Corporate Leadership:
Increasing the Leadership Bench Strength 提升領導力量
Emerson Corporate Overview
艾 默 生 公 司 概 况
Founded in 1890
成立于1890年
Head-quartered in St Louis, Missouri, USA
总部设于美国密苏里州圣路易斯市
Global product and market leadership
全球市场和技术领导者
Record of consistent long-term performance
持续长期业绩纪录
Global sales of US$ in 2002
2002年总销售額达138亿美元
More than 110,000 employees worldwide
全球员工超过十一万名
Over 60 industry-leading divisions located in
over 300 manufacturing locations in 150 countries 超过60家业界翘楚的子公司
超过300个生产基地，分布于世界150多个国
St. Louis headquarters
圣路易斯总部
“2003 Fortune’s World’s Most Admired Companies”
Emerson named Global Top 50 ‘All Star’
Overall rank 全球排名 : #47
Industry rank 全球电子业排名: #3 global
9 rating categories 评选标准：
social responsibility 社会责任感
innovation 革新度
long-term investment value 长期投资价值
use of corporate assets 公司资产运用
employee talent 员工素质
financial soundness 财政状况
quality of management 管理质量
quality of products/services 产品和服务质量
global business acumen 全球商务敏锐度
Global Electronics
1. GE
2. Sony
3. Emerson
US Electronics
1. GE
2. Emerson
艾默生名列 2003《财富》“全球最受讚赏的公司”全明星企业全球 50 强
2002 Sales by Business Group
2002 年 销 售 之 业 务 范 畴 分 布
Electronics & Telecommunications
电 子 及 电 信
17%
Process Control
过 程 控 制
24%
HVAC
供暖、制冷及 空调
17%
Appliance & Tools
家 电 和 工 具
24%
( US $ Billion in Total 总 额 达 138 亿 美 元 )
Industrial Automation
工 业 自 动 化
18%
Global Market and Technology Leadership
全 球 市 场 和 技 术 领 导 者
Appliance & Tools
#1 Fractional Motors
#2 Appliance Components
#1 Storage Solutions
#1 Waste Disposers
#1 Plumbing Tools
家电及工具
Industrial Automation
#1 Alternators
#1 Motors
工业自动化
Process Control
#1 Control Valves
#1 Measurement Devices
#2 Systems & Solutions
过 程 控 制
Electronics & Telecom
#1 AC & DC Power Systems
#1 OEM Embedded Power
#1 Precision Climate Systems
#1 Fiber Optic Conduit
电子及电信
#1 Compressors
供暖、通风及空调
H V A C
Emerson China Overview
艾 默 生 中 国 概 况
Started doing business in China in late 1970s
七 十 年 代 末 开 始 发 展 中 国 业 务
China is Emerson’s biggest business partner in Asia
中 国 是 艾 默 生 在 亚 洲 的 最 大 商 务 伙 伴
Second only to . in sales in ‘02
‘02 年 销 售 額 仅 次 于 美 国
Current Infrastructure: 基 本 建 设
27 manufacturing operations in 10 locations
27 家 工 厂 在 10 个 地 点
9 joint ventures, 21 wholly-owned
9 家 合 资 公 司， 21 家 全 资 公 司
More than 12,000 employees
一 万 二 千 多 名 员 工
Leadership Development
is Strategically Imperative
領導能力的發展是公司必要的戰略
Ensure to have a sufficient pipeline of leadership talents with the necessary competencies to support company’s strategy – Supply 從供應方面﹐確保擁有足夠的領導人才﹐并具有實踐公司發展戰略所需的能力
Develop and control the leadership quality to increase our competitive advantage – Quality 從質量方面﹐發展和控制領導人才的素質以增強我們的競爭優勢
Communicate and strengthen the shared value of Emerson交流和強化艾默生共同的價值觀
Building Emerson Leadership Platform
建立艾默生領導平台
Identification
發掘人才
Assessment
人才評估
Leadership Development & Mentoring
領導能力發展和指導
Evaluation
項目評估
Organization Review 組織測評
360 Feedback 360 反饋
Climate Survey 組織氣氛調查
Psyche-test 性格測試
360 Feedback 360反饋
Climate Survey組織氣氛調查
Turnover Rate of High Pots 高潛質員工之流失率
Replacement rate from internal candidates 員工填補空缺的比率
