Page 40 - 2016 BPA Booklet
P. 40
而回想两年前，公司正在面对着移动互联网时代对消费者关系和用户需求的改变和冲击，公司高管层正在积极思索
海外并购、新项目孵化、提升以用户为中心的服务力等重大战略转变。与此同时，人力资源也陷入了深深的思索——无疑，
公司战略的转变必然带来对组织能力的巨大挑战。汤臣倍健 HR 认识到在公司战略方向发生重大转变的关键时刻，必须对
人才战略进行提前规划，以确保未来 1-3 年关键人才的供给足以支撑公司战略的实施和落地。这一提议得到了公司最高
决策委员会的支持，并授权人力资源主导该项目的开展。
Therefore, when we look backward to 2 years ago, the great change and impact from mobile internet is recalled upon
the consumer relationships and consumer needs. The High-level of BH-HEALTH was thinking of major strategy changes
like overseas merge and acquisition, hatching new projects, improving consumer oriented serving competence. At the
same time, the human resource team was in considerations of the huge challenges the organization may face in
competences according to such company strategy changes. The HR people realized that they have to plan the talent
strategy in advance, to support the company strategy implementation, by means of providing sufficient key talents in the
future 1-3 years. This proposal got approved from the top decision committee and HR was authorized to lead the project.
Redefine talent
传统企业的战略转型，意味着对人才的标准需重新定义（所需的能力、特质、
知识、经验、心态、新思维等），对人才储备的重要性和紧迫性也提上了日程。
因应组织后续的成长与战略方向，对的人在对的位置对后续的战略落实会产生实
质性的影响，尤其在关键职务的人才培育与选才上，更是影响甚巨。汤臣倍健
HR 与外部顾问（智睿企业咨询）共同进行了度身定制的项目设计，锁定了重要
的目标产出，通过简洁的步骤使高管深度参与其中。
The strategy transition of traditional company signifies the redefinition of talents
(competences, personalities, knowledge, experience, attitudes, new thinking that may be
required ), and the high-importance/urgency of the talent reservation. Putting right persons
on right positions will virtually affect the strategy implementations considering the organization growth and strategy
direction, especially for the talent development and selections on key positions. The HR designed a tailor-made project
with the help from external consultant (DDI Consulting), focused on the main objective outputs, and made the top
managements involved deeply in a very compact way.
这一历时 6 个月的项目产出了高效的结果，使公司管理层对人才的观念实现了统一，在未来人才的选用育留上形成了
一致的语言，并在接下来两年的时间中得到持续应用和价值转化。
As a quite efficient result of this 6 month project, the management has aligned their talent views, and got an accordant
language in talent selection, utilization, development and retention. Continuous applications and value transferred have
also been taken out during the following two years.
海外并购、新项目孵化、提升以用户为中心的服务力等重大战略转变。与此同时，人力资源也陷入了深深的思索——无疑，
公司战略的转变必然带来对组织能力的巨大挑战。汤臣倍健 HR 认识到在公司战略方向发生重大转变的关键时刻，必须对
人才战略进行提前规划，以确保未来 1-3 年关键人才的供给足以支撑公司战略的实施和落地。这一提议得到了公司最高
决策委员会的支持，并授权人力资源主导该项目的开展。
Therefore, when we look backward to 2 years ago, the great change and impact from mobile internet is recalled upon
the consumer relationships and consumer needs. The High-level of BH-HEALTH was thinking of major strategy changes
like overseas merge and acquisition, hatching new projects, improving consumer oriented serving competence. At the
same time, the human resource team was in considerations of the huge challenges the organization may face in
competences according to such company strategy changes. The HR people realized that they have to plan the talent
strategy in advance, to support the company strategy implementation, by means of providing sufficient key talents in the
future 1-3 years. This proposal got approved from the top decision committee and HR was authorized to lead the project.
Redefine talent
传统企业的战略转型，意味着对人才的标准需重新定义（所需的能力、特质、
知识、经验、心态、新思维等），对人才储备的重要性和紧迫性也提上了日程。
因应组织后续的成长与战略方向，对的人在对的位置对后续的战略落实会产生实
质性的影响，尤其在关键职务的人才培育与选才上，更是影响甚巨。汤臣倍健
HR 与外部顾问（智睿企业咨询）共同进行了度身定制的项目设计，锁定了重要
的目标产出，通过简洁的步骤使高管深度参与其中。
The strategy transition of traditional company signifies the redefinition of talents
(competences, personalities, knowledge, experience, attitudes, new thinking that may be
required ), and the high-importance/urgency of the talent reservation. Putting right persons
on right positions will virtually affect the strategy implementations considering the organization growth and strategy
direction, especially for the talent development and selections on key positions. The HR designed a tailor-made project
with the help from external consultant (DDI Consulting), focused on the main objective outputs, and made the top
managements involved deeply in a very compact way.
这一历时 6 个月的项目产出了高效的结果，使公司管理层对人才的观念实现了统一，在未来人才的选用育留上形成了
一致的语言，并在接下来两年的时间中得到持续应用和价值转化。
As a quite efficient result of this 6 month project, the management has aligned their talent views, and got an accordant
language in talent selection, utilization, development and retention. Continuous applications and value transferred have
also been taken out during the following two years.
