推荐 专注人才事业20年（下篇）：引导术－HR影响力必杀技

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。

专注人才事业20年（下篇）

引导术－HR影响力必杀技

Cracking Ren Code－Part 2

Mastering Facilitation, Enable HR To Make Positive Change

In this second article of “Cracking the Talent Code” , I hope this sharing will help everyone to make a significant positive difference in their organisation. And by doing so gain the recognition we deserve as HR.

下篇终于来了。我希望文章内容对大家来说，是有用的。当你们想在公司推动一些有积极影响力的事情时，我一定会站在支持你的行列。做成几件漂亮的事儿，HR的影响力才会逐步建立。

I was reminded last night by my new HRLoo friends in CTE’s Christmas party, that most of us do want to contribute more value to our organisations. Sharing the strong desire to be more professional and strategic in our roles enabling productivity gains and future organisation development.  

昨天晚上来参加圣诞Party的HR朋友们（感兴趣的朋友点此查看聚会盛况），在回答5个问题时，很多人都写到：希望自己可以更专业，更有全局观和系统思维，做一些更有价值的事情来提升HR的战略影响力。

While I tried to encourage everyone to learn more about facilitation as a means to achieve this ideal, I felt I didn't have enough time to fully explain why. So in this article I will try to offer a more compelling rationale. Particularly how key facilitation skills and practices in many ways reflect our core strengths and leverage to positively influence our leaders, teams and individual employees. From my own experience, I firmly believe mastering facilitation skills will provide a valuable edge for us all as HR to become influential drivers of talent and O.D.

如果有一种方法，能帮助HR提升战略影响力，那么我认为，这种方法就是：引导技术。本文的重点正是，如何运用引导技术，更加有力地影响老板/领导、团队和个人。从我的个人经验来看，引导技术是HR成为“人才与组织发展之积极推动者”最重要的秘密武器。

When I reflect back on my career highlights, consistently I can attribute a lot of my own and my team’s success to using professional facilitation best practices. In our R&D work we gain a lot of traction from approaching each project/ initiative as facilitators. No matter we are deploying a recruitment initiative screening candidates through group interviews, or undertaking assessment centre profiling and C&B negotiations, we tend to use a facilitative approach to fully engage and win shared agreement.

二十年来，专业引导实践的运用，让我和团队的工作更加富有成效。无论是管理一个研发项目，还是推进招聘面试、测评、薪酬谈判等日常工作，我们都把自己定位成“引导者”——促进所有人员最大限度的参与，尽一切努力建立最深层次的共识。

Other examples include initiatives relating to solving staff engagement issues. We’ve found using a facilitative approach helps us better understand the underlying grievances or operational issues impacting morale and dedication to work and the organisation. For me personally, I love to create and deliver learning & development programs using a facilitative learning approach so that I can achieve measurable business results under the guise of a learning program.

我们还发现，引导式的管理风格，可以做到更加细致地观察，那些影响士气、工作投入度、组织绩效的“小恩怨”和管理漏洞，解决好这些问题，对员工敬业度提升有直接的促进作用。我个人最喜欢的，就是设计引导式的课程，并运用引导方式授课，对一名引导师而言，引导一个团队学习的过程，就是引导他们发现和创造性解决问题的过程，学习可以直接转化为可衡量的商业结果。

Similarly I have introduced O.D. Facilitator roles within China Mobile and Kraft to support their goals of spurring innovation within. But the main point I want to emphasise is as HR we should all strive to make a real difference within our organisations. I can list a lot of initiatives we can perform to support the various teams that make up our organisations to lift productivity and cohesiveness. And by doing this we will build a reputation for being valuable catalysts and enablers for positive action and continuous improvement achieved through the realisation of the talents of our people.

我曾经为中国移动和卡夫食品培养内部的组织发展引导师，他们来自不同的部门和岗位，但都在训练中逐渐成为公司内部的创新动力。我深信，运用引导技术，一定可以帮助HR为企业带来积极的改变，从引导建立一支有凝聚力的团队，到提升绩效，我都可以为你列出一长串可行的建议。

I often joke with my team and clients that facilitation is somewhat like mentalism. A special power to charm, engage and influence key people. Regardless of whether they are our corporate leaders, mid-level managers, employees, investors, supply-chain partners and stakeholders etc. I’ve found by using a facilitative approach I’m able to win higher levels of interest and participation and capture their ideas I didn’t think of and at the same time harness their contribution to ensure a positive outcome is achieved. I also know full well too that if we don’t use a facilitative approach we are likely to attract resistance and disbelief in our radical new ideas and practices.

