Managing Human Capital in Organizations 团队中的人力资本管理 翻译

2021年1月25日发(作者：变量英文)
2015 ICM Problem C

Managing Human Capital in Organizations

Building an organization filled with good, talented, well- trained people is one of the keys to success.
But to do this, an organization needs to do more than recruit and hire the best candidates
–
they also
need to retain good people, keep them properly trained and placed in proper positions, and
eventually target new hires to replace those leaving the organization. Individuals play unique roles
within their organizations, both formally and informally. Thus, the departure of individuals from an
organization leaves important informational and functional components missing that need to be
replaced. This is true for sports teams, commercial companies, schools and universities,
governments, and almost any formal group or organization of people.

组建一个充满优秀、有才能、训练有素 的人的团队是成功的一个要素。但是要做到这一点，一个团队需要做的
不仅仅是招聘最好的员工，还需要 能留住好的员工，保证他们接受适当的培训，并放置在合适的位置，最后还
要寻找新员工来接替那些离开 团队的人。个人将在组织中发挥独特的作用，既有形式上的，也有非形式上的。
因此，团队成员的离开将 造成团队重要信息和功能性成分的缺失，需要有人来接替。这对于体育团队、商业公
司、学校、政府，以 及几乎任何正式的团体或组织都是适用的。


Human resource (HR) specialists help senior leadership manage personnel by improving retention
and motivation, coordinating training, and building good teams. In particular, leaders seek to create
an effective organizational structure, where people are assigned to positions appropriate to their
talents and experience, and where efficient communication systems are in place to facilitate
development of innovative ideas and quality products (commodities or services). These talent
management and team building aspects of HR management are remaking many modern
organizations.

人力资源（
HR
）专家能够通过 提高员工留职量、增加动力，协调培训，建立良好的团队等方式帮助高层领导管
理人事。具体来说，团队 领袖寻求建立一个有效的组织结构，使得所有人都分配到适合自己才能和经验的职位，
并能够通过高效的 沟通，促进创新理念的交流和优质产品（商品或服务）的开发。由于其具有人才管理和团队
建设等方面的 特性，人力资源管理改造了许多现代组织。


Managing the fluid network of human capital within an organization requires understanding
personnel loyalties to the company and to subgroups; building trust in the workplace; and managing
the formation, dissolution and retention of formal and informal ties between people. When people
leaving for other jobs or retiring are replaced, the resulting turbulence is collectively termed
organizational
―
churn
‖
. Your team has been asked by your HR manager to develop a framework and
model for understanding churn within the Information Cooperative Manufacturing (ICM) organization
of 370 people. ICM is in a highly competitive market place, leading to challenging issues related to
effectively managing its human capital.

在一个组织内管理人力资本流动的网络，需要了解人员对于公司和子团队 的忠诚度；需要在工作环境中建立信
任；需要去管理团队成员之间正式和非正式纽带的形成、瓦解和维系 。当一个员工因为离职或退休而（其职位）
被别人取代，所产生的紊乱统称为为该组织带来的
“
流失
”
。信息协同制造（
ICM
）组织的人力资源经理请求你们团队建立框架和模型去表征该组织的这种流失。
ICM
组织共有
370
人 ，由于处在竞争高度激烈的市场环境中，
（如何）有效管理其人力资本成了一个具有挑战性的问题。

The HR manager wants to map the human capital in the organization by building a network model.
Here are some issues your company faces:

人力资源经理希望通过建立一个网络模型来反映其组织中的人力资本。以下是 该公司面临的一些问题：


1. ICM aims to identify the risk of churn in its early stages, as it is cheaper to gain the loyalty of an
employee early in their carreer rather than have to improve the culture once it has soured. It is more
productive to have a motivated workforce from the start rather than having to provide incentives to
prevent people from leaving.


的 目标是识别其发展早期的人员流失风险，因为，与改善一个变质的环境相比，在一个员工职业生涯的
早期 赢得他对于团队的忠诚相对廉价。比起不得不提供激励措施，以阻止员工离职的方式，有一个从一开始就
能积极进取的队伍是更高效的。


2.

A worker is more likely to churn if he or she was connected to other former employees who have
churned. Thus churn seems to diffuse from employee to employee, so identifying those that are
likely to churn is valuable information to prevent further churning.

