Core Insights - The current state of human efficiency management is paradoxical, as companies are discussing it extensively but not effectively implementing it [1][2] - Human efficiency management can be divided into two modules: decoding human efficiency and empowering human efficiency [1][2] Module Summaries Human Efficiency Decoding - This module involves setting clear human efficiency requirements based on company strategy and translating these into assessments for various business units and departments [1][2] - HR departments are generally enthusiastic about this aspect, as it aligns with their strengths in assessment and control [2][3] Human Efficiency Empowerment - This module focuses on providing methods and tools to enhance human efficiency within business units, which HR departments often find challenging [2][3] - Many HR professionals tend to overlook this aspect, leading to a situation where only assessments are conducted without providing actionable solutions [2][3] Common Pitfalls in Human Efficiency Empowerment Pitfall 1: Overstepping Boundaries - HR professionals often mistakenly believe they can guide business leaders on operational matters, which can lead to ineffective interventions [6][8] - HR should focus on their expertise in human resources rather than trying to dictate business strategies [6][8] Pitfall 2: Surface-Level Changes - Some HR departments attempt to rebrand traditional practices under the guise of human efficiency without making substantial changes [9][10] - This approach can lead to a misrepresentation of human efficiency management, reducing its potential effectiveness [10][11] Pitfall 3: Detached Empowerment - HR departments may adopt a hands-off approach, expecting business units to come up with solutions without providing adequate support or guidance [11][12] - This can result in superficial compliance rather than meaningful improvements in human efficiency [12][13] Pitfall 4: Overly Supportive Attitude - Some HR professionals adopt a "savior" mentality, focusing on alleviating pressures on business units rather than fostering a culture of accountability and performance [14][15] - This can create a dependency on HR for support rather than encouraging self-sufficiency within business units [15][16] Key Questions for HR - HR must consider whether they understand the business and financial aspects of the organization to effectively contribute to human efficiency [16][17] - Understanding operational processes and being involved in frontline activities are crucial for HR to provide meaningful support [17][18] - HR should clarify their role in balancing the needs of business units with the overall goals of the organization [18][19]

Group 1 - The core issue in many companies is the misalignment between the aggressive efficiency standards set by HR and the operational realities faced by business departments, leading to resistance and conflict [1][2][3] - Companies often initiate efficiency management without a clear understanding of its complexity, resulting in a one-size-fits-all approach that fails to consider the unique circumstances of different departments [2][3][4] - Effective efficiency management should involve tailored performance indicators based on a deep understanding of the company's strategy and operations, rather than imposing uniform standards [3][4] Group 2 - Many companies mistakenly attempt to shortcut the efficiency management process, which can lead to pitfalls; a thoughtful approach is necessary [4][5] - Errors in efficiency assessment include treating it as a separate initiative or simply adding it to existing performance metrics without proper integration, which can undermine its importance [5][6][7] - Efficiency indicators should hold an independent status within the performance management system, acting as a "red line" that guides overall business performance [8][9] Group 3 - Companies should approach efficiency management reforms gradually, avoiding unrealistic expectations for immediate results [10][11] - Pilot programs are recommended to identify areas with potential for efficiency improvement, utilizing a mixed team of HR, business, and financial personnel to drive results [11][12] - The pilot team should focus on enhancing efficiency through collaboration and innovation, addressing operational bottlenecks and aligning financial metrics with restructured processes [12][13] Group 4 - Successful pilot projects can lead to the development of effective methods and the cultivation of talent, which can then be expanded across the organization [15]