The ultimate goal of talent echelon construction is to provide talent guarantee for realizing the strategic goal of enterprises, so the strategy of enterprises must be clear before building talent echelon.
There are many ways to clarify the strategy, and fishbone diagram analysis and BSC are effective tools to analyze the strategy.
Step 2: Make a strategic human resource plan and plan out the quantity and quality of future talent demand.
On the basis of clarifying the company's strategy, it is necessary to formulate the company's strategic human resources planning in combination with the strategy, and the quantity and quality of future talent demand will come out.
Step 3: Establish the competency model of each position in the company.
The improvement of talent ability and quality is the guarantee of talent echelon. Only by establishing the ability standard of each post can we know what kind of ability each post needs and make the talent training more targeted.
Step 4: Build a roadmap for employees' career development.
Based on the competency model, the career development path map is constructed for the development of each position. The career development path map runs through both vertical and horizontal directions, enabling employees to develop horizontally or vertically and providing employees with multi-channel development space.
Step 5: Selection of reserve talents
After constructing the employee career development path map, enterprises should focus on the selection of reserve talents. The selection of young talents needs to grasp the following points:
1. Set up a reserve talent selection team. The general reserve talent group is composed of management who are familiar with the human resources department and reserve talents.
2. Clear the selection criteria for reserve talents. Before implementing the selection of reserve talents, we must determine the selection criteria of reserve talents, including hardware conditions, such as education, age, length of service, professional title and position. , as well as software, such as the post-holding ability and professional quality required by the enterprise.
3. Clear the selection method of reserve talents. There are many ways of selection, including written examination, speech and submission of reports. This needs to be decided by the human resources department and the reserve talent selection team through consultation.
4. Issue relevant notices. Enterprises should issue relevant notices when selecting reserve talents to clarify the standards, methods, time and place of selecting reserve talents.
Step 6: Cultivate reserve talents.
For the selected reserve talents, targeted training should be carried out. Pay attention to the combination of various training methods. Under normal circumstances, the training of senior staff pays more attention to the training of management ability, and takes on more responsibilities and manages the training of courses through rotation. The cultivation of grass-roots team leaders is more about the cultivation of management skills
Step 7: Use reserve talents boldly.
In the process of cultivating reserve talents, it is necessary to use them boldly and gradually give them the opportunity to exercise. If supervisors A and B are backup managers, the company provides a lot of management skills training, but if they don't have the opportunity to use these learned skills, the knowledge they have learned is just an armchair strategist. Reserve talents have no personal feelings, and when they really become managers, they will face many difficulties during the transition period.
Therefore, the cultivation of talents should be supplemented by bold use. In terms of authorization, we should reserve talents more boldly and allow them to make mistakes. Of course, I didn't mean to let the reserve talents make mistakes. However, within the controllable range, give a certain degree of authorization, so that reserve talents can feel the core point of their work more personally and avoid making similar mistakes in the future.
Step 8: Evaluation of Reserve Talents
In view of the training and use of reserve talents, enterprises also need to establish their own evaluation mechanism for reserve talents.
For example, A and B are both candidates for backup manager. When a manager position is vacant, who should be chosen as the manager? This needs to pay attention to collecting the usual assessment records of A and B to see who is more qualified for this position in terms of ability. Therefore, the evaluation mechanism of reserve talents is very important, which determines the accuracy of enterprise employment.