2.
一名员工如果与团队以前流失的员工有联系，那么他更可 能也会流失（离职）。因此这种人员流失现象似乎
具有一种从员工到员工的扩散性，那么鉴别出那些可能 流失（离职）的人员，将对防止团队进一步遭遇流失提
供有效信息。

3. One HR issue is matching employees to the right position such that their knowledge and abilities
can be maximized. Currently each employee gets an annual evaluation based on performance as
judged by the supervisor. These ratings are currently not used by the HR office.


面临的一个问题是（如何）把雇员安排在合适的位置，使得他们的知识和能力得以最大化利用。目前，主
管会为每位员工做基于业绩的年度评估。人力资源部门目前尚未使用这些评分。


4. ICM recognizes that middle managers (Junior Managers, Experienced Supervisors,
Inexperienced Supervisors) often feel stuck in their jobs with little opportunity to advance, causing
them to leave the company when they find a comparable or better job. These mid-level positions are
critical ones that unfortunately suffer high turn-over (twice the average rate of the rest of the
company) and seem to need filling all the time.


注意到，中层管理人员（初级经理 ，有经验的主管，没有经验的监事）经常感觉被困在目前的职位中，
难以有机会晋升，当他们有一个差不 多或更好的工作机会时，这将导致他们离职。很不幸的，这类中层职位是
最危险的，面临着很高的更迭率 （公司其他职位的两倍），而且似乎始终需要有人填补空缺。


5. Recruiting good people is difficult, time consuming and expensive. ICM usually has only 85% of its
370 positions filled at any time and, because of administrative delays and office capacity and internal
promotions, the HR office is actively hiring about 8-10% of the ICM positions (about 2/3 of the
current vacancies).

5.
招募优秀的人是困难的，既耗时又昂贵。在
ICM
的
370
个职位中，通常在任何时间都只有
85%
的职位是有 职
员在岗的，
并且由于行政拖延、
办公室容量限制、
内推，
人力资源 部门的招聘名额大概在
ICM
总职位数量的
8%-10%
（约占当前空缺额的
2/3
）。


order to move up into the higher management-level positions, people are currently required to
have several years of experience in the company at specific levels and types of positions. This can
pose major obstacles for the HR department.

6.
员工 目前需要在公司有几年的特定级别和类型职位的经验，
才能晋升到更高的管理层岗位。
这可能会 对
HR
部
门（招聘）造成主要障碍。


churn rate has been increasing steadily, especially for middle managers. The ICM HR
manager sees this as the biggest challenge the company faces. The CEO panicked when hearing
that the current churn rate is 18% per year.

7.
员工流失率一直 稳步上升，尤其是对中层管理人员。
ICM
的人力资源经理认为这是公司面临的最大挑战。当< br>CEO
听说目前的流失率为每年
18
％时非常恐慌。


8. Because ICM is always worried about being short-handed, marginal and poor employees are
allowed to stay on in an attempt to lower the churn and, therefore, very few employees are relieved
or fired. This results in lower quality employees who often stay with the company for a full career.
This quality issue is causing concern with the management, but no one seems to have a solution.

8.
由于
ICM
总是担心缺兵少将，边缘化的和贫困的员工也被允许留在公司中，以降低人员流失率，因此，很少
有员工离职或被开除。这导致低质量的员工经常留在公司工作了一个完整的职业生涯。这一质量问题引起了管< br>理层的关注，但似乎没有人有一个解决方案。


9. Your organization is proud of its modest CEO-to-worker salary ratio (i.e., the CEO salary is
approximately 10 times the median of the salaries of all the employees in the organization as
compared to hundreds of times the median as found in many companies).

9.
您的组织以其适度< br>CEO
与员工的工资比而骄傲
（例如，
CEO
的薪水约为组织中的所有 员工工资中位数的
10
倍，
而许多公司的工资比为数百倍）。


The ICM HR manager has recently put together a comprehensive organizational graph (Figure 1)
and
detailed
statistics
describing
the
basic
structure,
staffing,
recruiting
costs,
training
costs,
and
salaries
of
the
company
employees
(Table
1).
The
company
has
never
conducted
any
analyses,
modeling or simulation of the HR functions of the company. Therefore, she feels that now is the time
to automate and analyze the HR elements of ICM using network science.
ICM
的
HR
经理最近构建了一个综合性的组织图（图< br>1
）和详细统计表（表
1
），表中描述了基本人事结构、人
员数量、招 聘成本、培训费用和工资。该公司从未进行公司
HR
职能的分析，建模或模拟。因此，她认为， 现在
是利用网络科学进行自动化分析
HR
要素的时间了。