中国进行企业结构调整过程中的人员与激励管理

PeopleaspectsofstructuralchangeinthePeople’sRepublicofChina中国进行企业结构调整过程中的人员与激励管理Thebusinessofbusinessisbusiness企业重在经营-MiltonFriedmanTogetrichisglorious发展才是硬道理-DengXiaoPing邓小平Thegreatobjectofthepoliticaleconomyofeverycountry,istoincreasetherichesandpowerofthatcountry.各国政治经济体制的宗旨在于增加该国的财富与实力。-AdamSmithAgenda议程Globaloverviewofprivatizationlessons全球企业市场化经验概述Roleofgovernmentintransition政府部门在过渡过程中所发挥的作用ExecutivesandLeadership对高层经理与领导者的激励与约束机制Long-termIncentivespre-listing公司上市前的长期奖励CompensationData薪酬数据Whatdoesitalltellus?结论Lessonsfromoverseas来自海外的经验US:美国：•theworld’smostadvanced,competitiveeconomy-mosteconomicfreedom全球最发达、最富竞争力的经济体制：经济自由度最大•virtuallynoexperiencewithprivatization实际上缺乏企业股份化经验Japan:日本：•culturally,themostsimilaradvancedeconomytoJapan,butstalledinthemoderneconomy.Newhopefrommarketreforms从文化的维度而言，最类似于日本的发达经济，但日本目前处于停滞不前的状态。市场变革带来新的希望Lessonsfromoverseas来自海外的经验WesternEurope:西欧：•Privatizationeverywhere,ledbyUK在英国的带动下，各地都在进行股份化•Differenttraditionregardingemployment截然不同的人员聘用传统•Ifyoucreatemonopolies,notmuchchanges若进行垄断，不会出现过多的变革•Competitioncreateswealth竞争创造财富•Needtobreakupoldindustriestocreatecompetition需要打破原有的行业格局，促进竞争•Workforcesreduced,butsocietyricher人员减少，但社会更加富足PrivatizationTransition股份化过渡Differentmodels:不同的模式：•Partialprivatization部分股份化•Fullsale全部出售—listing上市—auction(smallercompanies)拍卖(较小型的公司)•Givingawayassetstoindividuals,eg,CzechRepublic,Singapore向个人赠送资产，例如：捷克共和国、新加坡PrivatizationTransition-UKWater股份化过渡-UKWaterLongestmostrecentexperience(15+yrs)最长、最新的经验(15年以上)Graduallistingsformanycompanies许多公司逐步上市•previousmanagersputincharge原有的经理负责进行管理•carefullyregulatedmarkets仔细进行市场规约•initialcompensationincreasefollowedbymovetomarketpay遵照市场行情来提供最初的加薪Few“goldenshares”(BP,VSEL)极少“黄金股票”(BP，VSEL)PrivatizationTransition-UKWater股份化过渡-UKWaterProblemswithseveralindustries许多行业所面临的问题•regulatedmonopolies规约垄断•higherpayforexecutives,butlittlebehaviourchangelowerdown高层经理薪酬水准提高，但行为变革幅度却有所下降•competitioniskey竞争是关键•electric/waterindustriesbeingre-organizedforcapitalreasons:separatingsupplyfromdistribution鉴于资本方面的原因，对电力/水力行业进行调整：供应与配送分离PrivatizationTransition-UKWater股份化过渡-UKWaterOriginallysingleoperation,runregionally最初为单一型地区运营Employed100,000员工总数达10万人Controlledsupply,distribution,customerinterface,seweragedisposal控制供应、配送、客户关系及污水处理部门Regionalauthoritiesprivatized,butremainedmonopolies.