Feedback to Management
向管理層反饋
PUMP
IN
TALENT
吸納人才
360 Feedback
Climate Survey
Personal Vision
Mentoring
Action Learning Projects
Mentoring / coaching
Stretching Job Assignment
Emerson Leadership Forum
Development Curriculum
Pump in Talent 吸納人才
Expand the MBA program to bring in steady stream of the best college and MBA graduates to prepare for the future growth 應持續穩定地從一流大學中招聘大學的畢業生或MBA﹐為未來的企業發展做準備
Hunt for talent continuously; not just recruit for vacant positions 應持續不斷地尋求人才﹐而不是仅仅在有職位空缺時才進行招聘
CEIBS (SH) 中歐國際工商學院 (上海)
Jiao Tong University (SH) 上海交通大學 (上海)
Tsinghua University (BJ) 清華大學(北京)
UST (HK) 香港科技大學 (香港)
Current目前
FY 03 & Onward
2003財年及以後
Tsinghua University (BJ) 清華大學(北京)
CEIBS (SH) 中歐國際工商學院 (上海)
Jiao Tong University (SH) 上海交通大學(上海)
Zhong Shan University/ South China Polytechnics (GZ) 中山大學 / 華南理工大學 (廣州)
Xi’an Jiao Tong University (Xi’an) 西安交通大學 (西安)
UST (HK )香港科技大學 (香港)
National University of Singapore / INSEAD (Singapore) 新加坡國家大學 / INSEAD (新加坡）
Indian Institute of Management (India 印度)
Corporate MBA Development Program
總公司為新聘 MBA 的發展項目
Participate if and when available提供參與機會
Networking網絡
Corporate & Division Planning Conference總部及分公司規劃會議
China GM Meeting
中國總經理會議
Leadership Forum
領導人論壇
Other Functional Conferences
其他職能部門會議
Functional Exposure各部門運作
1 year
1 年
Annual Gathering with Senior Executives
與高層管理人員的年度聚會
The attachment duration can be flexible depending on the employee’s aspiration, background and potential career move
外派期限可以根據員工的意願、背景和職業發展潛力靈活制定
Corporate Attachment in HK
(3 mths) 派至香港總公司
(３個月)
Planning 公司規劃
Logistics/ Procurement物流 / 採購
Corporate Communication企業傳訊
Division Attachment in Asia (6 mths) 派至分公司
(６個月)
Marketing & Sales / Operations 市場營銷和銷售 /營運
+
Division Attachment in US HQ (Optional) (2 mths)
派至分公司總部(２個月)
Finance/Factory / Marketing/Planning
財務 / 生產 / 市場營銷 / 計劃
Mentor
ing導師
Building Emerson Leadership Platform
建立艾默生領導平台
Identification
發掘人才
Assessment
人才評估
Leadership Development & Mentoring
領導能力發展和指導
Evaluation
項目評估
Organization Review 組織測評
360 Feedback 360 反饋
Climate Survey 組織氣氛調查
Psyche-test 性格測試
360 Feedback 360反饋
Climate Survey組織氣氛調查
Turnover Rate of High Pots 高潛質員工之流失率
Replacement rate from internal candidates 員工填補空缺的比率
Feedback to Management
向管理層反饋
PUMP
IN
TALENT
吸納人才
360 Feedback
Climate Survey
Personal Vision
Mentoring
Action Learning Projects
Mentoring / coaching
Stretching Job Assignment
Emerson Leadership Forum
Development Curriculum
Organization Review
組織測評
Purpose目的
Assess Organization capability, identify potential leaders, and develop their competency levels to support the fast expansion and M&A programs in Asia.這項目評估公司組織的能力, 發掘有潜質領袖及發展他們之能力水平以配合分公司在亞洲地區之快速增長和合拼項目
Provide planned and systematic career management process to the high potentials. 為高潛質者提供有計劃及有系統職業管理過程
Enhance the loyalty to the company and provide better employment opportunity to the employees. 加強員工對公司的忠誠及提供更佳之工作機會
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
CORPORATE PRE-PLANNING CONFERENCE
CORPORATE PLANNING CONFERENCE
總公司年度規劃會議
ASIAN & EUROPEAN CORP.
