2024年中國CHO研究（CCS）報告-高潛咨詢HIPO

?中國卓越CHO模型研究方法與受訪樣本選擇 2·HIP()高潛能保持競爭力。中國企業(yè)當前的挑戰(zhàn)中國CHO當前的挑戰(zhàn)經(jīng)濟結(jié)構(gòu)與政策環(huán)境變化戰(zhàn)略執(zhí)行與高管建設的挑戰(zhàn)中國經(jīng)濟從高速增長轉(zhuǎn)向高質(zhì)量發(fā)展，企業(yè)需從追求規(guī)模和速度轉(zhuǎn)向質(zhì)量與社會責任的政策和監(jiān)管力度。管理者應在戰(zhàn)略澄清和解碼能力上投入精力，為戰(zhàn)略執(zhí)行提數(shù)字與AI轉(zhuǎn)型數(shù)字化變革對人力資源管理的影響數(shù)字化變革要求人力資源管理適應新的工作模式、技能需求證靈活性與團隊效能。人工智能與自動化的興起促使職能轉(zhuǎn)2·HIP()高潛中國企業(yè)當前的挑戰(zhàn)中國CHO當前的挑戰(zhàn)人力資源管理的復雜性一代員工的期望與過往不同。代際管理與員工幸福感的挑戰(zhàn)后疫情時代，靈活的工作制度為員工提供了更多選擇和生活負荷工作和加班問題嚴重影響員工幸福感，關(guān)注勞動法合規(guī)并結(jié)合靈活工作制度保障員工權(quán)益至關(guān)重要。針對年輕一代文化多樣性和本土化需求持續(xù)構(gòu)建人才競爭優(yōu)勢的壓力人才是企業(yè)發(fā)展的核心。技術(shù)進步和工作性質(zhì)變化要求企業(yè)化能力和國際人才流動性管理也是關(guān)鍵。企業(yè)應推動跨文化培訓和全球人才交流項目，幫助員工理解并適應外國文化和上的競爭力。要深刻理解中國的獨特市場環(huán)境和政策導向，制定切實可行的人力資源戰(zhàn)略。值的研究還不夠深入和系統(tǒng)。2·HIP()高潛量發(fā)展。為首次嘗試，這項研究將繼續(xù)隨著中國商業(yè)環(huán)境的快速變化而不斷演進。動企業(yè)成功變革中發(fā)揮關(guān)鍵作用。中發(fā)揮獨特的引領(lǐng)作用。2·HIP()高潛2.1研究過程與研究方法此次研究采用多種方法校驗設計，利用三角互證法來確保模型有效性。三角互證法是質(zhì)性研究中保證結(jié)論有進一步分析這些場景中所需的能力素質(zhì)。核心職責關(guān)鍵挑戰(zhàn)戰(zhàn)略性工作場核心職責關(guān)鍵挑戰(zhàn)戰(zhàn)略性工作場景能力素質(zhì)本研究采用行為事件訪談法，對國內(nèi)企業(yè)的CHO代表進行成功案例的深度傳統(tǒng)的能力建模方法通常通過對比高績效組和低績效組人員的訪談差異來得出結(jié)論。然而，本研究旨在構(gòu)建采用對訪談內(nèi)容的戰(zhàn)略相關(guān)性進行區(qū)分的差異對比分析的方式，進行解碼分析。2·HIP()高潛不同情境中體現(xiàn)的能力和素質(zhì)差異。2.能力素質(zhì)分類：將不同故事類型中體現(xiàn)的能力素質(zhì)分成日常工作所需的能力、與戰(zhàn)略相關(guān)性不大的必備得到，第四類是通過外部專家研討和外部研究進行有效補充。國卓越CHO模型搭建的重要參考。2.2受訪樣本選擇A.國央企2·HIP()高潛B.在華外資企業(yè)(2)母公司全球行業(yè)排名前五。C.民營企業(yè)(1)營收規(guī)模30億人民幣以上或員工在5,(2)在國內(nèi)同行業(yè)中營收規(guī)模或效益處于前五。D.創(chuàng)新創(chuàng)業(yè)型企業(yè)(1)公司存續(xù)五年及以上且員工數(shù)超過500人；2·HIP()高潛2·HIP()高潛3.1中國卓越CHO的五大職責升高管團隊共識和戰(zhàn)斗力的使命。