Khủng hoảng thời dịch Covid-19: Giám đốc nhân sự lên ngôi

shared from fb Lý Xuân Hải,
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Khủng hoảng tài chính 2008 đưa các Giám đốc tài chính (CFO) vào tâm điểm: CFO giỏi có thể cứu công ty, CFO tồi đưa công ty xuống hố.

Khủng hoảng Covid-19 đưa vị trí Giám đốc nhân sự (HRH) vào tâm điểm với các nhiệm vụ chính:
1. Đảm bảo an toàn sức khoẻ nhân sự.
2. Duy trì bộ máy làm việc liên tục.
3. Tái cơ cấu nhân sự, duy trì nhân tài với tầm nhìn dài hạn.
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The duties of chief people officers, as human-resources heads are sometimes called, look critical right now. They must keep employees healthy; maintain their morale; oversee a vast remote-working experiment; and, as firms retrench, consider whether, when and how to lay workers off. Their in-trays (công việc phải xử lý) are bulging (dầy lên, nhiều lên).

Diane Gherson, who runs HR at IBM, overhauled the computing giant’s performance management using big data. Algorithms now challenge IBM managers’ instincts on pay and promotion, and alert Ms Gherson’s team when staff are at risk of fleeing (phân tích/cảnh báo dấu hiệu nhân viên nghỉ việc) (often before they realise it themselves).

...Her team has been getting staff desks, computers, even noise-cancelling headphones. A bigger concern was balancing work with child care. Ms Singh told the caregivers on EA staff to take as much time as they need to adapt without using up paid leave. She is digitally monitoring employee sentiment, particularly anxiety (lo lắng, lo âu). In a creative business (ngành/công việc đòi hỏi sự sáng tạo) like EA’s, “having someone stressed about their family situation does not enable productive work”,

...Rather than slash payrolls indiscriminately, says Bill Schaninger of McKinsey, another consultancy, good HR heads can use the crisis to reconfigure company workflow: what needs to be done by whom, what can be automated and what requires people to share the same space.

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