文 | 穆胜 当前人效管理的发展现状，着实让人有点尴尬。你说它没有发展起来吧，那绝对是胡说。现在的企业但凡谈及人力资源管理，几乎无一例外都会探讨人 效。但你要说它已经发展起来了，那也一定不是事实。 还是先澄清一下"人效管理"的概念吧。人效管理最简单可以分为两个模块。我们相信，其他的机构也很难在对人效管理的理解上，跳出这两个模块。 模块1是人效解码，我们把它形容为"出考题"。简单来说，就是基于公司战略，明确公司级人效要求，将这个要求解码到各个前台业务单元和中后台职能 部门，并进行相应的考核、兑现，形成长效机制。 模块2是人效赋能，我们把它形容为"给方法"。在前台业务单元和中后台职能部门承接了人效考核的要求后，基于"人效经脉"规划人效提升的赋能项目， 通过HRBP来落地实施。 在这个二分法中，HR对于两个模块的态度是不一样的。 对于人效解码，HR是兴奋的，他们认为："出考题？这个我们会！"内心的潜台词是——考核是HR们流淌在血液里的本能！这下还怕业务部门不重视我们 的管控？ 对于人效赋能，HR是畏难的，他们认为："给方法？这个强人所难了吧！"内心的潜台词是——选用育留是固本强基，哪有那么快的速赢（quick wi ...

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]