嚴格選拔進入高管團隊的成員并加強團隊的凝聚力，幫助企業(yè)一把手組建中國企業(yè)正在經(jīng)歷從高速度增長到高質(zhì)量增長的轉(zhuǎn)型，卓越的CHO肩負助力公司在轉(zhuǎn)變增長方式的過程中注重構(gòu)建面向未來的人才梯隊，特別是培養(yǎng)年輕一代應對不確定性的韌性和終身學習能力，以適應多樣化的續(xù)發(fā)展。數(shù)字化新科技應用和可持續(xù)發(fā)展的敏捷組織作為關(guān)鍵目標，主導并引領(lǐng)組織變革，確保組織在不斷變化的商業(yè)環(huán)境中可持續(xù)地發(fā)展。2·HIP()高潛3.2中國卓越CHO的高價值場景高價值場景是CHO在實際工作場景中推動企業(yè)發(fā)展和變革的具體體更好地理解CHO在不同情境下如何發(fā)揮其核心職責，以實現(xiàn)企業(yè)的戰(zhàn)略目標。選拔筑建卓越高管團隊選拔筑建卓越高管團隊敢于對高管團隊的進出建言獻策，在組織內(nèi)外選拔并筑建具有卓越領(lǐng)導力、創(chuàng)造力和執(zhí)行力的高管團隊。提升高管團隊共識和戰(zhàn)斗力提升高管團隊共識和戰(zhàn)斗力增進高管團隊凝聚力增進高管團隊凝聚力成為行業(yè)標桿。2·HIP()高潛推動組織全面戰(zhàn)略解碼推動組織全面戰(zhàn)略解碼一套可以推廣使用的管理規(guī)則，助力公司持續(xù)發(fā)展并成為行業(yè)標桿。引進領(lǐng)軍人才引進領(lǐng)軍人才和價值觀一致的領(lǐng)軍人才，是企業(yè)提升行業(yè)中的領(lǐng)導地位和保持可持續(xù)競爭力的重要舉措。2·HIP()高潛挑戰(zhàn)和機遇。數(shù)量卻跟不上公司發(fā)展的速度，直接導致了商品開發(fā)質(zhì)量的下降并進一步導致了推動公司戰(zhàn)略目標的實現(xiàn)。這一套完善的人才培養(yǎng)方案已成為公司內(nèi)部管理規(guī)范的一部分。洞察并促動變革時機洞察并促動變革時機能夠利用這些洞察來制定變革策略、創(chuàng)造變革的緊迫感并確保變革措施在最適合的時間得以實施，最大化組織的競爭優(yōu)勢和可持續(xù)發(fā)展。統(tǒng)籌資源并推進變革統(tǒng)籌資源并推進變革作用。這包括確定變革所需的關(guān)鍵人才及其他相關(guān)資源，并確保這些資源在變革過程中得到最有效織朝著可持續(xù)發(fā)展和敏捷性發(fā)展方向邁進，確保組織的長遠成功。2·HIP()高潛將使命愿景融入文化將使命愿景融入文化使員工能夠感受到組織的關(guān)愛和支持。使文化成為組織可持續(xù)發(fā)展的競爭優(yōu)勢使文化成為組織可持續(xù)發(fā)展的競爭優(yōu)勢將文化作為組織的核心競爭力，引導員工在正確的價值觀體系中成長和發(fā)展。通過將文化與業(yè)務策略相互融夠成為組織可持續(xù)發(fā)展的關(guān)鍵競爭優(yōu)勢。北京某環(huán)球度假區(qū)將員工體驗視為核心價值觀之一，CHO借3.3中國卓越CHO的核心能力項下的核心能力項為卓越CHO持續(xù)的自我修煉指明了方向。2·HIP()高潛列措施。續(xù)發(fā)展。2·HIP()高潛來的關(guān)鍵崗位人才供應鏈體系。以促進員工數(shù)字素養(yǎng)的提升并滿足不同崗位的培訓需求。2·HIP()高潛社會價值的共贏。3.4中國卓越CHO的通用素質(zhì)卓越CHO在BANI時代除了需要具備的上述關(guān)鍵能力項外，還需要特別具備五個關(guān)聯(lián)內(nèi)在的通用素質(zhì)。堅韌進取多元包容?尊重差異：理解并尊重團隊中不同背景和特征的成員?公平公正：促進高效合作和創(chuàng)新，確保勇氣擔當?領(lǐng)導團隊：能夠帶領(lǐng)團隊穿越復雜和不確定的環(huán)境，成為變革的領(lǐng)導者和團隊的榜樣。守正利他主動影響在五大核心職責上的內(nèi)在修煉和能力。