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The nation’s model of human capital management reveals four lessons for managers worldwide.
印度的人力资本管理模式为世界各地的经理人们诠释了印度企业管理的四个特征。
When we began doing research to document some of India’s human resource practices, the project soon morphed
into a more general study of Indian business. Our work was based on introductions to—and later interviews
with—the chief executive officers of the largest corporations in India.
当我们开始调查集印度企业人力资源管理状况时，这个过程就演变成了对整个印度企业的研究。我们资料收集的工作首先是简介，然后是采访印度最大型企业的CEO们。
The book that resulted, The India Way: How India’s Top Business Leaders Are Revolutionizing Management (Harvard
Business Press, 2010), describes distinct practices that set leading Indian enterprises apart from their counterparts in other countries. Perhaps the most significant aspect of the “India Way” centers on leadership. Many—arguably, most—Indian business
leaders are deeply involved in solving societal problems. They deem it entirely appropriate to do so; they describe the purpose of their companies as addressing social issues.
《印度之路：印度企业领导人如何不断革新企业管理》（（哈佛商业出版社，2010），书中介绍了印度企业区别他国企业的独特经营之道。或许“印度之路”最重要的观点是以领导力为中心。大多印度企业领导人都深入参与并解决了诸多社会问题。他们认为这样做是很恰当的，在书中他们也阐述了公司致力于解决社会问题的目的。
Some of this focus has to do with the imperatives of development: Social progress and stability are essential for profitable
business expansion. Some of it derives from a long-standing tradition of corporate philanthropic giving and building infrastructure near production facilities. Some comes from
Hindi principles about service. Yet this melding of private and public interests goes beyond private profits and public charity,
with national purpose as much a part of the business mind-set as financial and reputational gain.
对社会问题的关注也与企业发展息息相关：社会的进步和稳定对企业的盈利和业务扩展紧密相连。企业所做的社会贡献有些是通过长期传统的慈善捐赠，有些是建设公司附近的基础设施，也有些是对印度人的本土服务。这种私人和公共利益的融合早已超越了个人私利或的私人公益慈善机构，而是立足于国家的角度更是一种名利双收的经营哲学。
This mind-set can be seen in the willingness of the co-chairman and former chief executive of Infosys Technologies Ltd., Nandan Nilekani, to accept a call to direct the
governments effort to provide unique digital identification numbers to 1.1 billion citizens. The initiative was deemed
essential for the delivery of social services. The mind-set is embedded in Hindustan Unilever’s Project Shakti, whose
leaders use microfinancing to create sales forces in some of the subcontinent’s most remote regions.
It reveals itself in the business strategy of ICICI Bank executives. They strive to “bank the unbanked” hundreds of
millions of poor people.
从印度第二大信息技术公司印孚瑟斯技术有限公司即可看到这种经营观，公司前CEO尼乐卡想政府之所想，为11亿民众每人提供了唯一的数字标识号，这一举措被公认为社会提供了最基本的生活服务。印度斯坦利华公司的Shakti计划也体现了企业的此种经营观，公司领导人利用小额信贷在印度次大陆一些最偏远的地区创造出销售业绩——验证了ICICI银行高管经营战略的正确性，利华公司也为数百万计的从前无银行账户的穷人们提供了金融服务。
Most significant, the India Way expresses itself in an economy that sidestepped the worldwide financial crisis to remain
a dynamo, driven by leaders of big companies hell-bent on competing globally. With an economy growing at more than
9 percent a year and big corporations growing at more than 20 percent per year, India is competing and
winning in human capital-intensive industries such as pharmaceuticals, business services and information
technology, industries long seen as preserves of the West.
最重要的是，‘印度之路’以其独特的经营策略躲过了全球性金融危机的冲击，它仍是一个由大企业领导人带动，且顽强地应对全球商业竞争的‘发电机’。随着印度全国经济年增长超过9％，大型企业经济年增长超过20％，印度还在全球竞争激烈的医药、商业服务和信息技术等人力资本密集型行业一路领先，这些行业早年一直是西方的保留型产业。
The India Way is characterized by four principal practices:
印度方式主体实践的四个特征：
· Holistic engagement of employees. 员工的全面参与
· Improvisation and adaptability in execution. 创新和适应能力
· Creative value propositions for customers. 满足客户创造性的价值主张
· A sense of social purpose for business operations. 企业商业运营的社会目的
Together, these principles constitute a distinctly Indian way of conducting business. It contrasts with combinations found
in other countries, especially the United States, where business leaders focus heavily on delivering shareholder value.
这几个特征促成了印度独特的商业之路。对比其他国家的企业，尤其是美国企业，商界领袖非常关注股东让渡价值。
Purpose, pragmatism and people aptly capture much of the essence of the India Way. Strategy and competitiveness in
these companies come from employees’ competencies. As a result, the human resource function is taken more seriously
in India than in the United States; HR leaders have important roles in all strategy-level decisions.
使命，务实和人民三方面恰如其分地捕捉到了印度之路的本质。这些公司的战略和竞争力皆来源于员工的能力。因此，人力资源职能在印度比在美国应用得更多更广泛，人力资源领导人已在公司各阶层的战略决策中扮演了重要角色。
Not all Indian businesses take this approach, of course, and not all Indian business leaders are saints. That said, the
attributes of the India Way that co-authors Harbir Singh, Jitendra Singh, Michael Useem and I describe appear often enough
that they constitute a model.
