环球时讯 碧迪医疗的组织管理本质：守好企业价值，激活人才价值
增长，被商业世界奉为圭臬。
尤其在当下这样一个追求效率和敏捷的商业环境中，一方面，企业面临着在更短的时间快速增长的挑战；一方面，组织内的人才管理却是个需要长期耕耘的系统工程，尤其人才梯队构建，人才能力的养成非朝夕之事。
所以，面对企业“短期“的快速迭代和增长需求，如何用组织的“长期”工程做好支撑成为HR需要思索的一道大题。这其中，作为组织保驾护航的HR管理，如何真正与企业的增长步伐保持一致；驱动企业增长的人才战略又该如何在企业内部落到实处？
拥有127年全球历史的碧迪医疗在求解企业快速增长和人才梯队的稳健发展上，探索了一条行得通的“内部人才成长”路径。长久以来，贴近业务被认为是人力资源管理的核心职能之一，但碧迪医疗却强调在贴近业务的同时，HR管理更应该贴近企业价值主张；很多企业将外部招聘，甚至斥资引进人才视为获取获取人才的一条捷径，但碧迪医疗却认为多关注企业内部存量人才的价值发挥，发现并培育具有企业DNA的人才或许更为高效。
在碧迪医疗泛亚洲区人力资源副总裁Norbert Modla看来：“人力资源部应该是企业价值主张的守护者和引领者。企业要多专注和发展现有员工的潜力和价值，给他们机会。”
碧迪医疗泛亚洲区人力资源副总裁 Norbert Modla
与企业价值主张对齐。近年来，许多组织管理专家提出，面对复杂多变的新形势，新一代人力资源管理必须学会从业务的角度思考问题。对此，Norbert Modla表示认同，“我非常同意人们常说的人力资源部应该与业务保持一致。更重要的是，人力资源部门也应该是企业价值主张的守护者和引领者。人力资源的职责是将业务与企业价值主张对齐，而不是对立。”
Norbert Modla解释称，有时即使是最好的商业领袖，也会发现企业价值主张的实现具有挑战性。HR部门需要在不断验证中让企业的价值主张和增长目标更清晰，为管理者和商业领袖提供战略执行的框架结构。
“企业的价值主张和在这一价值主张下的具体业务和组织能力，是双向赋能和支持的关系。”Norbert Modla举了个形象的例子，如果你想攀登珠穆朗玛峰，就需要清楚自己需要什么样的能力和要做哪些努力。组织也一样，在既定目标下，需要清楚团队需要怎样的能力、结构和人员，清楚如何改进和提升组织的关键能力，并尝试制定计划。业务负责人和总裁以及人才团队也要一起经历这个过程。也因此，碧迪医疗在全球业务发展中会强调的是：制定三年战略规划；并据此设定人才管理、组织发展和能力评估模型。
连续7年获得“中国杰出雇主”的碧迪医疗算是组织和人才管理的受益者。从2011年到现在的十几年间，碧迪医疗在中国市场的营业收入，从2亿多美元增长到了近15亿美元，业绩增长翻了5倍多。2023年在医疗行业降本增效的大环境下，碧迪医疗在全球及在中国地区的有机增长，除了得益于行业的持续发展，也离不开公司注重对人才的培养、人才梯队的建设和组织能力的提升。 有关键计划保障知行合一。在守护和引领企业价值主张的认知下，制定可行，可评估的落地规划必不可少。
碧迪医疗大中华区人力资源及数智化传播副总裁 吴珊珊
碧迪医疗大中华区人力资源及数智化传播副总裁吴珊珊补充表示：“为推动业务战略和组织、人力资源战略协同一致，公司制定了关键行动计划。2016年初，碧迪医疗中国秉持公司全球战略发展和医疗健康行业趋势，设计并开发了“GMGM总经理启导领导力发展项目”，目的是塑造培养碧迪医疗乃至整个医疗行业面向未来的复合型领导人才。以及“BAP(Business Acceleration Program)商业加速人才发展项目”，以紧贴公司全球2025战略，从业务战略和业务核心、对于人才发展的需求出发，培养具备未来业务挑战应对能力的人才，充分满足不同层级的业务需求。”
除了制定与公司价值主张紧密连接的行动规划，公司也制定了多元化的效能衡量评估方式，保障人力资源管理项目的效能追踪。效能衡量主要针对关键领导者职位的人才胜任适配度，关键领导岗位的有效性，参考组织架构，系统平台，文化风格、价值观，能力等重要指标进行系统化衡量。
“从HR管理的角度来看，设置一些关键绩效指标来衡量和跟踪组织管理的进展，非常重要，因为在商业世界中，衡量有效。我相信在人才、接班人、未来发展方向上，我们需要像对待财务数据一样，保持着对组织的跟踪和效能评估。“Norbert Modla称。
撬动“存量”人才价值
Unleashing Talent Potential: A Strategic HR Perspective
In the fast-paced business environment of today, growth is not just a goal; it’s a necessity. Companies are striving to scale up quickly, and this requires a blend of efficiency and agility. At the same time, the nurturing of talent within organizations is a marathon, not a sprint. It’s about building talent pipelines and enhancing capabilities for the long haul.
