《企业如何慧眼识珠》由会员分享，可在线阅读，更多相关《企业如何慧眼识珠（4页珍藏版）》请在金锄头文库上搜索。
1、企业如何慧眼识珠？The cleaner who soared all the way to the boardKaren Hester had no thought of becoming a manager when she started a cleaning job at Adnams, the British brewer based in the seaside town of Southwold. “I wanted evening work, so my children wouldnt miss out during the day,” she says. Twenty-si
2、x years on, she runs Adnams entire operations and is about to join its board. 在英国海滨小镇索斯沃尔德(Southwold)，当卡伦赫斯特(Karen Hester)成为当地酿酒商 Adnams 的一名清洁工时，她从未想过自己有一天会当上经理。 “我当时想上夜班，这样白天就有时间和孩子们呆在一起了， ”26 年过去了，她现在负责 Adnams 的全部运营工作，并且即将加入公司董事会。 Her potential was spotted after she became a purchasing clerk simpl
3、y because she needed to change her hours when her children started school “there had been no complaints about the cleaning”. In her new role, she met Andy Wood, now chief executive but then supply chain head. Impressed by how she project managed the purchase of his company car, he asked about her ba
4、ckground. When he discovered she had qualified to drive heavy goods vehicles as a 17-year-old army recruit, and gained two promotions in record time, he persuaded her to join the transport division and became her mentor. 赫斯特在担任采购员后，有人发现了她的潜力。当时她之所以换岗位，仅仅是因为她的孩子开始上学，她需要改变工作时间，“对清洁工作没什么抱怨的。 ”在新岗位上，赫斯特
5、遇到了安迪伍德(Andy Wood)。现任Adnams 首席执行官的伍德当时是供应链主管。赫斯特为公司采购汽车时的项目管理方式打动了伍德，于是他询问了赫斯特的履历。当他得知，赫斯特还是一名 17 岁的新兵时就取得了重型货车驾驶证，而且以创纪录的时间两度获得晋升，他说服赫斯特加入运输部门，并亲自担任她的指导。 “Karen wasnt an obvious model for a future business leader, but she displayed a tenacity, an inquisitiveness and willingness to learn that marked
6、 her out,” Mr Wood says. “卡伦并非未来商界领袖的典型榜样，但她展现出的坚韧不拔、求知欲和学习意愿让她脱颖而出， ”伍德表示。 Individuals with underused talents even if not on the scale of Ms Hesters latent abilities exist in all walks of life. But many organisations struggle to judge people on their true merits. 就算没有赫斯特那么大的潜能，各行各业都有才能没有得到充分发挥的人。但很
7、多企业很难评判人们的真正长处。 First, talented employees with unconventional backgrounds may have to overcome the unconscious bias of superiors to reach senior roles. Even if we try to be “neutral judges”, says Francesca Gino, a professor at Harvard Business School, we tend to view people with whom we feel some af
8、finity whether because of education, gender, ethnicity or some lesser connection more favourably. 首先，拥有非常规资历的有才能的员工，也许必须克服上级无意识的偏见，才能晋升到高级职位。哈佛商学院(Harvard Business School)教授弗朗西斯卡吉诺(Francesca Gino)说，就算我们试图做一个“中立的裁判者” ，我们还是更倾向于认同与自己有一些相似之处的人，不管是教育、性别、种族还是一些比较次要的关联。 Likewise, as institutions, businesse
9、s may create barriers for individuals who do not fulfil stereotypical expectations. A case in point is fast-tracking graduates over other employees. Executives “must be bright enough” to do the job, as John Mervyn-Smith, chief psychologist at UK-based talent consultancy eg. 1,observes. But he adds t
10、hat qualities such as energy and drive, emotional maturity, ability to solve problems and learn quickly at which Ms Hester excelled are often better predictors of successful leadership than academic qualifications. 同理，作为组织的企业或许会给那些不符合固有期望的员工设置障碍。研究生比其他员工晋升得更快，就是一个明证。总部设在英国的人才咨询公司 eg.1 的首席心理学家约翰默文-史密
11、斯(John Mervyn-Smith)说，高管“必须足够聪明”才能胜任工作。但他补充称，与学术背景相比，诸如干劲、情感成熟度、解决问题和快速学习的能力等品质这也正是赫斯特所擅长的往往更能准确地预示出某个人可能成为成功的领导者。 What can businesses do to find potential that may be hiding in plain sight, especially if the individuals concerned may not think promotion is for them and so do not put themselves forw
12、ard? 企业该怎么做才能发掘藏身在眼皮底下的可造之材？尤其是如果这些人或许不认为自己是合适的晋升人选，所以没有毛遂自荐的话。 Creating a variety of routes into senior roles helps. Having previously concentrated on honing the leadership skills of executives near the top of the organisation,Vodafone has introduced a career development programme, known internally
13、 as “Retail Spine”. The initiative spots promising shop floor employees and equips them with skills and experience they will need to become general managers and advance into the top jobs. 开创多元化的高级职位晋升途径能有所帮助。沃达丰(Vodafone) 原本专注于磨练高级管理人员的领导才能，后来引入了被公司内部称为“零售骨干”的职业发展项目。该项目旨在发现一线员工中的可造之材，帮助他们获得成为经理以及晋升最
14、高职位所需的技能和经验。 Candidates nominate themselves or are put forward by a manager to be assessed for potential to think strategically, manage through influence and adapt to change. “By taking people out of their day-to-day role and looking at them from a broader perspective, we aim to spot potential early
15、 and pull people up through the organisation,” says Jenni Heyes, who runs Vodafones employee training and development operations. 自荐或者经经理推荐的候选人将接受评估，内容包括进行战略性思考的潜力、通过影响力管理的能力以及适应变化的能力。主管沃达丰员工培训和发展的詹尼海斯(Jenni Heyes)表示：“通过让人们脱离日常角色，从一种更宽广的视角来观察他们，我们的目的是及早发现可造之材，并在组织里提携他们。 ” Another approach is to enco
16、urage employees with thoughts on how to improve the business, wherever they are in the pecking order, to pitch for resources to put their ideas into action. At LOral, 33-year-old James Taylor has spent three years managing a 4m IT project to improve planning and forecasting processes. He had the idea while working as an account manager in the UK consumer products division and ente