并非所有的印度企业都具备上述特征，当然，也并非所有的印度企业领导人都是圣人。这就是说，印度之路的共同作者哈尔柏·辛恩，吉坦卓·辛恩，迈克尔·尤西姆和我所描述的印度商业特征虽不代表全部，但却足以构成一个模式。
In the United States, many of us have grown up convinced that leaders of other countries come here to learn management
practices. Perhaps it’s time to learn from others by considering the following.
人们通常都已习惯于说服其他国家领导人到美国来学习管理经验。也许是时候让美国的企业向印度企业学习，并思考下列问题。
Principal Practices
主体实践
Here’s how the four principles play out in the approach that Indian businesses take to human resource management:
下面介绍了印度企业如何充分利用人力资源管理的四个特征：
Holistic engagement of employees. Indian business leaders see their organizations as organic enterprises where sustaining
employee morale and building company culture are critical to executing strategy. People are viewed as assets to be
developed, not costs to be reduced; as sources of creative ideas and pragmatic solutions; and as bringing leadership at
their own levels to the company. Creating ever-stronger capabilities in the workforce is a driving objective.
员工的全面参与。印度的公司领导人视他们的企业为有机企业，企业将维持员工间良好风气和建设公司文化作为很重要的战略来执行。员工也被视为可持续发展的资产，公司从不会考虑如何将员工的雇佣成本降低；员工还被视为有创意和务实的解决方案的源头，会为公司带来达到自己能力上限的领导力。企业这样做的主要目的是培养具有越来越强能力的劳动力。
We see this in the business mantra of HCL Technologies Ltd., a fast-growing international information technology services company: “Employee first, customer second.” Chief Executive
Officer Vineet Nayar developed the motto to shock people and get their attention, but it reflected the importance of
employees to business strategy. The idea was to give employees what they needed, including autonomy, so they
could meet the needs of customers.
我们在HCL科技有限公司就看到了“员工第一，顾客第二”的经营理念，HCL公司是一个快速增长的国际信息技术服务公司。公司的CEO 维尼特·纳亚尔提出了此条震撼的理念并引起了公众的广泛注意，但它同时也反映了员工对企业经营战略的重要性。该理念初提出时的想法是给员工他们所需要的，包括自主权，这样能使他们满足客户的需求。
To ensure that employees come first, the company requires 360-degree feedback on the 1,500 most-senior company managers worldwide, including the chief executive. Employees can evaluate their boss, their boss’s boss and three other managers. And the 360-degree feedback, including the CEO’s, is posted on an intranet for all to see.
为了确保将员工放在第一位，公司要求世界各地1500名高级经理包括行政长官在内都要接受员工360度反馈：员工可以评价他们的老板，他们老板的老板和其他三个经理。而反馈结果包括对首席执行官的评价都会被贴到网上公示。
During our interviews, when we asked CEOs what their priorities were for human resources, they listed developing
talent as No. 1. Despite the fact that Indian companies actually outsource more HR tasks than their U.S. counterparts,
cutting costs was never asserted as a goal for HR staff.
在我们的采访中，当我们询问CEO们关于他们企业人力资源管理的优先级时，他们都将发展人才放在了首位。尽管印度公司的人力资源部门比他们的美国同行承担更多的责任和任务，但缩减成本从未作为过其人力资源部门的考核目标。
These corporate leaders make extraordinary investments in their employees, despite tight labor markets that make
retention a challenge. One study of practices in India found that employers in the information technology industry
provided new hires with more than 60 days of formal training—about 12 weeks. Many companies did even more:
Tata Consultancy Services, for example, had a seven-month training program for science graduates being retrained
for business consultant roles, and every employee gets 14 days of formal training each year. MindTree Consulting
Ltd., another technology company, extended its orientation for new hires to eight weeks, using classroom training,
mentoring and peer-based learning communities.
这些企业领导人在其雇员身上进行了大量投资，尽管劳动力市场紧俏使保留人才成为了一项挑战。在印度进行的一项研究发现，信息技术行业的雇主会给新员工提供60天——约12周的正规培训。许多公司更是有过之而无不及：例如塔塔咨询服务公司曾为理科毕业生入职为业务顾问岗位进行了7个月的培训，而且公司每位员工每年都会获得14天的正规培训。位于印度班加罗尔的IT服务和内置软件企业MindTree咨询公司还将新员工培训增至八周，培训主要采取课堂培训，指导和同行间相互学习的方式。
Even companies in relatively low-skill industries such as business process outsourcing and call centers provided
about 30 days of training, and retail companies required about 20 days. New recruits for customer service jobs
at the retail company Pantaloon, for example, received six weeks of training, including five and one-half days in residence at a training center followed by five weeks of on-the-job training directed by store managers.
即使在对技能要求较低的行业，如业务流程外包和呼叫中心也会提供为期30天的培训，零售企业则需要20天左右的培训期。以印度Pantaloon零售公司的客户服务岗位为例，新员工要接受为期6个星期的培训，其中包括五天半住在培训中心，之后的五星期由商店经理进行在职培训。
Systematic data on training among U.S. companies is hard to come by, but available statistics from the U.S. Census Bureau
suggest that 23 percent of new hires received no training of any kind from their employer in the first two years of employment, while the average amount of training of any kind for those with two years or less of tenure was just 13 hours
within a six-month period.
