The document summarizes a presentation by Dr. Michael Beer about building high commitment, high performance organizations. It discusses Beer's research identifying three pillars of such organizations: performance, psychological alignment, and learning/change capacity. It also outlines six barriers that can undermine these outcomes and explains the leadership behaviors and systems needed to create an effective, resilient organization according to Beer's framework.

1. High Commitment
High Performance
How to Build a Resilient Organization for
Sustained Advantage
創意電子人力資源處處長
陳基國 Peter Chen
2010/09/08
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2. About Dr. Michael Beer
I The Cahners-Rabb Professor of BA, a emeritus
Professor of Business Administration at the Harvard
Business School, and the chairman of TruePoint, a
research based consultancy
I A fellow of the Academy of Management, HR, the
Society of Industrial/Organizational Psychology
I Published his recent book High Commitment, High
Performance: How to Build a Resilient Organization
for Sustained Advantage.
I Has consulted with manufacturing, financial
service, retail and professional service firms
including HP, Agilent Tech., IBM, J.P. Morgan Chase
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3. About Today’s Presenter
陳基國 (Peter)
中央大學人力資源管理碩士
台灣大學EMBA 95級商學組
台灣大學 級商學組
3M公司製程工程師/人力資源主任/經理
公司製程工程師/人力資源主任/
公司製程工程師
鴻海公司事業群人力資源副經理
台積電人力資源處經理
創意電子人力資源處處長
運動/書法/學習/
運動/書法/學習/分享
著作:人力資源管理理論與實務(
著作:人力資源管理理論與實務(2010)
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4. Topics
Three outcomes (Pillars) in High Commitment,
High Performance (HCHP) organization
The HCHP System
Six Silent Barriers Affect HCHP
What HCHP Leaders Will Do
Insight - Strategic Human Capital Management
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5. Three Outcomes (Pillars) in HCHP
ORGANIZATION
Performance Psychological
Alignment Alignment
Sustained
High Commitment,
High Performance
(HCHP)
Learning and
Change
Sources : Michael Beer, 2009 5
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6. The HCHP System
Change Lever 1：
：
Leadership
HCHP
Change Lever 3：： Outcomes
Animating Strategic Performance Performance
Beliefs Management System Alignment
and
Aligned Psychological
Winning Change Lever 4： Change Lever 5：
： ： Alignment
Strategy Organizing Human
System Resource Capacity for
System Leaning and
Change Lever 2：
： Change
Learning and Governance
Process
Sources : Michael Beer, 2009 6
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7. Six Silent Barriers (Killers) Affect HCHP
Poor quality of
direction Top-down or
Top-down or
Ineffective
Ineffective Laissez-faire
Laissez-faire
top team
top team senior management style
senior management style
Unclear strategy,
Unclear strategy,
values, and priorities
values, and priorities
Poor quality
Poor quality Poor quality
Poor quality
Closed vertical
Closed vertical
of
of of
of
communication
communication
learning
learning learning
learning
Inadequate
Inadequate
Poor horizontal
Poor horizontal down-the-line
down-the-line
coordination
coordination Poor quality of leadership skill and
leadership skill and
development
development
implementation
Sources : Michael Beer, 2009 7
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8. The Effective And Resilient HCHP Organization
Top team that sets
High-quality of
Top team that sets Leaders who
direction, allocates direction Leaders who
direction, allocates advocate and
resource, and advocate and
resource, and inquire
resolves conflicts inquire
resolves conflicts
Clear and compelling
Clear and compelling
strategic and
strategic and
organizational direction
organizational direction
Organization
Organization Honest vertical
Honest vertical Organization
Organization
learning
learning communication
communication learning
learning
Effective coordination
Effective coordination Large number of
Large number of
across functions and
across functions and managers capable of
managers capable of
business around
business around leading cross-business
leading cross-business
strategic tasks
High-quality of initiatives
strategic tasks initiatives
implementation
Sources : Michael Beer, 2009 8
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9. What HCHP Leaders Will Do
Purpose:
It defines the firm's contribution to customers, employees, investors,
community, and society, not only increasing stock price.
Strategy:
HCHP firms must fashion a distinctive and focused winning strategy to
stick with through good times and bad regardless of attractive
opportunities outside their field, though clearly adaptations of the
strategy will be needed.
Risk:
HCHP firms avoid undue financial or cultural risk that could destroy the
firm, though they do take bold business initiatives. HCHP companies
also manage acquisitions carefully.
Motivation:
How people will be managed has to be a conscious choice. 9
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10. Insight –
Strategic Human Capital
Management
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11. A Simple Human Capital Management Model
Func./Division Human Corp. Human Capital Business Strategy /
Capital Requirements Requirements Goals / Requirements
Company Purpose / Value Proposition
Culture => Selection, Policies, Assimilation, ER
Premium Human Capital
HCM Operations
Competitive Advantage
Proactive
Recruiting Recruiting
• Placement
Gap • Evaluation
Strategy
(Buy) • Training
Human (talent pool) • Development
Capital • Talent Mgmt.
Inventory • Compensation
Individual
• Reward
Capability PMD • Benefit
Gap (IDP) • Change Mgmt.
(Build) • HR Accounting
Engagement => Communication, Coaching, ER
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12. Thank you
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