中国进行企业结构调整过程中的人员与激励管理--中英对照

People aspects of structural change in the People’s Republic of China 中国进行企业结构调整过程中 的人员与激励管理June 21, 2001 2001年6月21日

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To get rich is glorious

发展才是硬道理- Deng XiaoPing 邓小平

The great object of the political economy of every country, is to increase the riches and power of that country.

各国政治经济体制的宗旨在于 增加该国的财富与实力。- Adam Smith

The business of business is business

企业重在经营- Milton Friedman

Agenda 议程Global overview of privatization lessons 全球企业市场化经验概述 Role of government in transition 政府部门在过渡过程中所发挥的作用 Executives and Leadership 对高层经理与领导者的激励与约束机制

Long-term Incentives pre-listing 公司上市前的长期奖励Compensation Data 薪酬数据

Lessons from overseas 来自海外的经验 US: 美国： the world’s most advanced, competitive economy - most economic freedom 全球最发达、最富竞争力的经济体制：经 济自由度最大 virtually no experience with privatization 实际上缺乏企业股份化经验

Japan:

Lessons from overseas 来自海外的经验 Western Europe: 西欧： Privatization everywhere, led by UK 在英国的带动下，各地都在进行股份化 Different tradition regarding employment 截然不同的人员聘用传统 If you create monopolies, not much changes 若进行垄断，不会出现过多的变革 Competition creates wealth

Privatization Transition 股份化过渡 Different models: 不同的模式： Partial privatization 部分股份化 Full sale 全部出售 — listing 上市 — auction (smaller companies) 拍卖(较小型的公司) Giving away assets to individuals,

Privatization Transition - UK Water 股份化过渡 - UK Water Longest most recent experience (15+yrs) 最长、最新的经验(15年以上) Gradual listings for many companies 许多公司逐步上市 previous managers put in charge 原有的经理负责进行管理 carefully regulated markets 仔细进行市场规约 initial compensation increase followed by move to market pay

Privatization Transition - UK Water 股份化过渡 - UK Water Problems with several industries 许多行业所面临的问题 regulated monopolies 规约垄断 higher pay for executives, but little behaviour change lower down 高层经理薪酬水准提高，但行为变革幅度 却有所下降 competition is key 竞争是关键

Privatization Transition - UK Water 股份化过渡 - UK

WaterEmployed 100,000 员工总数达10万人

Originally single operation, run regionally 最初为单一型地区运营

Controlled supply, distribution, customer interface, sewerage disposal 控制供应、配送、客户关系及污水处理部门 Regional authorities privatized, but remained monopolies. 地区权限市场化，但仍存在垄断Some companies bought by foreigners

Privatization Transition - UK Water 股份化过渡 - UK Water

Government body (OFWAT) set up to regulate, make standards, guarantee prices, 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 Water companies operated better, but no substantial change, because monopolies still existed Water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-sponsored restructuring

Privatization Transition - UK Water 股份化过渡 - UK Water

Supply companies will supply only 供应公司将仅仅供应 better capital structure 优化资本结构 limits monopoly 限制垄断 Distribution and customer interface 配送与客户关系部门 Contracted - open to competition 商定 - 公开竞争 Now 40,000 employees and falling

China is the same…but China is different! 中国亦如此…但有其独特之处！

Some differences with US: 与美国所存在的一些差异 - 以下是美国市场所表 现的特点： Very fluid, competitive labor market 充满活力、富有竞争力的人才市场 Highly educated, confident workforce 高学历、充满自信的人才队伍 Work is a contract between equals 在平等的基础上签署工作合同 Very low unionization 很少进行联合 Few government-owned enterprises 极少存在国有企业 Tradition of wide stock ownership for

The real issue is change 真正的问题源于变革

Minor change 细微变革Feels easy 感觉容易 Retains gov’t control 保留政府控制 Low prices for assets 资产价格较低

Major Change 重大变革Difficult 艰难 Loses gov’t control 失去政府控制 High prices 代价较高

How far, and how fast? 跨度？速度？

Lesson learned in the US 来自美国的经验 Three conditions for effective markets: 有效的市场所需具备的三个条件： information on companies and markets freely available 公司和市场自由运作方面的信息 liquidity - ability to buy and sell easily 流通性 - 能够比较容易地进行购买和出 售 one set of rules for all 一套通用的规则

The Talent Solution 人才解决方案Business Results 经营结果

Successful private sector companies manage for value Improving Business Results 成功的私营公司的价值管理模式 through People …Business Strategy 经营战略

通过人员来改善经营结果...

Balanced Measurement 均衡评估法

Business Process 经营程序

People Requirements 人员要求

Employee Needs 员工需求

People/HR Strategy 人员/人力资源战

略 Employment Relationship 聘用关系 People Practices, Policies, Programs 人员 方案、政策、计划

The Talent Solution 人才解决方案

Every company is different 因公司而异

The Talent Solution 人才解决方案Businesses in all sectors face the same issues 各行各业面临着同样的问题 Do they have the right people doing the right things to meet their goals? 为实现目标，他们是否任命恰当的人员来完成恰当 的工作？ Are they creating the right environment where the right people want to come, stay, and contribute? 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？ Can they point to progress and results from working on these issues? 他们能否通过解决这些问题来取得进步并实现预 期结果？

The Talent Solution 人才解决方案A closer look at how people create value in a business 近观人员为企业创造价值的模式People Practices, Policies, Programs 人员 方案、政策、计划

Developing (the right skills) 发展 (恰当的技能) Rewarding (the right incentives) 全面薪酬 (合理的回报)

Organizing (the right roles) 组织 (合理的角色及职责分)People Management 人员管理

Staffing (the right people) 人员配置 (恰当的人员) Performing (the right outcomes) 绩效管理 (合理的结果)

Organizing 组织Structure is a consequence of strategy 组织结构即是战略成果 Board of Directors 董事会 Representation of ALL shareholders 代表所有股东 Oversight of management 监督管理人员 Committee system 委员会系统 Management 管理层

Staffing 人员配置What kinds of people? 人员类型？ Selection 选用 Competency management 胜任能力管理 Hiring 聘用 Behavioral Event Interviewing 行为表现面谈

Staffing 人员配置

Boards of Directors 董事会成员 what kinds of people? 人员类型？ understand business strategy 理解经营战略

connections to other industries, experience 与其它行业相关、经验 careful over representation of a particular group

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