美国公司的培训系统数据是很难获得的，据美国人口普查局提供的统计数据显示， 23％的新入职员工在其入职的前两年没接受过公司任何形式的培训，而入职两年以上或一些终身制的职位，平均每六个月只有13小时的培训。
Empowerment also extends to the way that employees’ ideas are solicited and executed. MindTree adopted innovative
methods for fostering ideas and improving execution, beginning with a menu of ways for employees to give feedback to
executives. One forum aimed at receiving feedback is a regular open house with leaders where all questions are tackled
on the spot. Another is a company intranet where grievances are addressed. But the most unusual aspect of the
MindTree approach is the company’s integrity policy. MindTree posts on its website accounts of ethical failures and
violations of company policies and the lessons the organization has learned from each. By acknowledging mistakes, especially
those made by leaders, managers encourage others to do the same and to follow senior executives’ lead in making changes.
公司有时会征求员工的想法来执行一些政策。MindTree通过创新方法提高了认知并改进了执行方式，这项创新始于员工向高管反馈问题：一种渠道是通过旨在接受反映的所有问题并当场将问题解决的开放式论坛；另一渠道是公司解决矛盾的内部网。但MindTree最不寻常的创新方法还要数公司彻底的‘开诚布公’政策。MindTree将企业内有失道德、违反公司条例的问题都公示在网站上，企业间相互学习的课程也会放到网站上。让员工了解到错误特别是那些领导人所犯的错误，管理者鼓励其他人也这样做，吸取教训并及时做出改正。
The high-water mark for a culture of openness and flat hierarchy probably goes to the Sasken Corp.’s “single-status” policy. Every employee—from entry-level workers to the CEO—is governed the same: same offices, same travel
coach-class policies, same criteria for compensation (no separate executive compensation policies).
Those policies also include programs providing extensive leaves, including a six-week sabbatical after four years of
employment.Sasken
公司奉行开放的企业文化和全员地位平等的 “同一地位”政策。每位员工——从新人到CEO都享有同样的待遇：同样的办公室，出差同坐经济舱，相同的薪资补偿标准（没有单独的行政赔偿政策）。这些政策还包括大量的附属政策，其中包括入职四年将获得六个星期的休假等。
In a complex, often volatile environment with few resources and much red tape, business leaders have learned to rely on
their wits to circumvent hurdles.
在复杂动荡、资源缺乏、多繁文缛节的环境里，企业领导人已经学会依靠自己的智慧排除障碍。
These Indian CEOs hold HR managers accountable for performance, and India’s corporate leaders appear to take assessing HR performance more seriously than do their U.S. counterparts.
印度企业CEO们通常让人力资源经理为他们的表现和业绩负责，印度企业领导人会比他们的美国同行们更认真地考核人力资源部门的表现。
Improvisation and adaptability. Improvisation lies at the heart of the India Way. In a complex, often volatile environment
with few resources and much red tape, business leaders have learned to rely on their wits to circumvent hurdles. The Hindi
termjugaad—which means finding a way to work around obstacles—captures much of the mind-set. Anyone who
has seen outdated equipment nursed along with retrofitted spare parts to well past its expected lifetime has witnessed
jugaad in action. Adaptability is crucial and frequently referenced in an English-Hindi hybrid, adjust kar lenge:
“We will adjust or accommodate.”
创新和适应能力。
创新是印度之路的核心。在复杂动荡、资源缺乏、多繁文缛节的环境里，企业领导人已经学会依靠自己的智慧排除障碍。印度文‘termjugaad’——意即寻找一种方法来变通并解决障碍从而获取创新灵感。有人看见过时的早已过了使用寿命设备改装零部件，创意可能会即刻产生。适应能力也是至关重要的，经常以英语和印度语混合的形式来运用——adjust kar lenge，意即“我们将调整或适应”。
The best-known contemporary illustration of jugaad may be the Tata Nano, a family car that sells near the unbelievable price of $2,500.
Designers managed to do it by improvising: using plastic and adhesives rather than metal and welding, borrowing
parts and ideas from motor scooters, and giving up some standard equipment, like power windows.
当代最知名的创意体现可能就是塔塔Nano——售价2,500美元的家用汽车。它便是设计师的即兴之作：使用塑料和粘合剂代替金属和焊接，创意最初来源于摩托车，并抛弃了一些汽车的标准配置如电动车窗。
Creative value propositions. Given the large and， competitive domestic market, Indian business leaders have learned
to be creative in developing value propositions. Though steeped in an ancient culture, Indian business leaders are inventing
products and services to satisfy the needs of demanding, value-conscious consumers, and they do so with efficiency.