地区权限市场化，但仍存在垄断Somecompaniesboughtbyforeigners某些公司为外资所收购PrivatizationTransition-UKWater股份化过渡-UKWaterGovernmentbody(OFWAT)setuptoregulate,makestandards,guaranteeprices,etc通过设立政府机构(OFWAT)来进行调控、制定标准和稳定价格等工作Watercompaniesoperatedbetter,butnosubstantialchange,becausemonopoliesstillexistedWater公司运作情况有所好转，但因仍存在着垄断，并未出现实质性的变化Government-sponsoredrestructuringwillleavesupplyseparatefromdistribution,separatefrombillings政府部门所发起的企业结构调整工作将导致供应与配送、核算部门分离PrivatizationTransition-UKWater股份化过渡-UKWaterSupplycompanieswillsupplyonly供应公司将仅仅供应•bettercapitalstructure优化资本结构•limitsmonopoly限制垄断Distributionandcustomerinterface配送与客户关系部门•Contracted-opentocompetition商定-公开竞争Now40,000employeesandfalling现有40,000名员工，并正在有所下降Consumers,producersandgovernmenthappy客户、生产方和政府均比较满意Chinaisthesame…butChinaisdifferent!中国亦如此…但有其独特之处！SomedifferenceswithUS:与美国所存在的一些差异-以下是美国市场所表现的特点：•Veryfluid,competitivelabormarket充满活力、富有竞争力的人才市场•Highlyeducated,confidentworkforce高学历、充满自信的人才队伍•Workisacontractbetweenequals在平等的基础上签署工作合同•Verylowunionization很少进行联合•Fewgovernment-ownedenterprises极少存在国有企业•Traditionofwidestockownershipforinvestment广义的股票投资所有权传统•Strongtraditionforruleoflaw良好的法律传统•Happinesswithmixofmarketandgovernmentregulation乐于将市场与政府规章相匹配Therealissueischange真正的问题源于变革Minorchange细微变革Feelseasy感觉容易Retainsgov’tcontrol保留政府控制Lowpricesforassets资产价格较低MajorChange重大变革Difficult艰难Losesgov’tcontrol失去政府控制Highprices代价较高Howfar,andhowfast?跨度？速度？LessonlearnedintheUS来自美国的经验Threeconditionsforeffectivemarkets:有效的市场所需具备的三个条件：•informationoncompaniesandmarketsfreelyavailable公司和市场自由运作方面的信息•liquidity-abilitytobuyandselleasily流通性-能够比较容易地进行购买和出售•onesetofrulesforall一套通用的规则—treateveryonethesame一视同仁—minimizediscretion最大限度地减少区别TheTalentSolution人才解决方案ImprovingBusinessResultsthroughPeople…通过人员来改善经营结果...BusinessResults经营结果BusinessStrategy经营战略PeopleRequirements人员要求EmployeeNeeds员工需求PeoplePractices,Policies,Programs人员方案、政策、计划BalancedMeasurement均衡评估法Successfulprivatesectorcompaniesmanageforvalue成功的私营公司的价值管理模式BusinessProcess经营程序People/HRStrategy人员/人力资源战略EmploymentRelationship聘用关系TheTalentSolution人才解决方案Everycompanyisdifferent因公司而异TheTalentSolution人才解决方案Aretheycreatingtherightenvironmentwheretherightpeoplewanttocome,stay,andcontribute?他们是否正在营造恰当的工作环境，以便吸引恰当的人才加盟、留用并作出积极贡献？Cantheypointtoprogressandresultsfromworkingontheseissues?他们能否通过解决这些问题来取得进步并实现预期结果？Businessesinallsectorsfacethesameissues各行各业面临着同样的问题Dotheyhavetherightpeopledoingtherightthingstomeettheirgoals?为实现目标，他们是否任命恰当的人员来完成恰当的工作？TheTalentSolution人才解决方案PeopleManagement人员管理Staffing(therightpeople)人员配置(恰当的人员)Organizing(therightroles)组织(合理的角色及职责分)Developing(therightskills)发展(恰当的技能)Performing(therightoutcomes)绩效管理(合理的结果)Rewarding(therightincentives)全面薪酬(合理的回报)PeoplePractices,Policies,Programs人员方案、政策、计划Acloser