在团队和客户面前，我常常把“引导者”比喻成“懂得心灵魔法的人”。就好像，你拥有了一种特殊的力量，可以很优雅地影响任何你需要影响的人。他们也许是公司的领导层，中基层管理者，员工，也许是外部的投资人，供应商和公众。我发现，每一次当我以“积极引导者”的身份出现，我都可以赢得大家的注意力，从群体中收获我不曾想到的新思路；同时，引导大家把贡献出来的主意，联结起来，形成一致认为的最好结果。换一个相反的角度，我也非常确信，即使你有超级棒的想法，如果你不能有效的引导，打消受众的全部疑虑，你将无法获得他们的真心接纳。

I guess some of you might be thinking how do I define 'Facilitation' in a local HR context exactly? For those of you not familiar with this foreign role, think of it as a professional that makes things happen. To be an effective facilitator a great deal of attention needs to be invested in preparation. Carefully planning and preparing participants and taking into account all key stakeholders considerations. Of course there is also the active deployment phase knowing when to step in to ensure all participants are fully engaged, as well as offer suggestions for the group/ team to achieve common understanding and ultimately achieve the desired outcome.

也许有人会我，对中国本土企业的HR，引导技术应该如何定义？如果你不熟悉引者/引导者这个泊来的词汇/角色，我认为，我们可以把引导者理解为“致力于把事情做成的人”。一位出色的引导师，愿意在准备工作上投入大量的精力，用心关注利益相关者的诉求，认真帮助成员们做好准备。在活动或会议中，引导师的焦点主要放在互信分享环境的营造，和激发成员的参与热情。团队的共识和高质量的结果，是引导师所追求的目标。

We can say this new facilitator role while not widespread is not new in China. However, I do it as a professional discipline that we can as HR practitioners make use of within our organisations. To help illustrate what I’m getting at we've prepared 3 cases of how HR can make a difference no matter which career stage you are in today.

虽然，引导师角色在中国的应用和传播还不算十分广泛，却也不是新兴概念了。总之，我相信，引导技术所倡导的理念和方法，可以为HR所用。我想通过三个故事，介绍处于不同职业发展阶段的HR，如何运用引导技术建立影响力。

How can HRD facilitate strategic planning meetings?

HRD，在战略规划会议中担任引导师

In 2003, Manroland HK invited me to facilitate their annual strategic management planning retreat. The emphasis was to help their China representative office GMs fully understand Manroland's Greater China strategy & breakdown key elements for alignment deploy action plans.

2003年，曼罗兰香港公司邀请我，参与公司的战略规划与部署工作，重点是帮助曼罗兰在中国各地办事处的负责人全面理解公司战略，并落实到行动方案。曼罗兰是一家知名的德国印刷设备生产商。

At that time, I could feel Manroland’s commitment to develop their business in China, to become the leading brand in their printing field. What was really needed at the time was not training, but to involve GMs into the strategy planning process, help them deeply understand company strategy & build their confidence with the leadership team. The challenge was how to overcome cultural & thinking difference, attune GMs systematic thinking & brand awareness to represent Manroland nationally.

当时，我能感受到，曼罗兰对持续开发中国市场、成为大中华区领导品牌的坚定决心。我们需要做的，就是让各地办事处的负责人参与战略制订和分解的过程，深化他们对公司战略目标和领导团队的认同，建立对未来发展的决心和信心。难点在于，如何克服文化和思维差异，提升全局观和品牌意识。

The approach I designed was a facilitative strategic planning workshop. The key success factor was the facilitation approach. Creatively engaging & guiding participants towards consensus. We invested almost half of our time in preparation, making sure during the meeting, all 30 senior board members & GMs could sit down with the same strategic situational awareness data, to build trust, focus dialogs on primary goals, and emphasise effective action planning with accountability and contingency plans. We leveraged the balance scorecard to design a team discussion framework, help the team to analyse & align all four perspectives of the business to optimise performance. As the facilitator, my main role was to manage the whole process & engage every participant to their contribution capability.