创造价值主张。鉴于范围大且竞争激烈的国内市场，印度企业领导人已经学会创造性地开发价值主张。虽然传承着古老的文化，印度企业领导人也非常注重开发满足注重价值的消费者需求的产品和服务，他们也一直在紧锣密鼓的筹备中。
Bharti Telecom Ltd. went from a startup to the largest telecom provider in India and beat bigger competitors to market
through reverse outsourcing. The company, with more than 100 million subscribers, farmed out technical operations of
the network to Western companies. Cognizant Technology Solutions Corp. abandoned the traditional outsourcing model
with headquarters in India and representatives traveling back and forth. The company has U.S. headquarters with customer
representatives based here, close to customers. Apollo Hospitals pioneered “telemedicine” with mobile diagnostic equipment
beaming information on rural patients to urban-based hospitals.
印度巴帝电信公司，一路走来现已发展成为印度最大的电信供应商，通过反向外包经营策略将市场上的竞争对手一一击败。公司现拥有100多万用户，并已将网络的技术操作承包给西方公司。
高知特信息技术有限公司，摒弃了传统的外包模式。总部设在印度，员工在世界各地旅行办公。该公司还特意将美国总部设在最靠近美国客户群的地方。
阿波罗医院率先应用移动诊断设备，使得农村患者能到城市医院接受“远程医疗”。
Social purpose. Indian business leaders emphasize personal values, a vision of growth and strategic thinking. Besides
servicing the needs of stockholders—a necessity of CEOs everywhere—Indian business leaders stress a
broader societal purpose for businesses.
社会目的。
印度企业领导人倡导个人价值，开阔的视野和战略性思维。企业除了常规的为股东的利益服务——印度企业领导人更重视和强调企业的社会目的。
The social mission for Bharti Airtel Ltd., for example, was to get cell phones into the hands of millions of people who
otherwise had no way to communicate with each other. The Tata Nano had a similar goal of getting safer, low-cost
transportation to the masses. The social mission of pharmaceutical and health care company Dr. Reddy’s Laboratories Ltd. is to address the unmet medical needs of the poor in India as well as around the world. Some of
these approaches build on the “fortune at the bottom of the pyramid” model. Sponsors emphasize business
opportunities among the poor. But making money is never presented as the primary objective.
例如，巴帝电信公司的社会使命是让百万人民人手一部手机以方便彼此间的交流。塔塔Nano也有一个类似的目标：让人们更安全，更低成本地驾车出行。雷迪博士实验室有限公司（制药和医疗保健公司）的社会使命是为印度以及世界各地的穷人们解决他们的就医困难。这些都是建立在“金字塔底部的财富”。企业领导人们强调为穷人创造的商业机会，但赚钱是从来不是他们的首要目标。
Leading by Example
India’s corporate leaders put their money where their mouths are with respect to mission:
以身作则
印度的企业领导人总是把钱花在他们赖以为目标的使命上：
Two-thirds of the profits of the Tata Group companies, for example, go to its charitable foundations.
例如，塔塔集团三分之二的利润都被捐赠给了慈善基金会。
The multifaceted corporation Godrej Group has constructed schools, medical clinics and living facilities for employees on
a massive scale unknown among American companies. U.S. directors and executives are far more likely to see employee
welfare as a drag on shareholder value than an asset for growth.
多元化的集团公司戈德瑞已建立了学校，医疗诊所，并为美国公司的大批员工建立了基本生活设施。美国董事和经理们将员工福利看成是其资产的增长项而非企业股东们的天敌。
Dr. Reddy’s has guaranteed to meet the health care needs for 40,000 children.
Infosys has built and staffed hospitals; rolled out a nationwide curriculum for secondary school students, in part to
improve its future applicant pool; and engaged in hundreds of other projects.
雷迪博士已承诺将满足40，000名儿童的医疗保健需求。
印孚瑟斯公司已建立了员工医院并推行全国中学生课程，这某种程度上也是在为企业未来储备人才；企业还投资了数百个其他项目。
A rural initiative sponsored by the conglomerate ITC Ltd., MissionSunehra Kal—meaning “the golden tomorrow”—includes knowledge portals to advise farmers and help for them to band together to negotiate with suppliers, to provide job
opportunities for women and to expand education. The initiative involves 5 million people.
印度ITC公司发起了一个针对农村的倡议——MissionSunehra Ka——意即“金色未来” ——主要内容包括信息门户网站，提醒农民并帮助他们联合起来与供应商进行谈判；为广大农村妇女提供就业和再教育的机会。这一举措使得5亿人获益。
Finally, leaders of Indian businesses lead by personal example. In our survey of Indian CEOs, they ranked being a “guide or
teacher for employees” above being a “representative of owner and investor interests” in their priorities.
最后，印度企业领导人带头身体力行，以身作则。据我们对印度CEO的一项调查——‘CEO在员工心目中的地位’排名中，他们作为 “员工的导师” 排在“企业的所有者和投资者利益的代表”之前。
The author is the George W. Taylor Professor of Management and director of the Center for Human Resources at The
Wharton School, and a professor of education at the University of Pennsylvania. This article is adapted from The India
Way: How India’s Top Business Leaders Are Revolutionizing Management
(Harvard Business Press, 2010) by Cappelli, Harbir Singh, Jitendra Singh and Michael Useem.