PLANNING CONFERENCE
亞歐地區總公司年度規劃會議
ORG
REVIEW
組織測評會議
FUNCTIONAL
CONFERENCE
周期性的部門會議
FUNCTIONAL
CONFERENCE
TECHNOLOGY
CONFERENCES
科技檢討會議
DIVISION
PROFITABILITY
REVIEWS & GROWTH
CONFERENCES
分公司盈利檢討會議及分公司業務增長會議
STRATEGY
REVIEWS
策略檢討會議
FINANCIAL
REVIEWS
財政檢討會議
PRES
COUNCIL
總裁政務會
PRES
COUNCIL
總裁政務會
FIN
REVIEW
財務審核
PRES
COUNCIL
總裁政務會
Division Board
月度分公司
董 事局會議
OCE Meeting
首席執行官
辦公室會議
Organization Review 組織測評
ORG
REVIEW
組織測評會議
ORG
REVIEW
組織測評會議
FUNCTIONAL
CONFERENCE
周期性的部門會議
FUNCTIONAL
CONFERENCE
周期性的部門會議
Organization Review
組織測評
A half-day meeting with each division on human resources issues, organization development, high potentials list and their movement. 與分公司的半天會議,討淪有關人力資源問題，組織發展，极具潜能員工和內部變動
Agenda
Current Organization Chart 现年的组织结构会议
Changes Since Previous Review 与上年度不同等改变
Major Issues for Next 12 Months 未来十二個月的主要事务
Organization Planning Charts 组织计划圖表
“Color-Me-Green” Chart 图表
High Potential List 高潛質者名单
Organization to support manufacturing, E-business, and/or service initiative in the region支援生产及电子商贸的组织
Expatriate plan vs development of local managers 外国雇员计划及本地经理发展
Color-me-Green Chart 圖表
1. Position Title （职务名称）
Incumbent Manager（在职经理）
Incumbent‘s Years Of Service （服务年限）
4. Incumbent‘s Total Comp Rate （总体收入）
5. Incumbent‘s Performance （业绩）
(See Coding)
Incumbent‘s Cooperation Rating （协作能力
评级）(See Coding)
7. Incumbent‘s Potential (See Coding) （潜力）
8. Replacement‘s Years Service （该职务替补的工作年限）
9. Replacement‘s Name （替补名称）
10. Degree Of Readiness （替补准备程度）
11. Replacement‘s Comp. Rate （替补的总体收入）
1
Color-me-Green Chart圖表
Emerson Leadership Competency
艾默生的领导職能
Think Strategically 有战略性思维
Analyze Issues 能分析问题
Drive for Results 努力争取成果
Provide Leadership 展示领导才干
Foster Teamwork 倡導团队合作精神
Build Relationships 建立良好的关系
Develop People 辅助他人成长
Common Characteristics
共同特徵
Color-me-Green Chart 圖表
(1) Outstanding 傑出表現
Awarded only to those managers who have made significant, easily recognizable contribution; performance so clearly outstanding as to be obvious to all. Results obtained far in excess of the requirements and indicate early promotion potential. Rating must be supported with specifics.
Note : A “good” manager may have an outstanding year and be rated “outstanding”. However, the manager whose performance exceeds requirements but does not make a “significant” contribution should be rated “commendable”.
(2) Commendable 值得嘉許
Performance exceeds expectations. Employee’s day-to-day performance “excellent”, but no special contribution can be cited.
(3) Competent 有能力
Performance completely satisfactory and sufficient in every respect. Meets all end results expected of a seasoned and well- qualified employee.
(4) Adequate可接受
Results not yet completely meeting requirements of all objectives. Results fall somewhat below expected levels of accomplishment. Need for further development recognizable, but progress clearly evident.
(5) Needs Improvement 有待改進
Unacceptable performance. Results noticeably below the expected level; may have to be replaced if no major improvement.
(6) New in Position 新增職位
No evaluation.
Performance Coding 业绩评级 (Number 5)
(Orange/Gold)
(Green)
(Blue)
(Yellow)
(Red)
(White)
Color-me-Green Chart 圖表
(1) Outstanding 傑出
Qualifications for advancing to high-level (executive) position - high performance
(2) Exceeds Expectations 高於期望
Clear potential for advancing to high-level position or for substantially increased responsibilities at present level
(3) Some Potential 有潛質
Potential to handle expanded responsibilities at present level and perhaps one level higher.
