是开发新产品，也不只是对应技术人才。

I once shared a key reason that brought me to China back in 2001, was the belief, China’s most valuable resource is it’s people. As HR practitioners if we can effectively harness this talent potential, our companies and China as a nation will succeed spectacularly in any chosen field.

An example, a coaching client of mine, when he took over the role of plant manager for Kraft in Jiangmen believed upgrading their main ovens that bake their core product (Oreo biscuits) was necessary to lift productivity. Originally the plant was a SOE that Danone acquired before Kraft subsequently took it over. Many of his senior management had worked for the this original SOE. After receiving several proposals from various providers, I suggested we include his maintenance team to help analyse which proposal offered the best option. He was totally surprised when they offered a better solution. Presenting alternative SOP and new tooling they had designed that given the time and resources would deliver a better solution for very little investment. He ended up accepting their breakthrough recommendations that solved both maintenance and recalibration of equipment downtime better than any of the proposals for new equipment could.

As DMEs are evolving from “manufacturing” to “ innovative creation”, creativity is becoming a general competence for all levels of including operational, mid & senior talent. Innovation, doesn't limit to product innovation, nor to technical talent only.

趋势7：培训讲从说教式，向游戏化，项目化的方向发展

在传统培训课程中，老师授课以单向讲解为主，他们很关注塑造自己的权威专家形象，却不太重视学员的真实需求。这种说教式的授课方法，很难在今天的企业培训中应用，也很难触及企业的实际问题。

早在2000多年前，孔子就提出：“告诉我，我会忘记；给我看，我会记得；让我参与，我会明白。“ 随着HR从业者们观念的更新和专业水平的提升，混合式学习逐渐被广泛的应用，它是培训课程、在岗辅导（导师）、网络学习、行动学习项目等多种方式的组合。在混合式学习中，我们最关心的是学员的参与和成长，以及最终的学习效果。

成人学习中，突破其固化思维是一个难点。有趣的是，“人们一般不会和自己较劲”。所以，当我们鼓励学员参与到基于真实工作场景而设计的模拟活动当中时，因为情景和自己工作中遇到的问题很相似，他们的积极性一下子被调动起来，很快便全身心的投入到“游戏”中。在引导师(Facilitator)的帮助下，经历这个过程，他们通常会找到解决工作问题的新方法，自己的思维言行也会因为积极的互动和深刻的体会，而发生自然的转变。

Traditional training approaches concentrates everyone’s attention on the “teacher/ expert” and what they say rather than on the participants and what they need. We argue ‘academic style delivery approaches’ fail to provide the answers to performance shortcomings in company’s for many reasons.

Confucius offered us good L&D management advice as far back as 451 B.C. when he said;  Tell me and I’ll Forget. Show me and I’ll Remember. Involve me and I’ll Understand. Blended learning has really started to come into its own recently as Human Resource Development (HRD) practitioners are becoming more aware and appreciating how the integrating of different delivery forms/ approaches provides a richer experience for learners. Blended learning is all about stimulating and reinforcing learning to maximize overall learning efficacy. Generally this entails combining  formal training programs with OJT coaching and follow up reinforcement eLearning.

A fascinating aspect of adult learning is: “people don’t argue with their own data”. What we can draw from this is by involving participants in work-relevant learning activities that include real data concerning them, will make it more meaningful and highly engage them. The benefit of designing such L&D simulations is, not only will participants be more engaged, but they will fully commit themselves to figuring our new ways to improve their past work performance when they return to work.

趋势8：从头痛医头的滞后式人才培养，到配合企业战略前瞻式人才梯队建设

现在有很多企业，办培训主要是为了应对业务的“燃眉之急”，提高士气，突击技能，衡量培训效果的标准，就是业绩有没有大幅提升。我在这里想建议各位HR，尽量做到“领先一步”，从企业下一阶段的经营目标或更长远的战略目标出发，提前做好关键人才的储备和培养。

人才梯队建设是一项长期的工作。去年，我们为选聘储备引导师，启动了“CTE学习发展引导师实践社区”，邀请符合要求的HR人士来参与COP社区定期举办的主题活动，到会嘉宾们从交流分享中受益，CTE也顺利的推进了引导师梯队的甄选和培养工作。

As the title points out, for HR to be truly effective we need to create value to be recognised as key contributor to organisation success. What I am trying to convey here is instead of waiting for a talent problem to happen or your boss asking you to hire or train, be more proactive.

Example, last year we experimented with a Talent Pipeline initiative which proved very valuable. We called it the CTE L&D Facilitator COP, targeting senior HR talent here in SZ. We arranged several meetings that were all well received and ended up hiring a team of five leading HR talent. What I want you to take home from this story is, firstly this COP helped us to create a pool of Hi-Po talent (making our challenge of recruiting easier). At the same time it enabled us to reveal each person’s strengths, professional development needs and a timeline of their readiness to join CTE in the future.