本文作者系乔治W.泰勒。管理学教授，沃顿商学院人力资源中心主任，美国宾夕法尼亚大学教育学教授。本文改编自《印度之路：看印度的商业大亨们如何进行企业的变革管理》（哈佛商业出版社，2010。作者：Cappelli, Harbir Singh, Jitendra Singh and Michael Useem.）
印度的人力资本管理模式为世界各地的经理人们诠释了印度企业管理的四个特征。
When we began doing research to document some of India’s human resource practices, the project soon morphed
into a more general study of Indian business. Our work was based on introductions to—and later interviews
with—the chief executive officers of the largest corporations in India.
当我们开始调查集印度企业人力资源管理状况时，这个过程就演变成了对整个印度企业的研究。我们资料收集的工作首先是简介，然后是采访印度最大型企业的CEO们。
The book that resulted, The India Way: How India’s Top Business Leaders Are Revolutionizing Management (Harvard
Business Press, 2010), describes distinct practices that set leading Indian enterprises apart from their counterparts in other countries. Perhaps the most significant aspect of the “India Way” centers on leadership. Many—arguably, most—Indian business
leaders are deeply involved in solving societal problems. They deem it entirely appropriate to do so; they describe the purpose of their companies as addressing social issues.
《印度之路：印度企业领导人如何不断革新企业管理》（（哈佛商业出版社，2010），书中介绍了印度企业区别他国企业的独特经营之道。或许“印度之路”最重要的观点是以领导力为中心。大多印度企业领导人都深入参与并解决了诸多社会问题。他们认为这样做是很恰当的，在书中他们也阐述了公司致力于解决社会问题的目的。
Some of this focus has to do with the imperatives of development: Social progress and stability are essential for profitable
business expansion. Some of it derives from a long-standing tradition of corporate philanthropic giving and building infrastructure near production facilities. Some comes from
Hindi principles about service. Yet this melding of private and public interests goes beyond private profits and public charity,
with national purpose as much a part of the business mind-set as financial and reputational gain.
对社会问题的关注也与企业发展息息相关：社会的进步和稳定对企业的盈利和业务扩展紧密相连。企业所做的社会贡献有些是通过长期传统的慈善捐赠，有些是建设公司附近的基础设施，也有些是对印度人的本土服务。这种私人和公共利益的融合早已超越了个人私利或的私人公益慈善机构，而是立足于国家的角度更是一种名利双收的经营哲学。
This mind-set can be seen in the willingness of the co-chairman and former chief executive of Infosys Technologies Ltd., Nandan Nilekani, to accept a call to direct the
governments effort to provide unique digital identification numbers to 1.1 billion citizens. The initiative was deemed
essential for the delivery of social services. The mind-set is embedded in Hindustan Unilever’s Project Shakti, whose
leaders use microfinancing to create sales forces in some of the subcontinent’s most remote regions.
It reveals itself in the business strategy of ICICI Bank executives. They strive to “bank the unbanked” hundreds of
millions of poor people.
从印度第二大信息技术公司印孚瑟斯技术有限公司即可看到这种经营观，公司前CEO尼乐卡想政府之所想，为11亿民众每人提供了唯一的数字标识号，这一举措被公认为社会提供了最基本的生活服务。印度斯坦利华公司的Shakti计划也体现了企业的此种经营观，公司领导人利用小额信贷在印度次大陆一些最偏远的地区创造出销售业绩——验证了ICICI银行高管经营战略的正确性，利华公司也为数百万计的从前无银行账户的穷人们提供了金融服务。
Most significant, the India Way expresses itself in an economy that sidestepped the worldwide financial crisis to remain
a dynamo, driven by leaders of big companies hell-bent on competing globally. With an economy growing at more than
9 percent a year and big corporations growing at more than 20 percent per year, India is competing and
winning in human capital-intensive industries such as pharmaceuticals, business services and information
technology, industries long seen as preserves of the West.
最重要的是，‘印度之路’以其独特的经营策略躲过了全球性金融危机的冲击，它仍是一个由大企业领导人带动，且顽强地应对全球商业竞争的‘发电机’。随着印度全国经济年增长超过9％，大型企业经济年增长超过20％，印度还在全球竞争激烈的医药、商业服务和信息技术等人力资本密集型行业一路领先，这些行业早年一直是西方的保留型产业。
The India Way is characterized by four principal practices:
印度方式主体实践的四个特征：
· Holistic engagement of employees. 员工的全面参与
· Improvisation and adaptability in execution. 创新和适应能力
· Creative value propositions for customers. 满足客户创造性的价值主张
· A sense of social purpose for business operations. 企业商业运营的社会目的
Together, these principles constitute a distinctly Indian way of conducting business. It contrasts with combinations found
in other countries, especially the United States, where business leaders focus heavily on delivering shareholder value.
这几个特征促成了印度独特的商业之路。对比其他国家的企业，尤其是美国企业，商界领袖非常关注股东让渡价值。
Purpose, pragmatism and people aptly capture much of the essence of the India Way. Strategy and competitiveness in
these companies come from employees’ competencies. As a result, the human resource function is taken more seriously
in India than in the United States; HR leaders have important roles in all strategy-level decisions.
使命，务实和人民三方面恰如其分地捕捉到了印度之路的本质。这些公司的战略和竞争力皆来源于员工的能力。因此，人力资源职能在印度比在美国应用得更多更广泛，人力资源领导人已在公司各阶层的战略决策中扮演了重要角色。
Not all Indian businesses take this approach, of course, and not all Indian business leaders are saints. That said, the
attributes of the India Way that co-authors Harbir Singh, Jitendra Singh, Michael Useem and I describe appear often enough
that they constitute a model.