(4) Limited Potential 有限度的潛能
At or near capacity in present position or limited due to personal factors.
(5) Not Promotable 不考慮提升
Below average potential
(6) New in Position 新增職位
No evaluation.
Potential Appraisal 潜力的评级
(1) Reading Replacement 預備替補
Within 30 days (nominal orientation)
(2) Pending Replacement 等待替補
Within 1 year (after specific experience in select areas)
(3) Future Replacement 將來替補
Within 3 years (after specific experience or development)
Degree of Readiness Coding (Number 10)
替補的等级
(Orange/Gold)
(Green)
(Blue)
(Yellow)
(Red)
(White)
Career Development
事業發展
No longer a fixed path in a structured career ladder 沒有固定路徑的事業發展階梯
Career Development
事業發展
Across Functions跨職能
Across Countries跨國家
Across Divisions跨分公司
Establish and maintain the database of the high potential employees in Asia 建立及維持亞洲地區之高潛質員工名單的內容
Facilitate the employee movement/promotion in Emerson platform配合及推動員工在艾默生公司裹之調動和晉升
Building Emerson Leadership Platform
建立艾默生領導平台
Identification
發掘人才
Assessment
人才評估
Leadership Development & Mentoring
領導能力發展和指導
Evaluation
項目評估
Organization Review 組織測評
360 Feedback 360 反饋
Climate Survey 組織氣氛調查
Psyche-test 性格測試
360 Feedback 360反饋
Climate Survey組織氣氛調查
Turnover Rate of High Pots 高潛質員工之流失率
Replacement rate from internal candidates 員工填補空缺的比率
Feedback to Management
向管理層反饋
PUMP
IN
TALENT
吸納人才
360 Feedback
Climate Survey
Personal Vision
Mentoring
Action Learning Projects
Mentoring / coaching
Stretching Job Assignment
Emerson Leadership Forum
Development Curriculum
Building Emerson Leadership Platform
建立艾默生領導平台
Identification
發掘人才
Assessment
人才評估
Leadership Development & Mentoring
領導能力發展和指導
Evaluation
項目評估
Organization Review 組織測評
360 Feedback 360 反饋
Climate Survey 組織氣氛調查
Psyche-test 性格測試
360 Feedback 360反饋
Climate Survey組織氣氛調查
Turnover Rate of High Pots 高潛質員工之流失率
Replacement rate from internal candidates 員工填補空缺的比率
Feedback to Management
向管理層反饋
PUMP
IN
TALENT
吸納人才
360 Feedback
Climate Survey
Personal Vision
Mentoring
Action Learning Projects
Mentoring / coaching
Stretching Job Assignment
Emerson Leadership Forum
Development Curriculum
Development & Mentoring
發展與指導
Development means stretching 培養員工就是提供擴大的職務以增強其能力
Keep the learning curve steep 加速學習步伐
Provide exposure across functions and divisions 在分公司間提供不同職能部門的工作以擴闊閱歷
Strong support to facilitate the movement of high potentials across divisions 大力支持分公司間職位的調動
The development needs of high potentials are factored into decision of deployment 高潛質人才的發展需求應為人員調配的考慮因素
Stretching Job Assignment
工作任務延伸
Development & Mentoring
發展與指導
High Potential employees can participate voluntarily高潛質員工可自願參加導師計劃
Capitalize on successful experiences of our executives 學習主管人員的成功經驗
Establish a mentoring contract 簽訂一個指導合同
Develop individual development plan 制訂個人發展計劃
The only agenda for the mentor is to help participant success 導師唯一的目標就是輔助學員成功
Strengthen the coaching skill of management and cultivate the coaching culture in the organization 增強管理層的輔導技巧和建立組織的輔導文化
Mentoring / Coaching
指導 / 輔導
Personal Development
个人发展
Individual Development Plan 个人发展计划
Emerson Specific
艾默生特色
CEIBS Curriculum
中欧国际工商学院课程
Personal Coaching
个人導師
Mentoring 指导
Emerson Executive Briefing 艾默生主管人员简报
Management & Organizations 管理与组织
Marketing & Strategy 市场营销与战略
Production & Operations 生产与运营
Finance & Accounting 财务与会计
Project Management 项目管理
Business Simulation 业务模拟
Development Curriculum
发展课程
Partner with CEIBS 與上海中歐國際工商學院合作
6-module program of 3 days each 课程分为6个模块，每个模块3天
Development & Mentoring
發展與指導
Annually update of Emerson business strategy and challenge 每年最新的艾默生經營戰略和挑戰
Division experience sharing 部門經驗分享
