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▲Dr. Ian Chisholm, Head of Bayer CropScience Greater China

拜耳和中國的淵源要回溯至1882年，拜耳開始跨足中國市場。今天，拜耳在中國已經成為擁有21家子公司的集團企業，包括次集團的拜耳作物科學、拜耳醫療保健、拜耳材料科技，以及以提供服務為主的拜耳科技服務公司。其中，有10家公司擁有製程的生產設備或是正在規劃建造生產設備，當地製造說明了銷售比例正不斷上升。藉著目前的主要投資和收益，拜耳以作為中國成長的夥伴自許。 在與拜耳作物科學公司長達4年多的合作中，惠悅也見證了拜耳在中國的迅速發展。拜耳作物科學大中國區總經理祁鴻遠在訪談中提到這幾年拜耳中國所遇到的人才管理挑戰，「在公司規模快速發展的階段，必然會面臨人才管理的課題。我們遇到不少挑戰，比如：中國地域廣大，要使各個區域的管理者在不同地區同步進行，並一起完成公司的目標，實際操作起來是有一定難度的；還有如中、高階管理者的能力培養問題都是我們所要面臨解決的問題。」

祁鴻遠剛到拜耳中國公司時，當時人力資源部門並不是公司領導層的核心成員，為了改變人力資源部門的角色，祁鴻遠鼓勵人資人員走出去，與國內各個分支機搆的核心人才溝通、交流；並做到知人善用，表明公司對他們個人職涯規劃的重視，提供人才更多的發展機會，並尊重他們的選擇。在瞭解人才的優勢，做到人盡其才的基礎上，公司盡量提供員工在職培訓以及外派其他城市工作的機會。

當然，身為一跨國公司，除了要貫徹執行總公司全球統一的價值觀、規章制度外，也要針對中國當地的國情、法規來制定公司的經營管理理念；而這就需要將兩者有效結合，並依靠公司的領導團隊持續、有力地將公司的價值觀灌輸給員工們。祁鴻遠表示，在與惠悅長年的合作中，惠悅對拜耳領導團隊的領導力建設貢獻良多，不僅協助拜耳的領導團隊設定了公司的共同願景、價值觀、使命，而且還設定了領導團隊工作的標準和原則。除了讓領導團隊對公司的共同願景、價值觀、使命達成共識外，惠悅並協助領導團隊與員工充分溝通、尊重員工的意見，使公司的理念、經營目標一點一滴地深入人心，激勵員工為達成公司目標而努力，也因此，拜耳中國這幾年業績快速成長。「設定目標非常重要，更重要的是要腳踏實地，從領導團隊做起，逐步地向目標前進；並且每年對所設定的目標進行評估，形成良性、進步的循環。」

提到設定領導團隊的工作標準和原則，就牽涉到日常工作能否順利運行的關鍵：溝通。拜耳的員工來自世界各地，這樣讓祁鴻遠感受到了溝通的重要性及東西方溝通的文化差異。「西方人講話比較直接，而東方人講話比較含蓄。當然，無論東西方員工都希望自己對公司的貢獻能得到同事的認可和尊重。而溝通的技巧都是一樣的，就是要注意聆聽，聆聽是溝通的基礎，其次是傳遞資訊，真正將你所想表達的意思讓對方充分理解，這才是有效的溝通，也是日常工作中非常重要的基礎。拜耳是一個尊重員工，且重視溝通的企業。」

拜耳在中國成功的祕訣就在於領導團隊效能的持續提升，他們彼此合作無間，並把公司的願景、價值及目標與全組織成員分享。談到拜耳這幾年與惠悅的合作，之所以與惠悅一個專案接著一個專案地合作下去，祁鴻遠提到：「其中一個重要原因就是惠悅在顧問諮詢服務上的專業，顧問們的溝通能力和專業素養，對我們幫助很大。且他們可以站在另一個角度來分析我們公司領導力方面的問題，不僅為我們提供更多選擇或是解決方案，而且成為我們領導團隊的良師益友。」正如在前不久的一次惠悅在為拜耳所做的領導力培訓課程中，惠悅的顧問與拜耳的領導團隊一起勾畫了拜耳中國2008年的〝奧運〞目標，這幅大家共同彩繪的美麗藍圖，雖然還不能銷售，但對拜耳人而言卻是無價的：這幅畫代表的是大家聚焦拜耳的核心價值與管理方針，不只是一個理想，而且是大家可以共同創造的美好未來。

Bayer's links with China go back to 1882, when the company first began marketing dyes on the Chinese market. Bayer is today represented in Greater China by 21 companies across the group, including the subgroups Bayer CropScience, Bayer HealthCare and Bayer MaterialScience as well as the service company Bayer Technology Services. Ten of these companies have production facilities on stream or are in the process of establishing production facilities. Local production now accounts for an increasing proportion of sales. With a number of major investments underway, and recent acquisitions, Bayer is positioned to remain a key partner in China's development.

