研究发现，多数情况下招聘明星员工无助于提升业绩，甚至适得其反。但在某些特定条件下，如加入明星云集或最强业务领域，或有积极效 果。企业不应盲目因明星员工流失或为提升业绩而仓促招聘，需理性规划相关策略。 研究表明，招聘明星员工不仅难度大，而且往往会适得其反。新入职的明星员工常常发现，很难在新环境中重现他们以往的卓越表现。他们还可能给新雇 主带来损害，比如阻碍创新，或者拉低现有员工的工作表现。鉴于招聘过程中投入的成本、时间和精力，这样的结果既令人惊讶，又让人担忧。 那些将员工的知识和技能视为主要资产与竞争优势来源的企业，仍然深陷这一困境。因此，它们在战略上必须招募"最优秀、最聪明"的人才，即便这意味 着要从竞争对手那里挖人。 这种做法被称为横向招聘，像大型律师事务所这类知识密集型企业，在其增长战略中越来越依赖这种方式。最近一份行业报告显示，在美国规模最大的 200家律师事务所中，每年合伙人层面的横向招聘人数可达3000人，平均每家律所每年有15个横向招聘名额。 这就引出了一个非常有趣的问题：既然学术界和业内文献都承认，聘用明星员工不太可能取得好效果，那企业为什么还继续这么做呢？ 我们最近撰写的一篇工作论文在管理学会 ...

Group 1: Company Strategy and Planning - The company is currently evaluating the "14th Five-Year Plan" and preparing for the "15th Five-Year Plan," aiming for continuous performance growth and achieving the "Five Battles, Five Victories" goal [2][3] - Key focus areas include enhancing management systems, deepening market development, accelerating supply chain transformation, and advancing digitalization [3][10] - The company is committed to improving governance through five major initiatives, including ESG construction and value management [3][10] Group 2: Human Resource Development - The company achieved a "double improvement" in personnel quality and average income during the "14th Five-Year Plan" period, supporting sustainable development [3][10] - A comprehensive talent management system will be established, focusing on recruitment, training, and retention to build a competitive workforce [3][10] Group 3: Product Strategy - The company has implemented a major product marketing strategy, with key products like Yanjing U8 and V10 showing significant sales growth [4][5] - In 2024, Yanjing U8 sales reached 696,000 hectoliters, a year-on-year increase of 31.4% [5] - Future growth strategies for Yanjing U8 include enhancing product quality, increasing market penetration, and leveraging new retail partnerships [5][6] Group 4: Market Development - The company emphasizes the development of emerging markets as a key growth strategy, focusing on high-capacity and high-growth potential areas [6][10] - Initiatives include the "Hundred Counties Project" and "Hundred Cities Project" to enhance market visibility and product accessibility [6][10] Group 5: Cost Management - The beer industry is experiencing a historic cost reduction cycle, with lower prices for key raw materials [7][10] - The company aims to optimize procurement costs and enhance production efficiency through a "multi-dimensional cost reduction" model [7][10] Group 6: Online Channel Development - New retail channels are rapidly emerging, driven by consumer demand for convenience [8][9] - The company plans to strengthen partnerships and optimize product offerings to enhance market competitiveness [8][9] Group 7: Industry Trends - The Chinese beer industry is undergoing significant transformation, characterized by premiumization, refined cost control, and digital restructuring [10][11] - The company aims to maintain growth and competitive advantage through strategic restructuring and operational efficiency improvements [10][11] Group 8: Beverage Diversification - The company has launched a "beer + beverage" marketing strategy to cater to younger consumers, enhancing brand influence and market share [12][13] - This strategy leverages existing operational experience in beverage sales to reduce reliance on single product categories [12][13]

此外，他强调了人才管理的重要性，"未来我们一定会深化推动战略性人力资源管理。让全体干部员工 自驱潜能迸发，成就人、实现人、激活人、激励人，将成为上海银行未来人力资源工作的主旋律"。 从上海银行去年和今年一季度的财务表现来看，上海银行多个指标不断向好。去年，上海银行实现归属 于母公司股东的净利润235.60 亿元，同比增长 4.50%，增速较 2024 年前三季度提高 3.10 个百分点；营 业收入 529.86 亿元，同比增长4.79%，增速较 2024 年前三季度提高 4.11 个百分点；不良贷款率 1.18%，较上年末下降0.03 个百分点。 今年一季度，上海银行实现营业收入135.97 亿元，同比增长3.85%，其中，利息净收入同比增长 4.65%，非利息收入同比增长2.60%；实现归属于母公司股东的净利润 62.92 亿元，同比增长 2.30%。 压降高息存款，实现创新转型 上海银行行长兼首席财务官施红敏在业绩发布会上表示，近几年来，上海银行持续优化负债结构，做好 长期性存款向短期性转化，实现负债成本稳步下降。2024年，付息负债付息率同比下降15个bps，2015 年一季度，降幅扩大到43个bps。 ...

今天分享的是：2025全球领导力展望-中国报告-DDI_Password_Removed 报告共计：67页 《2025全球领导力展望|中国报告》围绕中国领导力现状与未来展开调研分析，通过对大量领导者和HR专业人士的数据研究，揭 示了当前领导力面临的挑战与机遇，并提出应对建议。 1. 领导力面临的挑战：全球经济不确定性增加，中国CEO最关注经济衰退和打造韧性组织。中国领导者在应对新技术应用等挑 战时信心不足，且不同层级领导力评价存在差异，基层和中层领导力发展相对滞后，存在断档风险。 2. 人才管理问题：企业人才准备度不足，继任梯队实力薄弱，高潜人才发展乏力，关键岗人才断层问题突出。在人才发展投入 上，存在资源错配现象，且现有发展方式效果不佳，领导者对发展项目价值存在质疑。 3. 企业发展挑战与应对： 中企出海趋势明显，制造业是主力军，但面临法律法规差异、文化差异等挑战，需要明确战略、防范 风险、培养国际化人才。人工智能应用虽受中国领导者关注，但推动团队采用新技术的准备度不足，企业需提升员工心力和相 关能力。 4. 职场环境与HR的角色：职场环境塑造方面，员工倦怠和"精神离职"现象值得关注，组织需打造韧性组织。H ...