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短期外派正當(dāng)時(shí),成本收益兩相宜

短期外派正當(dāng)時(shí),成本收益兩相宜

Elizabeth G. Olson 2011年08月08日
跟在巴黎的公費(fèi)派遣說(shuō)再見吧。眼下,為了檢驗(yàn)新晉領(lǐng)導(dǎo)者的適用能力和韌勁,許多公司都喜歡將他們派往新興市場(chǎng)磨練一番。

????對(duì)于冉冉升起的管理層新星們來(lái)說(shuō),海外任職的機(jī)會(huì)可以說(shuō)是充滿誘惑力的額外獎(jiǎng)勵(lì)。在海外工作幾年時(shí)間,而且大部分時(shí)候是公司出錢,這聽起來(lái)幾乎就跟公費(fèi)度假一樣完美。

????但有一些公司在外派職員時(shí),采取了一些新的做法。它們開始將員工派駐海外參與短期項(xiàng)目,讓他們暫時(shí)離開如魚得水的環(huán)境,以此來(lái)檢驗(yàn)他們的工作效率和適應(yīng)能力。

????當(dāng)然,公司依然會(huì)把一些高管派往類似巴黎這樣迷人的地方,但短期項(xiàng)目通常都在新興市場(chǎng),因?yàn)檫@里將是公司擴(kuò)大業(yè)務(wù)的戰(zhàn)場(chǎng)。有些公司甚至?xí)梃b傳教士的做法,派員工參加慈善活動(dòng),順帶替公司做宣傳。

????比如,IBM公司就通過(guò)“企業(yè)全球志愿者服務(wù)隊(duì)”(Corporate Service Corps)項(xiàng)目將新晉領(lǐng)導(dǎo)者們派往非洲和其他發(fā)展中國(guó)家,目的是要檢驗(yàn)這些經(jīng)理人如何在陌生環(huán)境中開展業(yè)務(wù),如何與來(lái)自不同背景的人合作,并與當(dāng)?shù)氐臎Q策者們建立良好關(guān)系,為未來(lái)的業(yè)務(wù)拓展打下堅(jiān)實(shí)的基礎(chǔ)。

????IBM負(fù)責(zé)商業(yè)與技術(shù)領(lǐng)導(dǎo)力的副總裁湯姆?韋恩斯表示:“這些都是運(yùn)營(yíng)跨國(guó)企業(yè)所必須的。領(lǐng)導(dǎo)力不僅僅是一次培訓(xùn),也不僅僅是一次網(wǎng)絡(luò)研討會(huì)那么簡(jiǎn)單?!?/p>

????在挑選候選人參與教育、醫(yī)療和經(jīng)濟(jì)發(fā)展等領(lǐng)域的一系列項(xiàng)目之前,IBM會(huì)對(duì)員工的績(jī)效和領(lǐng)導(dǎo)能力進(jìn)行審查。IBM曾將團(tuán)隊(duì)派往埃及、印度、肯尼亞和尼日利亞,在這些地區(qū),科技巨頭IBM發(fā)展勢(shì)頭強(qiáng)勁。

????去年三月份,來(lái)自美國(guó)波士頓的IBM經(jīng)理約翰?弗戴迪參加了一個(gè)前往肯尼亞的團(tuán)隊(duì),該團(tuán)隊(duì)與肯尼亞郵政公司(Postal Corporation of Kenya)合作開展了一個(gè)為期一個(gè)月的公益活動(dòng)咨詢項(xiàng)目。

????弗戴迪稱:“我們的目標(biāo)是與郵政公司合作,在它為客戶提供的服務(wù)中增加金融服務(wù)項(xiàng)目。我們最終為它制定了一個(gè)發(fā)展規(guī)劃圖,這樣郵政公司可以增加一些其他服務(wù),比如簽發(fā)護(hù)照等?,F(xiàn)在人們還需要在政府部門排隊(duì)領(lǐng)取簽證,而郵政公司增加這項(xiàng)服務(wù)后可以充分利用它遍布肯尼亞全國(guó)的網(wǎng)點(diǎn)。”

????他說(shuō),他需要將團(tuán)隊(duì)的計(jì)劃提交給郵政公司的全國(guó)委員會(huì),并說(shuō)服他們,“如果你們不改變對(duì)(公司)的思路,最終它會(huì)被時(shí)代所拋棄。不過(guò),跟他們說(shuō)這種話可得冒很大的風(fēng)險(xiǎn)。”

時(shí)間太短,效果打折還是恰到好處?

