是谁杀死了“人效管理”？

Core Insights - The concept of human efficiency management has been in practice for about 10 years, but many companies have faced challenges in its implementation, leading to a halt in their initiatives [1] - A significant number of companies have fallen into similar pitfalls regarding human efficiency management, indicating a collective failure in understanding and execution [1] Group 1: Leadership and Strategy - Many company leaders lack clarity in strategy and business focus, leading to rigid budget allocation and ineffective human resource management [1] - Leaders often impulsively initiate human efficiency management without a clear understanding of its implications, resulting in unrealistic goals and quick abandonment of initiatives [2] Group 2: Human Resources Department Challenges - Human resources departments often focus on low-level metrics rather than high-level insights, failing to analyze the deeper business implications of human efficiency [3] - HR teams frequently lack the necessary tools and understanding of business operations, leading to ineffective support for business units in achieving human efficiency [4] Group 3: Internal Team Dynamics - Within HR teams, there is often a lack of unity and shared vision, with members hesitant to take risks and engage fully in human efficiency initiatives [6] - Some HR professionals may choose to disengage from challenging tasks, relying on traditional methods rather than innovating to improve human efficiency [6] Group 4: Business Department Resistance - Business departments typically resist human efficiency management, citing their unique circumstances and the perceived high standards imposed by HR [7] - For human efficiency management to gain acceptance, it must be perceived as fair and beneficial, particularly for high-performing business units [7]