[C-E] 八分人才，九分使用，十分待遇

English translation rendered by Qlaoshi Martin[/COLOR] (mdoinit)

八分人才，九分使用，十分待遇
80 percent competence, 90 percent engagement, 100 percent reward

　
力帆集團的掌門人、年已 66 歲的尹明善的創業經歷，堪稱中國摩托車行業的一個奇迹。
At the age of 66, Mr Yinmingshan is the helmsman of the Lifang Group.  His experience in the formation of the Group is a miracle in China's motor-cycle manufacturing industry.

54 歲時，尹明善開始創業。經過短短十餘載奮鬥，從 1992 年成立時僅有 9 名員工、 20 萬元資產的私營企業，力帆集團目前已經發展成為產值 40 億元人民幣左右、年利稅達 1 億元人民幣的大型企業。
At the age of 54, Mr Linmingshan started his own business.  After a little over a decade of hard work on a 1992 startup private enterprise of 9 employee and Y200,000 in capital, Mr Lin was able to expand the Group to one now worth 4 billion yuan and a large scale enterprise paying Y100 million in annual tax.  

中國的民營企業為什麼做不大，不少人把原因歸結為它們往往實行家族制，斥責其任人唯親，管理不嚴不科學。但是重慶力帆集團老闆尹明善對這種斥責之聲不屑一顧，「摒棄家族企業還為時過早。」他認為，無論從經營機制還是管理方式，家族企業在中國現階段的存在都是可能和必要的。他說，如果把眼界放開，你會發現家族企業的存在是普遍的，比如日本的松下集團，泰國的正大集團，美國的杜邦，不都是家族企業嗎？他估計，中國的家族企業制度還會延續 50 年。
Chinese private enterprises always have difficulty in growing to big businesses as most people conclude that it is "gambled away" by the family business system.  The curses are on employing only those from within the family, plus loose and unscientific management .  The Chongqing Lifang Group brushed aside those accusations and said, "It's still early for the elimination of family businesses."  He reckons that whether it is from the angle of operational logistics or management , family businesses will exist and necessary for present day China.  He said if we look further, we will discover that the existence of family enterprises are common, like the Matsushita Group of Japan, the CPG Group of Thailand (? Can』t find a reliable English name yet), DuPont of USA.  Are these family businesses?  He estimated that the family business system in China will run for the next 50 years.

「忠誠」比「才能」更要緊
"Loyalty" is far more important than "competence".

與許多民營企業的老闆一樣，尹明善是家族企業的維護者：任人唯親是為了穩定，任人唯賢是為了發展。為了企業的發展，力帆必須由我本人或我的家人來管理企 業。家族企業用人是任人唯親，還是唯賢是舉？在人們對家族企業的詬病聲中，尹明善挺身而出，為家族企業竭力辯護。為什麼只相信自己的家人而對非家族成員不 信任呢？尹明善坦白地說：「最直接的原因就是中國的法制還不健全，企業的商業機密和產權保護還需要改善。」
Like a lot of owners of private enterprises, Mr Yin is the protector of the family enterprise: employing family members are for stability, employing competent employee is for growth.  For the development of our enterprise, Lifang must be managed by me and my family members.  Whether a family enterprise should retain family related employee or competent employee, Mr Yin is coming to its defense, despite of attacks on the weakness.  Why we only trust our family members and not those without?  Mr Yin admitted honestly that it is purely due to weakness of the China legal system. The protection of commercial secret and property rights of enterprises need to be improved.

「讓一個外人掌握企業的核心技術機密，很危險。他完全可以隨時拿走，造成企業不穩定。」尹解釋說，「企業只有靠家族才能穩定，因為家人背叛的可能性很小。」
"To allow an outsider to take charge of technological secrets is very dangerous.  That outsider can take with him the secrets anytime, causing instability to the enterprise."  Mr Yin explained that, "An enterprise can seek stability from family members because deflection by a family member is minimal."

尹明善說這話是有切膚之痛的。那是因為與他一起創業的一位夥伴有一天走了，「他走時提了一箱子機密文件，說他就和老闆談，不然就披露我們的機密。」
Mr Yin was telling a painful story.  The partner who started the business with him walked away one day. "He left with a briefcase containing confidential documents and said that he would talk to the owner, or he would reveal our secrets."

「這件事給我很大的震動，引起我的反思。」那件事不僅讓力帆的技術機密受到損失，而且大大改變了尹明善對創業夥伴的看法。
"This incident was shocking to me and pushed me to re-think about it." That incident not only caused damage to the technological secrets of Lifan but also changed the way Mr Yin look at startup partners.