并非所有的印度企业都具备上述特征，当然，也并非所有的印度企业领导人都是圣人。这就是说，印度之路的共同作者哈尔柏·辛恩，吉坦卓·辛恩，迈克尔·尤西姆和我所描述的印度商业特征虽不代表全部，但却足以构成一个模式。
In the United States, many of us have grown up convinced that leaders of other countries come here to learn management
practices. Perhaps it’s time to learn from others by considering the following.
人们通常都已习惯于说服其他国家领导人到美国来学习管理经验。也许是时候让美国的企业向印度企业学习，并思考下列问题。
Principal Practices
主体实践
Here’s how the four principles play out in the approach that Indian businesses take to human resource management:
下面介绍了印度企业如何充分利用人力资源管理的四个特征：
Holistic engagement of employees. Indian business leaders see their organizations as organic enterprises where sustaining
employee morale and building company culture are critical to executing strategy. People are viewed as assets to be
developed, not costs to be reduced; as sources of creative ideas and pragmatic solutions; and as bringing leadership at
their own levels to the company. Creating ever-stronger capabilities in the workforce is a driving objective.
员工的全面参与。印度的公司领导人视他们的企业为有机企业，企业将维持员工间良好风气和建设公司文化作为很重要的战略来执行。员工也被视为可持续发展的资产，公司从不会考虑如何将员工的雇佣成本降低；员工还被视为有创意和务实的解决方案的源头，会为公司带来达到自己能力上限的领导力。企业这样做的主要目的是培养具有越来越强能力的劳动力。
We see this in the business mantra of HCL Technologies Ltd., a fast-growing international information technology services company: “Employee first, customer second.” Chief Executive
Officer Vineet Nayar developed the motto to shock people and get their attention, but it reflected the importance of
employees to business strategy. The idea was to give employees what they needed, including autonomy, so they
could meet the needs of customers.
我们在HCL科技有限公司就看到了“员工第一，顾客第二”的经营理念，HCL公司是一个快速增长的国际信息技术服务公司。公司的CEO 维尼特·纳亚尔提出了此条震撼的理念并引起了公众的广泛注意，但它同时也反映了员工对企业经营战略的重要性。该理念初提出时的想法是给员工他们所需要的，包括自主权，这样能使他们满足客户的需求。
To ensure that employees come first, the company requires 360-degree feedback on the 1,500 most-senior company managers worldwide, including the chief executive. Employees can evaluate their boss, their boss’s boss and three other managers. And the 360-degree feedback, including the CEO’s, is posted on an intranet for all to see.
为了确保将员工放在第一位，公司要求世界各地1500名高级经理包括行政长官在内都要接受员工360度反馈：员工可以评价他们的老板，他们老板的老板和其他三个经理。而反馈结果包括对首席执行官的评价都会被贴到网上公示。
During our interviews, when we asked CEOs what their priorities were for human resources, they listed developing
talent as No. 1. Despite the fact that Indian companies actually outsource more HR tasks than their U.S. counterparts,
cutting costs was never asserted as a goal for HR staff.
在我们的采访中，当我们询问CEO们关于他们企业人力资源管理的优先级时，他们都将发展人才放在了首位。尽管印度公司的人力资源部门比他们的美国同行承担更多的责任和任务，但缩减成本从未作为过其人力资源部门的考核目标。
These corporate leaders make extraordinary investments in their employees, despite tight labor markets that make
retention a challenge. One study of practices in India found that employers in the information technology industry
provided new hires with more than 60 days of formal training—about 12 weeks. Many companies did even more:
Tata Consultancy Services, for example, had a seven-month training program for science graduates being retrained
for business consultant roles, and every employee gets 14 days of formal training each year. MindTree Consulting
Ltd., another technology company, extended its orientation for new hires to eight weeks, using classroom training,
mentoring and peer-based learning communities.
这些企业领导人在其雇员身上进行了大量投资，尽管劳动力市场紧俏使保留人才成为了一项挑战。在印度进行的一项研究发现，信息技术行业的雇主会给新员工提供60天——约12周的正规培训。许多公司更是有过之而无不及：例如塔塔咨询服务公司曾为理科毕业生入职为业务顾问岗位进行了7个月的培训，而且公司每位员工每年都会获得14天的正规培训。位于印度班加罗尔的IT服务和内置软件企业MindTree咨询公司还将新员工培训增至八周，培训主要采取课堂培训，指导和同行间相互学习的方式。
Even companies in relatively low-skill industries such as business process outsourcing and call centers provided
about 30 days of training, and retail companies required about 20 days. New recruits for customer service jobs
at the retail company Pantaloon, for example, received six weeks of training, including five and one-half days in residence at a training center followed by five weeks of on-the-job training directed by store managers.
即使在对技能要求较低的行业，如业务流程外包和呼叫中心也会提供为期30天的培训，零售企业则需要20天左右的培训期。以印度Pantaloon零售公司的客户服务岗位为例，新员工要接受为期6个星期的培训，其中包括五天半住在培训中心，之后的五星期由商店经理进行在职培训。
Systematic data on training among U.S. companies is hard to come by, but available statistics from the U.S. Census Bureau
suggest that 23 percent of new hires received no training of any kind from their employer in the first two years of employment, while the average amount of training of any kind for those with two years or less of tenure was just 13 hours
within a six-month period.
