摩托羅拉HR的變革管理(中英文對照)

　　Managing change at Motorola

　　摩托羅拉的變革管理

　　By Sumathi V Selvaretnam

　　修訂：Emma

　　When consumer electronicsindustry pioneer Motorola split intotwo separate companies (Motorola Solutionsand Motorola Mobility) in2011, it marked a turning point for its HR team inparticular.

　　“We used it as an opportunityto relaunch our company withrespect to our purpose and values. That’s how ourHR transformationstarted. We translated our values into specificleadershipcapabilities in terms of how we develop, interview,assess and manage people,”says Shelly Carlin, senior vice presidentof HR for Motorola Solutions.

　　At the same time, MotorolaSolutions wanted to change itsorganizational culture and become more agile, sothat it could reactmore quickly and be innovative. As the organization grewsmallerafter the separation, another concern was how it was going tocreatedevelopment opportunities for its workforce, says Carlin.

　　2011年，消費者電子行業的領頭羊摩托羅拉拆封成摩托羅拉係統(MotorolaSolutions)和摩托羅拉移動(MotorolaMobility)兩個公司。這對於摩托羅拉的HR團隊來說是一次曆史性的轉折。

　　摩托羅拉係統公司的人力資源高級副總裁，ShellyCarlin說：“這是我們人力資源轉型的開始。我們把它看作是一次重新樹立公司目標和價值觀的機會。我們把我們的價值觀轉化為了具體地如何發展、麵試、測評和管理人才的領導能力。”

　　同時，摩托羅拉係統公司希望改變公司的企業文化，讓公司更加靈活，以此來提高反應的速度和創新能力。Carlin認為，隨著公司被拆分後變得更加小巧，公司要考慮如何為員工創造更多發展機會。

　　Eliminating performance ratings

　　One of the biggest steps thatMotorola Solutions took towardschanging its culture was taking a differentapproach to performancemanagement. The company decided to eliminate itsperformance ratingssystem in 2012.

　　“The ratings created tension between theemployee and manager.Instead of a conversation about how an employee couldimprove andgrow, it became just about labels. Since it was so tightly linkedtocompensation, employees weren’t listening to that conversation.They werejust waiting for the label because it would tell them whattheir compensationwould be,” explains Carlin.

　　棄用績效評分

　　摩托羅拉係統公司在改變企業文化中邁出最重要的其中一步是采用不同的績效評估方法。公司決定在2012年摒棄原有的績效評分係統。

　　Carlin解釋道：“這個評分係統會使員工和管理者的關係變得緊張。它更像是一些標簽，而不是告訴員工如何提高和成長。因為這個績效評分係統和薪酬緊密聯係在一起，所以員工根本不在意績效反饋的內容，而是等待這些標簽來了解他們的薪酬情況。”

　　Removing the label has helpedmanagers to move from a‘parent-child’ evaluation relationship to a ‘coaching’relationshipwith employees, says Carlin. The new system starts at thebeginningof each year where the manager and employees sign off on thegoalsthat they have set for the coming 12 months. By the end of theyear, they haveto acknowledge that a conversation took place aboutthose goals. There are noformal checkpoints. “We have taken HR outof the policing of the process.Managers and employees should alwaysbe having a dialogue about theirperformance.”

　　Motorola Solutions developedtraining materials for managers tohave better performance conversations.

　　The company also gave managersfive simple questions tostructure these conversations around:

　　What has the employee donewell?

　　What could the employee havedone differently or better?

　　What are the skills that theemployee needs to grow his or hercareer?

　　How do the employee’sleadership behaviors measure up to theMotorola Solutions leadership model?

　　Where does the employee standrelative to his or her careerwith the company?

　　“The point of the questions isnot to tell them which areasthey did well or didn’t. It is to engage them in aconversation tohelp them discover how they did on their own. Our work in HR istohelp managers get better at coaching, rather than evaluating,” saysCarlin.

　　Carlin指出，摒棄這些標簽促使管理者和員工由一種“父母—子女”般的關係轉變為指導關係。這個新的績效管理係統從每年年初管理者和員工就未來十二個月的目標達成協議開始。到年底之前，他們會確保就這些目標進行過交談。在這期間沒有正式的節點。“我們把HR從整個監管流程中解放出來。管理者和員工本應該隨時有機會談論他們的工作表現。”摩托羅拉係統還為管理者提供了相關培訓材料，來使他們的業績談話更加有效。公司為管理者提供了以下五個簡單的問題作為業績談話的基本框架：

　　員工在哪些方麵做得好?

　　員工在哪些方麵有提升空間?

　　員工的職業發展中還需要哪些技能?

　　員工的哪些領導行為與摩托羅拉係統領導力模型吻合?

　　員工在公司中的職業生涯發展到了哪個程度?

　　Carlin說：“問這些問題的關鍵在於不要告訴員工哪方麵做得好或者做得不好。談話的目的在於激發員工的自主性。我們HR的工作是幫助管理者更好地指導員工，而不是去評價員工。”

　　The new performance managementsystem is also more efficient.It has reduced time spent on performancemanagement by 50 to 75%,says Carlin. Previously, there was a lot of ‘noise’ inthe systemdue to employees being dissatisfied with their performancelabelsand the rewards that they were receiving, she says.

　　Response to the new system hasbeen positive. “I’ve received alot of emails from employees and managerssaying what a great changethis was because the old system was unproductive.”

　　However, Carlin cautions thatalthough that the system hasworked for Motorola, it might not be right foreverybody. “Don’tlook at what we did but look at the questions that we asked.Askyourself: Is this driving the culture that I want and is thiscontributingto business performance?”