????自從三年前啟動(dòng)以來(lái),IBM的企業(yè)全球志愿者服務(wù)隊(duì)已經(jīng)派出了1,200名員工,在23個(gè)不同國(guó)家參與了100多個(gè)項(xiàng)目。而且這種模式也被其他公司采用或借鑒,比如道康寧公司(Dow Corning)和聯(lián)邦快遞公司(FedEx)。

????很少有項(xiàng)目能達(dá)到IBM的規(guī)?!狪BM每年挑選出來(lái)參與項(xiàng)目的員工大約有500人。每個(gè)團(tuán)隊(duì)通常由8到12名成員組成,他們花三個(gè)月的時(shí)間準(zhǔn)備行程,一個(gè)月的時(shí)間在現(xiàn)場(chǎng),兩個(gè)月的時(shí)間返回總部,總結(jié)工作,并與其他同事分享外派的經(jīng)歷,通常是通過(guò)博客和公開交流的方式。

????許多公司認(rèn)為,這些短期海外項(xiàng)目能幫助他們應(yīng)對(duì)日益全球化的工作環(huán)境,但領(lǐng)導(dǎo)力開發(fā)專家的看法卻莫衷一是。

????哈佛大學(xué)高級(jí)領(lǐng)導(dǎo)力計(jì)劃(Harvard University Advanced Leadership Initiative)主任羅莎貝絲?M?坎特對(duì)這種短期項(xiàng)目大加贊揚(yáng),認(rèn)為這種項(xiàng)目“以符合成本效益的方式,培養(yǎng)了多元化團(tuán)隊(duì)的技能和人脈。”

????她認(rèn)為,IBM的模式“反映了人們?nèi)找嫫毡榈墓ぷ鞣绞剑荷钊氲叫颅h(huán)境中。這要求他們迅速地學(xué)習(xí)和反應(yīng),并迅速調(diào)整以適應(yīng)不同的風(fēng)格和文化。”

????不過(guò),坎特認(rèn)為這種方式有一個(gè)缺點(diǎn),那就是“人們無(wú)法像長(zhǎng)期任職那樣更深入地了解一個(gè)國(guó)家?!笨蔡刂小冻?jí)公司:頂尖企業(yè)如何帶來(lái)創(chuàng)新、利潤(rùn)、成長(zhǎng)與社會(huì)公益》(Super Corp, How Vanguard Companies Create Innovation, Profits, Growth, and Social Good)一書。

????她補(bǔ)充道:“但他們掌握了如何了解一個(gè)國(guó)家的方法。而且這些項(xiàng)目通常都需要有所創(chuàng)新,而常規(guī)商務(wù)工作中不可能激發(fā)這種創(chuàng)新。”

如果將成本計(jì)算在內(nèi)會(huì)如何?

????短期的海外項(xiàng)目使公司既能為新晉經(jīng)理人提供領(lǐng)導(dǎo)力體驗(yàn)經(jīng)歷,同時(shí)又能避免長(zhǎng)期派駐海外給員工家庭生活帶來(lái)的動(dòng)蕩以及巨額的跨國(guó)安家費(fèi)用。

????研究還發(fā)現(xiàn),結(jié)束海外任職返回總部的高管離職率較高,而且他們會(huì)發(fā)現(xiàn)自己與公司的管理層無(wú)法保持一致,或與公司總部的文化格格不入。致力于全球人員安置服務(wù)的Brookfield公司2010年度趨勢(shì)調(diào)查顯示,在接受調(diào)查的高管中,有38%的人在從海外任職返回總部后第一年便離開了公司。

????咨詢公司Fisher-Rock的主理合伙人邁克爾?巴菲特認(rèn)為,為每位員工量身設(shè)計(jì)相關(guān)的工作體驗(yàn)經(jīng)歷才是關(guān)鍵。Fisher-Rock咨詢公司致力于機(jī)構(gòu)改革與人才管理。他強(qiáng)調(diào):“現(xiàn)在企業(yè)界有向短期任務(wù)轉(zhuǎn)變的趨勢(shì),并且會(huì)針對(duì)每位員工的特點(diǎn)定制不同的體驗(yàn)項(xiàng)目。”