HR professionals are at the forefront of this challenge. They must ask themselves: How can we support rapid organizational growth through strategic organization and talent initiatives? What’s the best way to align HR practices with the broader corporate mission to drive growth?
Take BD, for example, with its 127-year legacy of global operations. The company has mastered the art of balancing rapid expansion with the steady development of its talent pipeline. BD’s approach is a testament to the belief that HR should be in lockstep with both business operations and the corporate value proposition. While some may look to external recruitment as a quick fix for talent needs, BD’s strategy focuses on tapping into the wealth of internal talent, aligning individual growth with the company’s DNA for more sustainable outcomes.
Norbert Modla, VP of Human Resources at BD Greater Asia, puts it succinctly: “HR’s role is to be both the custodian and catalyst of the corporate value proposition. It’s about driving growth and prioritizing the development of our people, providing them with opportunities to unlock their potential.”
Securing the Foundation for Corporate Growth
The value of HR extends beyond meeting immediate business goals; it’s about laying the groundwork for long-term growth.
Aligning with Corporate Values
In today’s HR landscape, a business-centric mindset isn’t just beneficial—it’s imperative. Norbert Modla of BD highlights this, stating, “HR must not only align with business operations but also spearhead the reinforcement of the corporate value proposition and the organization.” This is about fostering a harmonious relationship between business practices and the company’s foundational values.
HR’s mandate is to craft a strategic framework that equips business leaders with the insights to actualize the corporate value proposition and the organization’s current state. This process is akin to a mutual journey of empowerment and support, reminiscent of the meticulous preparation required for an ascent of Mount Everest. Organizations must have a clear understanding of the competencies, structures, and personnel necessary to achieve their objectives.
At BD, this principle is integral to the Annual Strategy Review. Within this framework, HR leads a Strategic Organization Planning initiative, which includes an evaluation of organizational capabilities and structure, an assessment of the alignment of talent with leadership and pivotal value-driving roles, and the determination of suitable organizational and personal development measures. These steps ensure that the organization is not only equipped but also fully supported in meeting its ambitious goals. This exemplifies BD’s dual role in adapting to and guiding the business forward
Strategic Plans and Knowledge-Action Alignment
Understanding the importance of guiding the corporate value proposition, it’s essential to develop strategic plans that are both actionable and measurable.
Grace Wu, VP of HR, Corporate Communication & Digitalization for Greater China, shares insights on BD’s approach: “We’ve developed key action plans that align with our business strategy, such as the GMGM and BAP programs, which are designed to cultivate leaders and talent capable of meeting future business challenges.”
Leveraging Internal Talent
Talent is the bedrock of corporate stability and growth. HR’s role is to enhance talent solutions, maximizing the value of existing talent and building a robust pipeline.
In today’s rapidly changing landscape, the focus on internal talent development is paramount. As highlighted in the Harvard Business Review, this approach not only improves job satisfaction and engagement but also provides executives with diverse perspectives on critical tasks, aligning with BD’s talent management philosophy.
Grace Wu emphasizes, “At BD, we’re dedicated to unlocking the potential of our internal talents, identifying and nurturing individuals who embody BD’s DNA.”
Emphasizing internal talent development is not synonymous with a narrow focus. It’s about striking a balance between nurturing in-house capabilities and remaining receptive to the evolving demands of the business landscape. BD approach to talent acquisition, is one that is inclusive of diverse and cross-industry expertise. Norbert Modla underscores this strategy with an example from the Asia Pacific region, where BD advocated for candidates for a regional leadership role with different experience and skillsets from a broad spectrum of industries, purposefully excluding conventional MedTech or healthcare sectors. This approach is designed to enrich the organization’s talent pool, ensuring a versatile and future-ready workforce that can navigate the complexities of long-term development in a multifaceted business environment.
Focusing on the Employee Value Proposition (EVP)
Creating an optimal environment for employee development involves a strong focus on the EVP, which includes both tangible and intangible values. BD’s comprehensive welfare strategies and corporate culture initiatives are designed to maximize team efficiency and individual innovation.
By continually enhancing the EVP and fostering a supportive environment, BD aims to attract and retain top talent, driving innovation and success. The company’s high employee engagement scores reflect the effectiveness of these strategies.
The data speaks for itself: BD maintains impressive levels of employee engagement, with retention intention scores reaching 87 and recommendation intention scores at 83. This virtuous cycle of satisfaction and commitment contributes significantly to BD’s sterling corporate reputation.
In conclusion, long-term talent strategies and implementation systems are crucial for achieving corporate growth goals. BD’s commitment to innovative HR management practices is paving the way for a sustainable, future-oriented organization.
文章来源：《哈佛商业评论》