我所采用的方法：引导式战略规划研习会议。关键词是引导，参与和达成共识。我们将近乎一半的精力，放在会议前期的准备和沟通上，为的是，在会议中，让所有与会的30多位香港总部高层和各地办事处负责人，能在同一认知水平、掌握全面信息、打开所有心结的情况下，围绕一个核心目标进行研讨——如何采取富有成效的行动。我们运用平衡计分卡设计了研讨的参考结构，帮助大家进行各方面情况的分析及预测。对会议过程、氛围和结果的把控，是引导师最重要的任务。

In the past, strategies tend to be made by board members. Today the situation is changing, more and more high potential mid level managers and top talent are encouraged to join their company’s planning initiatives. I believe, HR could be very successful facilitator role in strategic planning meetings. Leveraging our HR practitioner strengths, having already established trustworthy “mutual coordinator” roles. HR is much more aware of internal stakeholder relations & confidential info”, by taking this role, therefore HR is able to contribute significantly to the success of strategic planning events, as well as enable organisation learning, team synergies and drive organisation development.

过去，公司战略大多是由高层直接决定的。现在的情况正在发生变化，公司规划性的活动更加鼓励高潜力中层管理者和骨干的参与。我相信，HR可以在企业内部的战略规划会议中，担当颇具影响力的“引导者/会议主持”，发挥自身的优势，例如：HR已经树立的“中立协调者”形象，HR比外部顾问更加了解“组织内部利益关系及敏感信息”，从而提升企业战略规划活动的成效，促进组织学习与团队协同。

How can HRM facilitate important projects?

HRM，在重要项目中担任引导师

A good friend of mine Nancy is a good example. She is an experienced HR from Mattel that attended one of my management training courses. We spent a lot of time after the program discussing the value of facilitation in her HR role.

Nancy是美泰玩具公司HR部门一名很有经验的组织发展经理，她曾参加过我为美泰设计的管理培训课程。我们曾有过很多关于引导术的讨论。

Some time later I remember Nancy telling me she received her 6 sigma green belt after joining a 6 sigma quality improvement project team led by Mattel's production department. Originally, she was thinking to simply gain some experience beyond HR. But soon realised she could contribute a lot by assuming the role of team facilitator enabling all team members to shine. Nancy shared her “secrets” with me that in fact all she really did was a little bit of extra preparation work with the project manager, and help the team dynamics remain positive and keep on track, but it made a significant difference. This provided a lift to the team's overall performance, including;

后来有一次，Nancy告诉我，她获得了六西格绿带资格，正在参加一个由生产部门牵头的六西格码质量改进项目。原本，她只是以学习的心态参加，想丰富自己HR专业领域之外的经验。可是，很快她就成为了很受欢迎的一员。Nancy回顾，她只是在项目会议/讨论时额外地配合了一下项目经理的工作，要求：

(1) Every meeting had a strict agenda, with every member taking on an active role & responsibility;

(2) Establish the rule of active listening, positive questioning & feedback;

(3) Use whiteboards to capture dialogs, focus everyone’s attention;

(4) Use WE approach;

(5) Limit topics & time for each meeting;

(6) Encourage members voice, offer help for those who has difficulties expressing themselves;

(7) Open for disagreements, introduced tools for analysis for shared team decision making

(1)每次会议必须有议程，每个成员必须承担角色和职责；

(2)建立积极聆听、积极提问、积极反馈的规则；

(3)用大白板记录会议要点，让大家的注意力都集中在一个焦点上；

(4)用“我们”代替“我”；

(5)限定讨论的话题数量和时间；

(6)鼓励成员充分表达，为不善言谈的同事提供帮助；

(7)意见分歧时，运用工具引导分析，不匆忙下结论；

In fact, Nancy performed a project team facilitator role in my view. Although, she is not an expert in production or quality control, however, she has really good people skills. Amongst the other technical minded team mates Nancy stood out as an important contributor by enhancing dialogs and supporting the project manager with the creative process to form a positive team bond and lift its overall efficacy successfully.

事实上，Nancy所扮演的正是项目团队引导者角色。虽然，她不是生产和质量管理方面的专家，但却非常懂得如何管理谈话的过程和质量，帮助项目组更好的制订计划、处理分歧、提高效率，增进项目团队的凝聚力。

How can HR Officers be a positive facilitator in their day to day work?