????全球咨詢公司美世(Mercer)董事海格?納班提恩表示,公司并不會(huì)很快就放棄傳統(tǒng)的海外派遣,因?yàn)檫@種方式可以幫助公司快速解決世界不同地區(qū)人才匱乏問(wèn)題。

????納班提恩稱:“但我們發(fā)現(xiàn),鑒于這類外派方式成本高昂,公司對(duì)最終的效果越來(lái)越擔(dān)憂。我們近期的一些客戶表示,計(jì)劃代之以更短期限的外派任務(wù)……公司必須實(shí)現(xiàn)平衡?!?/p>

????負(fù)責(zé)美世公司北美遷移業(yè)務(wù)的艾德?漢尼巴爾也同意這種說(shuō)法:“這對(duì)每家公司來(lái)說(shuō)都非常困難。”他表示,在去年的調(diào)查中,462位美世公司客戶中,有30%稱他們采用的是短期外派任務(wù)。

慈善項(xiàng)目稍有不同

????聯(lián)邦快遞公司在借鑒IBM的領(lǐng)導(dǎo)力項(xiàng)目基礎(chǔ)上,推出了自己的項(xiàng)目。公司人力資源部經(jīng)理苔絲?史密斯表示,公司近期在巴西完成了新全球領(lǐng)導(dǎo)力志愿者隊(duì)項(xiàng)目(Global Leadership Corps)的試點(diǎn)。該項(xiàng)目將“和平工作與商業(yè)活動(dòng)有機(jī)結(jié)合?!?/p>

????史密斯表示,在此次項(xiàng)目中,聯(lián)邦快遞的員工幫助巴西東北部的非裔年輕人準(zhǔn)備大學(xué)入學(xué)考試,教授他們英語(yǔ),并幫助他們獲得獎(jiǎng)學(xué)金。

????不過(guò),此次項(xiàng)目的候選人必須是大有潛力的執(zhí)行者,并經(jīng)過(guò)提名和推薦——這一審查程序與IBM類似。但史密斯強(qiáng)調(diào),聯(lián)邦快遞的項(xiàng)目“并不像IBM那樣直接。雖然項(xiàng)目也以推廣公司品牌為目的,但項(xiàng)目的目的并非為了獲得新的業(yè)務(wù)。”

????道康寧公司去年也開始了自己的項(xiàng)目,當(dāng)時(shí)公司在印度班加羅爾啟動(dòng)了一個(gè)廚具技術(shù)項(xiàng)目,使員工有機(jī)會(huì)了解在新興市場(chǎng)的工作情況。

????該公司的全球人力資源總監(jiān)艾德?考伯特表示:“國(guó)際領(lǐng)導(dǎo)力體驗(yàn)經(jīng)歷非常重要,人們都希望參與。去年,有100位主管級(jí)的員工提出了申請(qǐng),但只有10人有幸入選?!?/p>

????“不論是短期還是長(zhǎng)期外派任務(wù),只要員工能(走出)習(xí)以為常的環(huán)境,這本身就具有寶貴的價(jià)值。對(duì)于員工來(lái)說(shuō),關(guān)鍵在于體驗(yàn)?!?/p>

????(翻譯 劉進(jìn)龍)

????For rising managerial stars, an overseas assignment can be a glamorous perk. Spending a few years abroad, largely on the company dime, sounds almost as good as a paid vacation. Almost.

????But some corporations are taking a new approach to the overseas assignment and have begun to send employees abroad to work on short-term projects as a means to test how they work, and adapt, outside their comfort zones.

????Companies still send executives to attractive locales like Paris, but short-term projects are often based in emerging markets where companies are looking to expand. Some businesses are even taking a page from the missionary's playbook, sending employees on charitable assignments with the side goal of promoting their business.

????IBM (IBM), for example, is sending its budding leaders to Africa and other developing markets through its Corporate Service Corps program, with the goal of seeing how these managers how operate in unfamiliar surroundings, work with people from different backgrounds, and lay the groundwork for future business by developing relationships with local decision-makers.

????"This is part of operating a global enterprise," says Tom Vines, vice president of business and technology leadership for IBM. "Leadership has to be more than just a class and more than just a webinar."