Network with other divisions 與其他部門聯網
Provide senior executives with exposure to the up-and-comers 讓優秀員工有機會與高級管理層接觸
Communicate and strengthen the shared value and objectives and develop commitment 交流和強化共同的價值和目標﹐使他們對艾默生忠心耿耿
Emerson Leadership Forum
艾默生
領導人論壇
Development & Mentoring
發展與指導
Action-driven project 以行動為導向的項目
Division sponsors the project and define the issue and mission. A real problem and important business initiatives 分公司贊助該項目并決定論題和目標。這是一個真正的難題﹐也是重要的商業策略
5-6 “A Player” from different divisions and functions to address the cross functional integrated project 來自不同職能部門的5-6 位高潛質員工共同參與一個跨部門的項目
Result to be presented to Senior Executives 向高級管理層滙報其結論
. New Business Options; Process Migration from one country to another; Process bottleneck 如:新的業務開展;產品從一個國家轉移到另一個國家的過程; 過程的瓶颈
Action Learning Project
行動學習
項目
Building Emerson Leadership Platform
建立艾默生領導平台
Identification
發掘人才
Assessment
人才評估
Leadership Development & Mentoring
領導能力發展和指導
Evaluation
項目評估
Organization Review 組織測評
360 Feedback 360 反饋
Climate Survey 組織氣氛調查
Psyche-test 性格測試
360 Feedback 360反饋
Climate Survey組織氣氛調查
Turnover Rate of High Pots 高潛質員工之流失率
Replacement rate from internal candidates 員工填補空缺的比率
Feedback to Management
向管理層反饋
PUMP
IN
TALENT
吸納人才
360 Feedback
Climate Survey
Personal Vision
Mentoring
Action Learning Projects
Mentoring / coaching
Stretching Job Assignment
Emerson Leadership Forum
Development Curriculum
Key Enablers for Leadership development
領導能力發展的重要元素
CEO’s commitment in leadership development CEO对领导能力发展的承诺
Management teams embrace a talent mindset 管理層應具“重視人才發展”的理念
Establish an “Human Capital Appreciation Fund” to financially support the development initiatives 建立一個“人力資本增值基金”﹐從經濟上支持人才發展計劃
Share the talent pool across the divisions 各分公司間願意分享人才
Systems are in place to segment A players, B players and C players 有系统划分各A、B、C不同级别的员工
Key Enablers for Leadership development
領導能力發展的重要元素
Management commits to serve as a Mentor, Faculty Member,and Sponsor in the delivery of the program 管理層致力參與此計劃﹐并作為計劃中的導師﹐教師和行動計劃的支持者
Provide skill-stretching opportunities across divisions 提供有潜质员工跨分公司的发展机会，以提升他们的领导能力
Provide effective feedback to the talent pool 对优才们提供有效的反馈
Provide exposure to high potentials with the senior executives 让有潜质员工在高级管理层中显露长处
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Feb 27, 2003
Fortune notes that Emerson’s was selected from the All-Star list by “… delivering solid products - and financial results.”
This year’s global survey polled 10,000 directors, executives, and managers in 29 industries around the world.
A technology leader, Emerson’s more than 60 divisions operate some 320 manufacturing locations worldwide in the design, manufacture and sale of engineered products, services and solutions.
International sales (incl. US exports) totaled US$ billion in 2002, representing 42% of the company’s sales.
Emerson’s management model has been widely recognized:
named as one of Industry Week’s notable 100 Best-Managed Companies for 5 consecutive years.
Business Week has previously recognized Emerson as one of the top 25 best-managed companies.
Have them ground in Division first
We need to have system in place to identify high potential and future leaders
Organization review allows the company’s leaders to discover the depths and weaknesses of each unit’s talent pool and to decide how to strengthen the organization.
Invest in your “A” players, grow the solidly contributing “B” players and act decisively on the low performers “C” players, and put the spotlight on all three in a rigorous talent review process.
