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January 07, 2015

サントリー、グループ企業管理職の評価基準を統一

1月6日の日経新聞に、サントリーホールディングスが1月から、グループ企業30社の管理職評価基準を1本化するという記事が掲載されていました。 

記事によると、評価基準として、「戦略思考」など9つの行動要件を定めたということです。 (人事用語で「コンピテンシー」などといいます)。

ねらいはグループ内の人事交流。

確かに、グループ会社の間で評価基準が異なっていると(これが一般的ですが)、グループ間の人事はやりにくくなります。

「X社の営業課長の田中さんもY社の営業課長の鈴木さんも人事評価はA」だったとしても、両社の評価基準が異なっていると、田中さんと鈴木さんは同じレベルなのかどうかは分からないからです。

評価基準を作る場合、管理職の人材要件、つまり「管理職にはどのような人材が求められるのか?」を明確にしなくてはなりませんが、これはかなり汎用的だとと思います。

今回の事例では、「戦略思考」とか「変化への対応」など、かなり経営者的要素を前面に出しているようですが、「部下の育成」などといったマネジメントスキルも、かなりの部分まで共通化が可能です。

したがって、管理職固有の要件はグループ間の統一が可能だと思いますが、問題は、現代の管理職の多くは「プレイングマネジャー」だということです。

この「プレイング」の部分は、実務そのものであり、共通化・統一化は難しいと思われます。

ここはどうするのしょうか? 

・実務の部分は無視する
・実務の部分に限っては、各社に任せる

こんな方法が考えられますが、実際のところはどうなのか、興味が惹かれるところです。

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04.人事評価」カテゴリの記事

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