　　新的績效評估係統也比以前更有效率。Carlin指出新係統把績效評估的時間減少了百分之五十到七十五。由於員工對於那些績效標簽和獎勵的不滿，先前的評估係統存在了太多的“雜音。”

　　目前為止，新係統收到的反饋還是很積極的。“我收到了很多員工和管理者的郵件說這是一項非常棒的改革，因為先前的績效評估係統太低效了。”

　　但是，Carlin也注意到，雖然這個係統很適合摩托羅拉，它可能不是對每個人都有效。“不要隻關注我們所做的，而要關注我們所問的問題。你要捫心自問：這個係統能不能促進企業文化的實施?能不能幫助企業提高業績?”

　　Recruitment challenges

　　Motorola Solutions hired some3,000 people globally in 2012.Yet, competition is stiff in the technologyindustry, especially forroles in software and systems engineering. “Thechallenge is to getbetter at finding the talent that want to work for us.Everybody isrecruiting the same scarce talent,” says Carlin.

　　The next generation ofrecruiting and talent acquisitionspecialists need to focus on candidates whoappreciate the company’svalue proposition, instead of trying to be everythingto everybody,Carlin says. This requires companies to use data and analyticsmoreprecisely, so they can target where the right people are. “We arealsogetting our message into the labor market about what is itreally like to workhere and how we are different,” she says.

　　Motorola Solutions istransitioning from being aproduct-centric organisation to one that is focusedon services andsolutions, and this too, is shaping its hiring strategy. “Wearehiring not just to grow but to change skill sets as we continue toredefinewho we are,” Carlin says.

　　The hiring landscape is alsochanging rapidly, says Carlin.“Getting a job today is very different from whenwe came into theworkforce. We are realigning our spend in the recruiting spacetoput more of a bet on social media, because that’s where thecandidates are.”Motorola Solutions is also looking at ways toensure that its brand remainsconsistent across different platformssuch mobile phones, tablets or websites.

　　“It is an exciting time for HRprofessional as we are seeing asea change in the skills and capabilities to bea great HRperson.”

　　招聘中的挑戰

　　2012年間，摩托羅拉係統在全球範圍內大概招了3000人。在科技產業裏，競爭依然很激烈，特別是軟件和係統工程師之類的崗位。Carlin說：“大家都在尋找稀缺的人才。因此招聘中的挑戰在於更好地找到那些願意為我們公司服務的人才。”

　　Carlin認為，下一代招聘和人才兼並專員應關注那些認同公司價值定位的候選人，而不是廣泛撒網。這就要求公司更加準確地運用數據分析，來瞄準那些最合適的人才。她說：“我們也在向勞動市場投放信息，讓大家知道在這裏工作的真實情況，還有我們是如何與眾不同的。”

　　摩托羅拉係統正在從以產品為中心的公司轉變為一個專注服務和提供方案的公司。這也重塑了它的招聘策略。Carlin說：“我們不是純粹為了公司的成長而招人，而是在我們重新定義自己的同時，改變招聘的人才擁有的我們所需的技術。”

　　招聘的總體形勢也在改變。Carlin說：“如今獲得一份工作已經和當初我們剛入職場時的情況不同了。我們現在正在重新規劃招聘支出，把更多的資金投入到大部分候選人所在的社交媒體上。”摩托羅拉現在也在努力尋找方法，確保其品牌在不同平台的一致性，諸如移動電話，平板電腦或者網站。

　　“對於專業人力資源管理者來說，這是一個令人振奮的時代。因為我們正在目睹著一項技術和能力方麵的巨大變革，這一切都在把我們鍛煉成為更好的人力資源管理者。”

　　Workplace diversity and inclusion

　　Motorola Solutions has anumber of business councils that werelaunched to create strong business linksto diversity. Catering todifferent interest groups, each council is formallystructured witha senior-level executive sponsor and top-management co-leaders.Themain four objectives for all of the business councils are marketingandbrand awareness, recruitment and retention, communityinvolvement, and professionaland personal development. However,each council drives its own agenda asdiversity and inclusion issuesvary across different geographies.

　　One of the most prominentamong these is the women’s businesscouncils, says Carlin. These aim to helpwomen in areas such ascareer development, building of skills, and networking.In otherregions the focus areas include social responsibility and givingbackto the community.

　　However, Carlin feels that thelong term solution to creatingmore inclusiveness at work is to look at thevalue that eachindividual brings to the table, instead of focusing on how theylooklike or where they come from. The key to this is to look atspecificleadership behaviors, she says. For example, what doesleading change look likefor a senior manager, or an individualcontributor? “This levels the playingfield and gives them a muchfairer evaluation,” Carlin says.

　　職場多元化和包容性

　　摩托羅拉係統為了在商業中建立多元化，創辦了很多商業委員會。為了迎合不同興趣的人群，每個商業委員會都配有一個高級行政資助主管和一個高層協同領導。所有的商業委員會的主要四個目標是市場營銷和品牌意識，招聘和留用，社區參與，和職業與個人發展。但是由於每個群體不同的多樣性和包容性，每個委員又會有自己的具體安排。

　　Carlin說，最出色的商業委員會之一是婦女商業委員會。它旨在幫助婦女的職業發展，技能培養，和社交。在其他地區，它關注的領域還包括社會責任和回饋社區。

　　但是，Carlin認為建立一個更具包容性的工作氛圍的長期有效辦法是看每個人能夠帶來的價值，而不是他們外在表現或者他們來自哪裏。她說這其中的關鍵在於具體的領導力行為。比如，一個高級經理或者一個獨立貢獻者是如何領導變革的。她認為這個辦法提供了更加公平的衡量標準。

文章轉載自：https://blog.sina.com.cn/s/blog_499084950101jx6y.html