这才是人效管理失败的深层原因

Core Insights - The concept of "human efficiency management" has gained significant attention in the HR field, with around 60% of surveyed companies acknowledging its frequent mention by executives [1] Group 1: Current State of Human Efficiency Management - Despite its popularity, many human efficiency management projects have stalled, leading to frustration among business units who feel that HR is merely enforcing top-down directives [2] - The approach of simply breaking down overall efficiency targets into departmental goals has not yielded the expected results, often resulting in resentment towards HR [2][3] Group 2: Factors Driving Popularity - The rise of human efficiency management can be attributed to two key phases: the first being the internet business wave that demanded measurable results from HR, and the second being an economic slowdown that pushed companies to focus on cost reduction and efficiency [3] - Companies have recognized that human efficiency is a critical metric that influences overall operational efficiency, prompting a surge in various human efficiency management initiatives [3] Group 3: Measurement Approaches - There are two main metrics for measuring human efficiency: broad efficiency, which is calculated by dividing performance data by the number of employees or labor costs, and narrow efficiency, which focuses on core talent and key performance indicators [5] - The broad approach is often misapplied, leading to ineffective resource allocation and a lack of strategic alignment in HR practices [6][12] Group 4: Traditional Management Challenges - Traditional human efficiency management often follows a "top-down" budgeting approach, where resources are allocated based on previous years' data rather than strategic needs [7][8] - This method encourages departments to prioritize securing budgets over identifying genuine needs, resulting in superficial project implementations that fail to drive real value [12][13] Group 5: Implementation and Effectiveness - Successful implementation of human efficiency management requires a comprehensive organizational change, not just reliance on the HR department [15] - Many companies harbor unrealistic expectations about the quick success of human efficiency initiatives, with 90% of firms initiating such projects underestimating the complexity involved [16]