In the four years of cooperation with Bayer CropScience, one of the four business units of Bayer Group and specialized in providing agri-chemical products and solution, Watson Wyatt has been fortunate to witness Bayer's booming business development in China. Dr. Chisholm, Head of Bayer CropScience Greater China, said in an interview, "As the company is in a stage of fast development, the problem of human resource management is inevitable. We have encountered many challenges. For example, our China operations cover a broad expanse of territory, so there are difficulties moving the managers in different regions towards the company goals at the same pace. The competency development for junior and senior executives is another challenge we are facing right now."

When Dr. Chisholm first came to China, the human resource function was not part of the core leadership team at Bayer CropScience. So, one of the first things that he did was to make the HR Director an executive position. Then, in order to kickoff improvement in the HR area, he encouraged the Human Resource staff to reach out and talk to key people at each of the business units, learning how HR needed to support the business. At the same time the company invested in development programs for staff, to demonstrate how it values their personal career plans, respects their choices, and is prepared to offer more development opportunities to committed employees. In addition to the principle of placing the right person in the right position, Bayer CropScience puts a high priority on providing its employees on-job training and job opportunities at remote locations.

Like most MNCs, Bayer CropScience China also needs to work at balancing the expectations of its mother company with the challenges of operating in China's dynamic local business environment. Of course, as a leading global company, Bayer CropScience China must implement values, systems and processes that are aligned with those at its headquarters. But, Bayer CropScience China must also have a management system that is tailored to the norms and legal requirements of China. Dr. Chisholm believes that one of the keys that allow Bayer CropScience to effectively integrate the two systems is a strong leadership team that can continuously and forcefully convey the company's values to the employees.

According to Dr. Chisholm, Bayer's long-term partnership with Watson Wyatt has contributed substantially to the establishment of Bayer CropScience leadership team. First, Watson Wyatt helped Bayer CropScience in creating the company's vision, values and management principles. This aligned the leadership team to a common future, and enabled the company to communicate in-depth with the employees about its direction for the future. The result was increased employee commitment and alignment towards those goals. In addition, Watson Wyatt worked with Bayer CropScience to brainstorm "breakthrough" goals, helping to determine key actions that have led to its amazing growth in China.

However, having good goals is not enough. As Dr. Chisholm said, "Though goal setting is very important, what's more important is to work pragmatically towards the goal and have a leadership team that really sets examples on how to reach those goals." Thus, Bayer CropScience has had Watson Wyatt work with Bayer CropScience's leadership team in increasing its effectiveness as a whole as well as strengthening the leadership capabilities of individual leadership team members. The increased effectiveness of the leadership team doubtlessly contributed to Bayer CropScience being able to maintain the growth and create a "positive and progressive cycle" of new goals, strategies and growth.

Based on the management philosophy of Dr. Chisholm, one of the key areas in the leadership development is communication. Dr. Chisholm's personal background includes work experience in Africa, the UK, Russia and Germany. The backgrounds of Bayer's leadership team in China mirrors his own diverse experiences, and he has thus continuously emphasized the importance of cultural awareness and understanding differences in how people communicate." Westerners speak more directly and people in the Orient tend to be more subtle. Of course, everyone Eastern or Western, seeks respect and recognition for what they have contributed to the company." When asked about the "secret" to positive communication, he responded simply, "listen." "Listening is the foundation of communication, which is then followed by the message conveyance, where you express yourself to the other party. This is effective communication and very important fundamental in daily work. Bayer is a company that respects its employees and values the culture of positive communication."

A contributor to Bayer CropScience's success in China is: increasing the effectiveness of the leadership team, both as individuals and as a team working together and then cascading the shared vision, values, and goals throughout the organization. When talking about their continuous partnership with Watson Wyatt in recent years, Dr. Chisholm said, "One of the major reasons we continue to work with Watson Wyatt is your professionalism in consultation. Watson Wyatt's consultants have good communication abilities and are highly professional. They have been tremendous help to us. Besides, they are able to identify our management issues from a different angle and provide us more choices or solutions to the problems. They have become the mentor of our management team." Not long ago, in a leadership training course Watson Wyatt organized for Bayer CropScience, Watson Wyatt consultants and Bayer CropScience's team together painted a canvass with a representation of Bayer CropScience's vision for their "Olympic Challenge" goals in 2008. Though the creative work of art only hangs in the Bayer CropScience office, and won't likely be sold at an art auction any time soon, its meaning to the Bayer CropScience leadership team is priceless: by focusing on our core values and management principles, we can not only dream of a wonderful future, together we can achieve it too.

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