美国公司的培训系统数据是很难获得的，据美国人口普查局提供的统计数据显示， 23％的新入职员工在其入职的前两年没接受过公司任何形式的培训，而入职两年以上或一些终身制的职位，平均每六个月只有13小时的培训。
Empowerment also extends to the way that employees’ ideas are solicited and executed. MindTree adopted innovative
methods for fostering ideas and improving execution, beginning with a menu of ways for employees to give feedback to
executives. One forum aimed at receiving feedback is a regular open house with leaders where all questions are tackled
on the spot. Another is a company intranet where grievances are addressed. But the most unusual aspect of the
MindTree approach is the company’s integrity policy. MindTree posts on its website accounts of ethical failures and
violations of company policies and the lessons the organization has learned from each. By acknowledging mistakes, especially
those made by leaders, managers encourage others to do the same and to follow senior executives’ lead in making changes.
公司有时会征求员工的想法来执行一些政策。MindTree通过创新方法提高了认知并改进了执行方式，这项创新始于员工向高管反馈问题：一种渠道是通过旨在接受反映的所有问题并当场将问题解决的开放式论坛；另一渠道是公司解决矛盾的内部网。但MindTree最不寻常的创新方法还要数公司彻底的‘开诚布公’政策。MindTree将企业内有失道德、违反公司条例的问题都公示在网站上，企业间相互学习的课程也会放到网站上。让员工了解到错误特别是那些领导人所犯的错误，管理者鼓励其他人也这样做，吸取教训并及时做出改正。
The high-water mark for a culture of openness and flat hierarchy probably goes to the Sasken Corp.’s “single-status” policy. Every employee—from entry-level workers to the CEO—is governed the same: same offices, same travel
coach-class policies, same criteria for compensation (no separate executive compensation policies).
Those policies also include programs providing extensive leaves, including a six-week sabbatical after four years of
employment.Sasken
公司奉行开放的企业文化和全员地位平等的 “同一地位”政策。每位员工——从新人到CEO都享有同样的待遇：同样的办公室，出差同坐经济舱，相同的薪资补偿标准（没有单独的行政赔偿政策）。这些政策还包括大量的附属政策，其中包括入职四年将获得六个星期的休假等。
In a complex, often volatile environment with few resources and much red tape, business leaders have learned to rely on
their wits to circumvent hurdles.
在复杂动荡、资源缺乏、多繁文缛节的环境里，企业领导人已经学会依靠自己的智慧排除障碍。
These Indian CEOs hold HR managers accountable for performance, and India’s corporate leaders appear to take assessing HR performance more seriously than do their U.S. counterparts.
印度企业CEO们通常让人力资源经理为他们的表现和业绩负责，印度企业领导人会比他们的美国同行们更认真地考核人力资源部门的表现。
Improvisation and adaptability. Improvisation lies at the heart of the India Way. In a complex, often volatile environment
with few resources and much red tape, business leaders have learned to rely on their wits to circumvent hurdles. The Hindi
termjugaad—which means finding a way to work around obstacles—captures much of the mind-set. Anyone who
has seen outdated equipment nursed along with retrofitted spare parts to well past its expected lifetime has witnessed
jugaad in action. Adaptability is crucial and frequently referenced in an English-Hindi hybrid, adjust kar lenge:
“We will adjust or accommodate.”
创新和适应能力。
创新是印度之路的核心。在复杂动荡、资源缺乏、多繁文缛节的环境里，企业领导人已经学会依靠自己的智慧排除障碍。印度文‘termjugaad’——意即寻找一种方法来变通并解决障碍从而获取创新灵感。有人看见过时的早已过了使用寿命设备改装零部件，创意可能会即刻产生。适应能力也是至关重要的，经常以英语和印度语混合的形式来运用——adjust kar lenge，意即“我们将调整或适应”。
The best-known contemporary illustration of jugaad may be the Tata Nano, a family car that sells near the unbelievable price of $2,500.
Designers managed to do it by improvising: using plastic and adhesives rather than metal and welding, borrowing
parts and ideas from motor scooters, and giving up some standard equipment, like power windows.
当代最知名的创意体现可能就是塔塔Nano——售价2,500美元的家用汽车。它便是设计师的即兴之作：使用塑料和粘合剂代替金属和焊接，创意最初来源于摩托车，并抛弃了一些汽车的标准配置如电动车窗。
Creative value propositions. Given the large and， competitive domestic market, Indian business leaders have learned
to be creative in developing value propositions. Though steeped in an ancient culture, Indian business leaders are inventing
products and services to satisfy the needs of demanding, value-conscious consumers, and they do so with efficiency.
创造价值主张。鉴于范围大且竞争激烈的国内市场，印度企业领导人已经学会创造性地开发价值主张。虽然传承着古老的文化，印度企业领导人也非常注重开发满足注重价值的消费者需求的产品和服务，他们也一直在紧锣密鼓的筹备中。
Bharti Telecom Ltd. went from a startup to the largest telecom provider in India and beat bigger competitors to market
through reverse outsourcing. The company, with more than 100 million subscribers, farmed out technical operations of
the network to Western companies. Cognizant Technology Solutions Corp. abandoned the traditional outsourcing model
with headquarters in India and representatives traveling back and forth. The company has U.S. headquarters with customer
representatives based here, close to customers. Apollo Hospitals pioneered “telemedicine” with mobile diagnostic equipment
beaming information on rural patients to urban-based hospitals.