HRO，在日常工作中成为引导者

Jacky only had 1.5 years of work experience, he is the youngest recruiting supervisor in Jucheng. In June this year, he was asked to work on a reserved lecture recruiting project. With some guidance, he didn’t simply log on 51job.com and start a search for resumes blindly, but tried & embraced our facilitative style. A few highlights of what helped him achieve a great result:

Jacky只有一年半的工作经验，是聚成一位年轻的招聘主管。今年6月份，我们交给他一项招聘储备讲师的工作任务。在我的指导下，他没有立刻开始搜索简历，而是尝试并接纳了新的工作方法：

(1) First, he did C.I. research, then initiated a brief review meeting, with a few invited colleagues who has lecturing management experience in JC.

(2) C.I. again, initiated a recruiting channel briefing meeting, with a few invited HR managers from other departments.

(3) Drafted a JD, wrote a recruiting plan, initiated a short feedback meeting with CTE members seeking for suggestions for improvement.

(4) Arranged a meeting with me, presenting the JD & Plan, got my feedback & confirmation of moving forward

(5) After releasing job ads, he asked other HR managers to help release through their channels, and their colleagues to recommend potential candidates. The key in this case was he did a lot of preparation in the beginning, consulting key stakeholders made the process really efficient.

(1)调研，并发起了一个“聚成讲师管理情况回顾短会”，邀请几位有讲师管理经验的同事参加。

(2)调研，并发起了一个“讲师招聘渠道分析短会”，邀请几位有经验的招聘经理参加。

(3)优化职位说明书，撰写招聘计划，并发起了一个“反馈”短会，听取本部门同事们的建议。

(4)和我预约，向我汇报招聘计划和职位说明书，获得我的建议和确认。

(5)发布招聘广告后，立刻同步请其他招聘经理帮忙转发，请其他有讲师管理经验的同事帮忙推荐人选，因为前期已经铺垫，此时的工作很顺畅。

In the beginning, Jacky struggled about where to start, he didn't have enough confidence to approach more experienced colleagues from other departments. However, Jacky soon gained confidence from his initial C.I. research. Those colleagues he has called for help are very generous in sharing, because they were positively influenced by his passion & preparation. This recruiting project initially only had Jacky working on it alone, but he was able to facilitate & build a “virtual team” to help him leading to a better result.

一开始，Jacky也不知道要从哪里着手，没有足够的信心去“捍动”比自己工作经验更丰富的老同事。但是，充分的调研，帮助他迅速建立了信心。老同事们，因为欣赏Jacky的工作热情和充分准备，也愿意主动地分享。无形之中，Jacky运用引导式的工作方法，组建了一个强大的“虚拟团队”。本来由Jacky一个人主导完成的招聘工作，竟然获得了十几位资深同事们的帮助。Jacky的工作变得更加出色，同时获得“飞”速成长。

In my view anyone can be a facilitator, but what defines a great facilitator is their ability to deeply understand the group/ team or organisations strategic situation. This requires careful background research and experience. The second key to success is participant and key stakeholder consultation to capture a deeper insight into the various sources and conditions contributing to the relative problem or desired outcome everyone is seeking. Whether its make a plan, solve a problem or create something new its the people and process considerations that a good facilitator can support that will make or break a meeting or program or project and HR in my view are the best equipped in organisations to perform this valuable role to support productivity gains and O.D.

任何人都可以成为引导者。优秀引导者最重要的本事，就是能从全局角度深入洞察企业或团队的情况。当然，这需要细心的准备，也需要经验的积累。其次，引导者擅于激发成员参与，与关键的利益相关者保持着良好沟通，可以敏锐地预见可能让事情更糟的原因。在制订计划，解决问题，头脑风暴等团队工作中都可以运用引导技术，帮助团队更好的达成预期目标。

I hope this sharing has sparked some interest in this valuable role we could all perform in the future. For those of you interested I would be happy to share more about my experience as a facilitator. I am also looking for like minded individuals to join with me to form a facilitator COP. Either to work with us to develop new talent development programs, stimulate innovation, or support planning and project team success. Please comment below so we can arrange a meeting to discuss this exciting new field for all of us. 

我非常乐意和对引导技术感兴趣的HR分享更多，也欢迎有意向的HR加入我们的引导师社区，亦可以举办线下的专题活动。期望看到，各位HR都能成为优秀的引导者，建立对个人、团队和组织的积极影响力。

Regards 

Phil