一、帮助业务部门梳理工作目标

1、 Assist business departments in organizing work objectives

要把握业务需求，应该首先搞清楚业务的战略目标与年度规划。然而，实际面临的问题却是，多数企业并没有设计清晰的战略，甚至年度规划也仅仅是一个销售数字，HR 所谓理解业务战略根本无从谈起，那么在这种情况下，HR 如何才能做到从业务出发呢。

To grasp business needs, it is necessary to first clarify the strategic goals and annual planning of the business. However, the actual problem faced by most enterprises is that they have not designed clear strategies, and even annual plans are only sales figures. It is impossible for HR to understand business strategies. In this situation, how can HR start from the business.

多数企业的业务运作，很难做到指哪打哪，往往是打哪指哪，没有清晰的目标。然而，如果连业务部门本身对于接下来的方向都不甚清晰，又怎么能让HR 提出相应的解决方案呢，在这种状况下，HR 能做的，就只能是业务要什么，我们给什么，如果暂时没有，则设计相应的管理办法，可办法出来了，却发现不是业务想要的。

Most businesses find it difficult to target their business operations, often without clear goals. However, if even the business department itself is not very clear about the next direction, how can HR propose corresponding solutions? In this situation, what HR can do is only what the business needs and what we provide. If not, design corresponding management methods. However, when a solution is proposed, it is found that it is not what the business wants.

HR 需要首先帮助梳理公司工作目标和考核指标，并将公司目标和绩效指标分解为部门目标和绩效指标，再设置各项指标的目标值。接下来，再将部门绩效指标分解为员工绩效指标，明确各员工的具体目标任务。

HR needs to first help sort out the company's work goals and performance indicators, and break down the company's goals and performance indicators into departmental goals and performance indicators, and then set target values for each indicator. Next, break down departmental performance indicators into employee performance indicators and clarify the specific goals and tasks of each employee.

二、指导拟定工作计划

2、 Guide the formulation of work plans

然而，令HR 头疼的问题，是如何设定合理的目标值。在此过程中，企业各部门总是在不断地讨价还价，后勉强设置了，也时常做调整，考核不能真正得以实施，终只能走走形式，起不到多大的作用。

However, the headache for HR is how to set reasonable target values. In this process, various departments of the enterprise are constantly bargaining and reluctantly setting up, and often making adjustments. The assessment cannot be truly implemented and can only go through formalities, which does not play a significant role.

因而，所谓帮助业务部门设定考核目标，说起来容易，实施起来却相当困难。多数HR 会认为，业务部门自己都说不清楚的事，HR 又能起到多大作用呢。

Therefore, helping business departments set assessment goals is easy to say, but quite difficult to implement. Most HR people would think that if the business department themselves cannot explain things clearly, how much role can HR play.

其实，问题的根源并不在于目标值是否准确，更在于目标是否清晰、明确。HR 帮助业务部门设定目标，不能仅仅停留在设置绩效指标上，而应该将重点放在行动计划的编制上，也就是具体要做什么。

In fact, the root cause of the problem is not whether the target value is accurate, but rather whether the target is clear and explicit. HR should help business departments set goals, not just by setting performance indicators, but by focusing on the development of action plans, specifically what needs to be done.

三、将要求转化成需求，依据部门需求，提炼HR需求

3、 Translate requirements into requirements, refine HR requirements based on departmental requirements

在澄清了业务需求的基础上，HR 需要从中提炼出HR 需求。如对于区域市场的拓展，属于地域性销售需求，因而HR 需要分析当前销售人员的数量和质量是否满足需要; 行业拓展方面，是属于专业领域销售需求，因而HR 需要分析当前销售人员的能力是否满足需要; 某类客户拓展方面，则需要分析当前人员的深入沟通能力是否符合需要。此外，为了加大对于这些领域的开拓力度，相配套的激励措施、考核机制是否符合需要，这些方面都直接关系到业务目标和行动计划能否达成。

Based on clarifying the business requirements, HR needs to extract HR requirements from them. For the expansion of regional markets, it belongs to regional sales needs, so HR needs to analyze whether the current number and quality of sales personnel meet the needs; In terms of industry expansion, it belongs to the sales needs of professional fields, so HR needs to analyze whether the current sales personnel's abilities meet the needs; In terms of expanding certain types of customers, it is necessary to analyze whether the current personnel's in-depth communication skills meet the needs. In addition, in order to increase the exploration efforts in these fields, the matching incentive measures and assessment mechanisms are directly related to whether business goals and action plans can be achieved.