????IBM vets its employees for performance and leadership qualities before selecting candidates to work on an array of projects in areas such as education, health care, and economic development. IBM has sent teams to Egypt, India, Kenya, and Nigeria, all strong growth regions for the technology giant.

????In Kenya, John Fredette, a Boston-based IBM manager, joined a team last March for a month-long pro-bono consulting project with the Postal Corporation of Kenya.

????"Our goal was to work with the postal corporation to add financial services to what it offers customers," says Fredette. "We ended up giving them a roadmap so the postal corporation can add services like issuing passports, which people now wait in line for at government offices, to make better use of their locations around the country."

????He had to present the team's plan to the Postal Corporation's national board to persuade them, he says, "that if you don't change the [company] mindset, it will become irrelevant. It was dicey to say that to them."

Too short for its own good or just right?

????Since its launch three years ago, IBM's Corporate Service Corps has sent 1,200 employees to participate in more than 100 projects in 23 different countries. And its model has been adopted or adapted by other corporations like Dow Corning and FedEx (FDX).

????Few programs are as large as IBM's, which selects around 500 employees to participate each year. The teams, usually between eight and 12 members, spend three months preparing for their trip, a month on location, and two months back at their home office wrapping up their work and sharing their experiences with other IBMers, typically through blog posts and public appearances.

????Many companies argue that these short-term projects abroad help them respond to the demands of an increasingly global work environment, but leadership development experts have given mixed reviews to this approach.

????Rosabeth M. Kanter, director of the Harvard University Advanced Leadership Initiative, praises such short-term projects as "cost-effective ways to build skills and relationships in a diverse team."

????IBM's model, she says, "mirrors the way people increasingly work: thrust into new situations that require them to learn and react fast while adjusting quickly to different styles and cultures."

????A drawback, notes Kanter, who wrote Super Corp, How Vanguard Companies Create Innovation, Profits, Growth, and Social Good, is that: "People don't learn a country in depth the way they would on a longer-term assignment.

????"But they learn how to learn about countries," she adds. And, "sometimes the projects demand innovation that isn't possible in more routine business work."

Taking the costs into account

????Briefer assignments also allow companies to provide leadership experience to upcoming managers without the family disruption and major relocation expenses of a long-term international move.

????Also, studies have found that there is a high rate of departure for executives that return from assignments abroad and find themselves off the management track or out of sync with the culture at company headquarters. Brookfield Global Relocation Services' annual trends survey for 2010 found that 38% of executives surveyed left their companies in the first year after their return from an assignment abroad.

????Devising a relevant experience for each employee is key, says Michel Buffet, a managing partner at Fisher-Rock Consulting, which specializes in organization change and talent management. "There's a trend toward moving to short assignments, and customizing the experience for each employee," he notes.

????Still, companies are not likely to abandon traditional overseas assignments any time soon as it allows companies to quickly address talent shortages in different parts of the world, says Haig Nalbantian, a director at Mercer, the global consulting firm.

????"But we are seeing more concern at companies about the impact, given the high costs such moves incur," says Nalbantian. "A number of recent clients have talked to us about substituting shorter term assignments…. It has to be a balance."

????"It's a struggle for every company," agrees Ed Hannibal, who leads Mercer's North American mobility practice. In a survey last year, some 30% of some 462 Mercer clients said they were using shorter term assignments, he says.

Charity with a twist

????FedEx is launching its own take on IBM's leadership program. The company recently completed a pilot program in Brazil for its new Global Leadership Corps which "marries the Peace Corps with business," says Tess Smith, a human resources manager for the company.

????During this particular project, FedEx employees helped Afro-Brazilian youth in Northeast Brazil prepare for college-entrance exams, teaching English and helping them obtain scholarships, according to Smith.

????Candidates had to be nominated and recommended as high potential performers -- a vetting process similar to IBM's. But Smith notes that the FedEx program "is much less direct than IBM's. It does promote our brand, but it's not set up to get new business."

????Dow Corning Corp. began its own program last year, starting with a cook stove technology project in Bangalore, India, to give its employees a chance to learn about working in emerging markets.

????"International leadership experience is valuable, and people want to sign up," says Ed Colbert, the company's global director of talent management. Last year, 100 director-level employees applied and 10 were selected to participate.

????"Short or long-term, it's much more valuable if an employee [goes] outside his normal comfort zone. The key for the employee is immersion."

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