尹明善很清楚人們對家族企業的質疑。「為了穩定，你就會走向極端，認為『忠誠'比『才能'更要緊，如果再發展下去就會出現『無才'比『人才'更可貴了。 這導致了許多家族企業人才匱乏、用人不公、企業內部沒有好環境，最終喪失企業競爭力和人心。」為此，尹明善採取了一套人才戰略：八分人才，九分使用，十分 待遇。「這是一種機制，讓人覺得，走不如留下來好。」尹明善稱，「力帆能做大就是賢親並舉比別人做得稍好一點。」
Mr Yin is very clear about the doubts others have on family enterprises.  "For the sake of stability, you will go to extremes, believing that 'loyalty' is more important than 'competence'.  Taking this further, 'incompetence' is more treasured than 'competence'. This is causing family enterprises the lack of competent employee, unfair engagement of employee, poor environment inside the enterprise, losing out ultimately for lack of competitiveness and morale.」  In view of this, Mr Yin formulated a manning strategy:  80% competence, 90% engagement, 100% reward.  "This is a mechanism to make employee feel that it would be better to stay behind than to leave."  Mr Yin said, "Lifang has grown big simply we do a bit better than others in employing family members and competent employee."


把家族當資源用
The family clan as resources.

第二個影響尹明善用人的因素是：家族企業是把家族當資源來用的，家族成員是一個「不動產」和隨處可取的可靠資源。
The second factor affecting Mr Yin's staffing policy is: a family enterprise is using the family clan as resources; a family clan is a "non-movable asset" and a resource you can always bank on.

尹明善很清楚外界對家族企業的質疑。尹明善的辦法是：責己嚴、責人寬，對自家人更嚴。尹說：「比如待遇，同樣的工種，親戚拿錢少，外人拿得多。因為親戚 的飯碗可靠，少拿一點沒問題。又比如兒子只能調離崗位，不可能不讓他做我兒子。」之所以如此，是因為容易從家族成員處獲得信任，然後獲得資金以及經驗等。 儘管這些可能後來就成為家族企業內部利益糾紛的緣由。
Mr Yin is quite clear about the doubts others have on family enterprises.  His approach is:  Be strict on myself; be lenient on others, be extremely strict on family members.  He said, "On remuneration, family members receive less on the same work; outsiders receive more.  As the rice-bowls of family members are well protected, a slightly lower pay is not causing any problem.  This is comparable to having my son removed only from a post.  I can't stop his role as my son."  This is so because it's far easier to have trust from family members and then obtain capital and experience, etc., despite of the fact that this may later on cause internal conflict of interests at a later stage.

「中國有些職業經理人的道德成問題。」尹明善說起這點特別激動：「他們不知道怎麼尊重老闆的利益，而且一天到晚想出去當老闆。」
"The ethics of some professional managers in China are in question."  He was getting extremely excited about it: "They do not know how to respect the interests of their employers.  They dream all day to become business owners on their own."

在外部環境還不如人意的情況下，尹明善就靠自己想辦法了：「我叫賢親並舉。任人唯親是為了穩定，任人唯賢是為了發展。」尹明善說他從不唱高調說我一個家裡人都不用，他認為他的這個做法「最符合中國的實際」。
When circumstances outside are far from satisfactory, Mr Yin relied on himself to find solutions.  "I call this the engagement of competent persons and family members.  The employment of family members is for stability; the employment of competent persons are for growth." Mr Yin said that he never over-emphasized the fact that he never employs a family related member. He believes that his approach "fits the reality of China."

尹家成員在核心層不到 5% ，總裁、副總裁大概十多個人中，他家成員有兩個。 95% 以上是與他非親非故的人。負責財務的總裁和副總裁是非家庭成員，但財務總監是他太太。
The Yin family occupies no more than 5% of the core management team.  Of the ten plus presidents and vice-presents, only two are family members.  Over 95 percent of employee are not family members or friends.  The president and vice-president of finance are non-family members, but his wife is the financial controller.

using another scale for measuring performance, A, A-, B+, B, etc. i can say "hiring a B+ to be used as an A- and paid as an A".

原帖由 Adelyn 於 2006-8-28 03:37 發表
using another scale for measuring performance, A, A-, B+, B, etc. i can say "hiring a B+ to be used as an A- and paid as an A".

Very creative.