印度巴帝电信公司，一路走来现已发展成为印度最大的电信供应商，通过反向外包经营策略将市场上的竞争对手一一击败。公司现拥有100多万用户，并已将网络的技术操作承包给西方公司。
高知特信息技术有限公司，摒弃了传统的外包模式。总部设在印度，员工在世界各地旅行办公。该公司还特意将美国总部设在最靠近美国客户群的地方。
阿波罗医院率先应用移动诊断设备，使得农村患者能到城市医院接受“远程医疗”。
Social purpose. Indian business leaders emphasize personal values, a vision of growth and strategic thinking. Besides
servicing the needs of stockholders—a necessity of CEOs everywhere—Indian business leaders stress a
broader societal purpose for businesses.
社会目的。
印度企业领导人倡导个人价值，开阔的视野和战略性思维。企业除了常规的为股东的利益服务——印度企业领导人更重视和强调企业的社会目的。
The social mission for Bharti Airtel Ltd., for example, was to get cell phones into the hands of millions of people who
otherwise had no way to communicate with each other. The Tata Nano had a similar goal of getting safer, low-cost
transportation to the masses. The social mission of pharmaceutical and health care company Dr. Reddy’s Laboratories Ltd. is to address the unmet medical needs of the poor in India as well as around the world. Some of
these approaches build on the “fortune at the bottom of the pyramid” model. Sponsors emphasize business
opportunities among the poor. But making money is never presented as the primary objective.
例如，巴帝电信公司的社会使命是让百万人民人手一部手机以方便彼此间的交流。塔塔Nano也有一个类似的目标：让人们更安全，更低成本地驾车出行。雷迪博士实验室有限公司（制药和医疗保健公司）的社会使命是为印度以及世界各地的穷人们解决他们的就医困难。这些都是建立在“金字塔底部的财富”。企业领导人们强调为穷人创造的商业机会，但赚钱是从来不是他们的首要目标。
Leading by Example
India’s corporate leaders put their money where their mouths are with respect to mission:
以身作则
印度的企业领导人总是把钱花在他们赖以为目标的使命上：
Two-thirds of the profits of the Tata Group companies, for example, go to its charitable foundations.
例如，塔塔集团三分之二的利润都被捐赠给了慈善基金会。
The multifaceted corporation Godrej Group has constructed schools, medical clinics and living facilities for employees on
a massive scale unknown among American companies. U.S. directors and executives are far more likely to see employee
welfare as a drag on shareholder value than an asset for growth.
多元化的集团公司戈德瑞已建立了学校，医疗诊所，并为美国公司的大批员工建立了基本生活设施。美国董事和经理们将员工福利看成是其资产的增长项而非企业股东们的天敌。
Dr. Reddy’s has guaranteed to meet the health care needs for 40,000 children.
Infosys has built and staffed hospitals; rolled out a nationwide curriculum for secondary school students, in part to
improve its future applicant pool; and engaged in hundreds of other projects.
雷迪博士已承诺将满足40，000名儿童的医疗保健需求。
印孚瑟斯公司已建立了员工医院并推行全国中学生课程，这某种程度上也是在为企业未来储备人才；企业还投资了数百个其他项目。
A rural initiative sponsored by the conglomerate ITC Ltd., MissionSunehra Kal—meaning “the golden tomorrow”—includes knowledge portals to advise farmers and help for them to band together to negotiate with suppliers, to provide job
opportunities for women and to expand education. The initiative involves 5 million people.
印度ITC公司发起了一个针对农村的倡议——MissionSunehra Ka——意即“金色未来” ——主要内容包括信息门户网站，提醒农民并帮助他们联合起来与供应商进行谈判；为广大农村妇女提供就业和再教育的机会。这一举措使得5亿人获益。
Finally, leaders of Indian businesses lead by personal example. In our survey of Indian CEOs, they ranked being a “guide or
teacher for employees” above being a “representative of owner and investor interests” in their priorities.
最后，印度企业领导人带头身体力行，以身作则。据我们对印度CEO的一项调查——‘CEO在员工心目中的地位’排名中，他们作为 “员工的导师” 排在“企业的所有者和投资者利益的代表”之前。
The author is the George W. Taylor Professor of Management and director of the Center for Human Resources at The
Wharton School, and a professor of education at the University of Pennsylvania. This article is adapted from The India
Way: How India’s Top Business Leaders Are Revolutionizing Management
(Harvard Business Press, 2010) by Cappelli, Harbir Singh, Jitendra Singh and Michael Useem.
本文作者系乔治W.泰勒。管理学教授，沃顿商学院人力资源中心主任，美国宾夕法尼亚大学教育学教授。本文改编自《印度之路：看印度的商业大亨们如何进行企业的变革管理》（哈佛商业出版社，2010。作者：Cappelli, Harbir Singh, Jitendra Singh and Michael Useem.）