2·HIP()高潛制定針對性的改進計劃，以提升自己的綜合素質(zhì)和領(lǐng)導力。五大核心職責上的內(nèi)在修煉和能力。與CEO共識期望與CEO共識期望對未來的清晰期許。全面了解公司戰(zhàn)略前公司存在的問題和挑戰(zhàn)。提供人力資源視角建議共識CHO角色和責任立起對未來的清晰期許。HR從優(yōu)秀到卓越的發(fā)展利器助CHO錨定邁向更高維度的卓越行為。發(fā)展需求。2·HIP()高潛實的人力資源基礎(chǔ)。持續(xù)學習復雜的人力資源問題提供更多思路；參加跨行業(yè)的交流活動，借鑒不同行業(yè)的優(yōu)秀人力資源管理經(jīng)驗。高管團隊培養(yǎng)高管團隊培養(yǎng)時期也能夠帶領(lǐng)團隊朝著成功的方向前進。業(yè)務部門高管可以從五大方面借鑒CHO模型：成為卓越高管尋求業(yè)務保障業(yè)務部門高管需要結(jié)合業(yè)務戰(zhàn)略發(fā)展和重點，前瞻性思考對組織和人才的需求，尋求對業(yè)務目標實現(xiàn)的全方位保障。發(fā)揮人才優(yōu)勢基于公司人才戰(zhàn)略和業(yè)務發(fā)展要求，業(yè)務部門高管可以協(xié)同HR部門探討未來關(guān)鍵人才需求并開展前瞻性擁抱組織變革業(yè)務部門高管需要對組織內(nèi)外部環(huán)境保持敏銳，在企業(yè)的組織變革浪潮中積極擁抱變革，通過動深入理解變革的背景和目的，幫助團隊快速理解和適應變化。助力文化塑造2·HIP()高潛主動將公司核心價值觀和企業(yè)文化與業(yè)務策略相融合，引導員工在工作中持續(xù)提升向心力和凝聚力，形成組織的獨特競爭優(yōu)勢。2·HIP()高潛目團隊的核心目的就是要做一個公益性、學術(shù)性的研究，型研究并非易事?？赡芎w所有類型的企業(yè)。但這只是進一步深入研究的開始。在未來的版本中，我們可以增加對不同行業(yè)與地域潛在差異的分析章節(jié)，并加入CEO對人力資源部門的期望借鑒使用研究成果。我們希望本研究報告的企業(yè)創(chuàng)造無可估量的價值，為員工帶來更多幸福與滿足。最后，我們對所有人力資源從業(yè)者表達最誠摯的祝愿，并期待他們?yōu)橥苿又袊酥寥蚱髽I(yè)的發(fā)展作出更大2·HIP()高潛多樣性。訪談者的故事事件進行深入挖掘和交叉核對，讓其回顧事件發(fā)生的細節(jié)，從而采集到有效數(shù)據(jù)用于下一步的分析的訪談方法。進行深入分析和編碼，以揭示被訪談者的勝任特征和核心素質(zhì)。?核心能力項：指卓越CHO在履行核心職責時所具備的崗位關(guān)鍵素質(zhì)能力。這些能力是具有戰(zhàn)略區(qū)分度的與戰(zhàn)略的相關(guān)度不大，但能夠體現(xiàn)卓越CHO的綜合2·HIP()高潛致謝源高管和專業(yè)人士。女士等多位專家教授對本項目的支持！感謝北大國發(fā)院王欣老師和CHO100秘書感謝高潛咨詢公司顧問團隊的專業(yè)貢獻！感謝知名CEO教練張偉俊先生所給出的挑戰(zhàn)性意見！提供過人才研究和數(shù)字模型咨詢服務。她為本項目培訓并認證了多位BEI訪談員和解碼員，并參與了文獻研究和報告撰寫等工作。本項目發(fā)起人及總負責人呂守升先生代表項目組全體成員，謹向所有為CCS項目作出貢獻的各位同仁致敬！學術(shù)指導主任學術(shù)執(zhí)行主任項目總負責人學術(shù)顧問文獻研究及學術(shù)指導老師曹仰峰(北大光華管理實踐教授)王嵐(北大國發(fā)院教師)2·HIP()高潛陳雪萍杜以玲郭美峰黃慶海李茹李瑋李迎春李真李震梁嵐劉佳劉明馬悅潘楚楚邱向群沈雁王欣王月然吳孟捷吳政鐸徐藝宸楊彤尹冬梅張西娟趙芳周雪岑穎寅陳瑋陳雪萍程磊高嵐郭美峰郝欣李婕李茹李項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