I have a dream (…for Human Resources Managers)
格里昂校友分享：我有一个梦想（写给人力资源经理）Philippe Anric 2013年12月6日
我有一个梦想 — 人力资源经理开始以新的方式工作。
从80年代开始，执行委员会会议中出现了新成员，在一系列关于员工的问题上出谋划策：如何最大程度挖掘员工的能力、如何开展新的项目以保证更高的员工留任率以及如何培养有潜力胜任更高级别工作的员工。这个新成员就是人力资源经理。
那个时代在构建团队的时候，每个人都出去和同事打保龄球，玩卡丁车游戏挑战好友，或从90年代后期开始，玩彩蛋射击游戏时射击保安部经理。又如更缺乏新意的事情，谁没有经历过无尽的卡拉OK之夜或更糟糕的博物馆实地考察？
我们的办公室和走廊已经用大海报重新装饰了一遍，宣传我们能为这么可爱的一家公司工作是多么幸运，以及一些员工有多么感激公司对他们的关心；但是很抱歉由于酒店今年没有达到预算收入，所以你们就没有奖金了（不要问老板是否赚到了钱）。
员工的名称也有变化，或者说随着时间的变化从员工演变成职员、雇员、同事；最后，洗碗工仍然在做和以前一样的工作，他们中间只有少部分人才会成为管事部总监。企业管理层结构中的总监人数飞速增长到一个无法控制的数量，很多销售经理根本不知道如何做生意，因为他们忙着关心和公司协商汽车津贴，配备手机，以及在名片上印一个更高的职位。通过利用和滥用大量新建的酒店，他们频繁跳槽，几乎每年都换一家酒店，他们的简历上列满了一段段短暂的工作经历却并没有影响到他们的求职过程。
谁没有耗费巨资来宣传和对员工培训公司文化及价值观、企业的社会责任和进行其它一些零碎的培训，而在一线商业环境中用到的面值股票的统一包装、职业技能培训、化妆培训和基础电脑技能培训方面却没有投入多少钱，而其实后者才是更实用的？
不要误解我今天的文章，我无意攻击人力资源部门，但是我的问题很简单：有没有人可以推动变革？什么时候可以开始？
我们都在抱怨我们的员工流动率，抱怨保持公司内核心员工不流失有多么困难，但是我们有采取过什么有价值的行动来留住他们吗？
我有一个梦想 — 公司的人力资源副总裁会在Richard Branson化妆舞会上出现，完全突破原有的思维框架的限制，用一种新的方式让我们的团队感到在这样一个公司内工作如此自豪，因而他们对公司竞争对手发过来的入职邀请甚至都不会去理会。
在这个被金钱、利益和股份掌控的世界里，可能是时候与那些成功的企业分享更多东西了！只有当我们留住和培养好我们的人才后，GOP和NOP才会在长期内为我们带来收益，而人才是不会为小人物打工的。我不是建议我们应该增加基本工资，但是我们需要更多地考虑一条创新的路径来培养员工的忠诚度：你在这里待的时间越长，为公司做的贡献越多，你得到的就越多，双方都遵守一些承诺。
我也不是在说需要签订一个长达十年的工作协议，或在办公桌上放置一个在中国制造的水晶球和一张100美元的优惠券：我们能为你和你的家人做什么？
这个世界现在变化太快了，而酒店行业大体上的工作环境还保持了原貌，我们可以看看谷歌在不影响工作效率的前提下是如何布置其工作环境的；事实上许多员工在工作时都感到非常舒适，他们都很晚才回家。
是否能找到可以鼓舞我们的更好的例子？
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I have a dream (…for Human Resources Managers)
by Philippe Anric 6 December 2013
I have a dream when Human Resources managers will start to come with new solutions.
Since the 80’s, there has been a new addition to executive board meetings, providing direction and guidelines on how to drive our forces in and out of the office, how to develop new programs to guarantee higher employee retention, and how to prepare anyone who has potential to advance to the next level. This member is the Human Resource Manager.
It was the time of team building, where everybody was exited to go bowling with their colleagues, challenge their buddies during go-karting, or lately in the 90’s, to have the opportunity to shoot the security manager when enjoying a round paintballing. For the less creative, who has not suffered endless karaoke nights, or even worse, the museum site tour?
Our offices and corridors have been redecorated with large posters promoting how lucky we are to work for such a lovely company, and more recently for some of them how grateful the employees should be to work for a company who cares so much about them; but sorry since the hotel has not reached the budget this year, your bonus is not applicable (please don’t ask if the owner has made money).
The name of the worker has changed, or shall I say evolved with time from worker, staff member, employee, then colleagues; in the end, the dishwasher is still doing the same job and only a few of them will become Director of Stewarding. The number of Directors in the organization chart went through the roof, reaching the point that some sales manager have absolutely no clue on how to deliver the business since they are more interested of negotiating first a car allowance, a mobile phone, and a large title on their business cards; in using and abusing the growing number of hotels by switching from one to another one almost every year, without being challenged for having so many short lines on their resumes.
Who has not spent a fortune in collaterals and stationery promoting the culture and the values of the company, corporate social responsibility and other powder perlimpin, when only few dollars have been spent on increasing the front-line uniforms par stock, providing grooming and make-up training, providing basic computer skill training for the less advanced?
Don’t misinterpret my article today, I have nothing against the Human Resource department, but my question is simple: who and when will someone start pushing for change?
We are all complaining about our employee turnover ratio, and how difficult it is to retain our forces within our companies, but do we do what is necessary to keep them?
I have a dream where a Corporate VP Human Resources will show up in a Richard Branson disguise, thinking completely out of the box with a new proposal to make our team so proud to work for a brand that they will not even look at what the competition offers.
In this world controlled by money, profit and shareholders, it might be the time to share more with the people who are making the difference! GOP and NOP is profitable in long term only if we secure and develop our talents; and talent not working for peanuts. I am not suggesting we increase all basic salaries but we need to look more toward a creative reward process that encourages loyalty: the more your stay and contribute, the more you’ll get, with some commitments from both sides.
I am not talking about receiving a pin for 10 years’ service, or a crystal globe made in China to be placed on the desk with a 100 US$ voucher here… what can we do for you or for your family?
The world is changing so fast, and generally, the hospitality industry habits remains the same, we shall look at how Google is handling working condition without affecting productivity; actually some employees are feeling so comfortable at work, they’re going home very late.
Are there any best practices that could inspire us?
【原文引自】：http://www.gheac.com/thread-7504-1-1.html
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