Chen Mou is the head of the human resources department of a large state-owned electronics group in Fujian. In recent years, his main job is to recruit new people constantly. "From any point of view, the employees recruited are outstanding talents with bachelor degree or above, and most of the middle and high-level personnel are graduate students or above, with good experience and background." But what Chen Mou can't understand is that a group of excellent people, a seemingly perfect team, have mediocre performance!
In fact, many managers encounter more than these problems: to fully understand and master the human capital situation of enterprises, it is necessary to establish a "human resource database", so how to collect effective data? How to break the strange shape of "single-handedly fighting is a dragon, and together they are all adults"? How to build a high-performance leadership team? How to build a winning team? The biggest headache is probably the selection of cadres for key management positions. Obviously, simply testing their ability and personality can't solve the problem, so what methods should be used to identify whether they have comprehensive management quality?
Talent evaluation allows you to "choose only the right ones, not the expensive ones"
"All these bottlenecks in human resource management are highly related to a question, that is, how much do we know about people and how much can we know?" Talent assessment experts who specialize in talent assessment and consultation give their own answers to these questions: "The fundamental task of human resource management is to' match the right people to the right positions and try to motivate them'. So, how to recruit a competent employee? I think its essence is to choose suitable employees, not excellent employees. The question we are facing is, what method should be used to identify the post quality and ability of employees? Talent evaluation can help enterprises solve this problem. "
"The core concept of talent evaluation is competency-based talent evaluation. The difference in ability determines whether a person can be competent for a certain job, and also determines whether a person's performance in a certain job or post is excellent or average. " "This includes two aspects. First, at the individual level, human competence or ability is like an iceberg. What floats on it can be regarded as a person's behavior, knowledge and skills, and the potential ability also includes several levels-values, attitudes and social roles; Self-image; Character and quality; Internal driving force, social motivation. Usually the deeper the level, the less obvious it is. Secondly, from the perspective of enterprises and posts. Because each enterprise's strategy, industry, direction and post setting are different, the requirements for competence are different. For example, the competency requirements of high-tech enterprises are mostly innovation ability and achievement motivation; The competency requirement of traditional industries is executive ability, while service positions are customer-oriented. "
It is understood that in recent years, the evaluation technology has been continuously developed, including traditional paper-and-pencil examination methods, scenario simulation, man-machine evaluation, expert interview, projection evaluation, background investigation, evaluation center, 360-degree evaluation and so on. In the actual talent evaluation, a more effective evaluation method is to evaluate people from both potential and ability.
Specifically, the knowledge system should assess the knowledge level of employees, focusing on what knowledge is needed for each position, such as the social security knowledge that employees in the human resources department need to know. Different from the usual examination, it focuses more on the practical application of enterprises, and many of them are practical topics that extend from the actual situation of enterprises. The post quality evaluation needs to be analyzed according to the specific responsibilities and work contents of the post, and what qualities and abilities the post needs, such as excellent communication skills and ability to influence others in sales positions, and excellent innovation ability in technical positions. Then these quality models are evaluated by specific measurements. Behavior evaluation is a form of evaluation based on human behavior (performance). The performance of employees is evaluated by ability test, personality test, interest test, interview, leaderless group discussion and portfolio. In order to understand their work attitude, work style, work desire, work ability and work potential, at the same time, their organizational leadership ability, attitude towards pressure and problem-solving ability were also investigated.
Economic benefit of evaluation
According to statistics, in the United States,13 of small enterprises and 2/3 of large enterprises adopt talent assessment, such as General Motors and General Electric in manufacturing; Kraft in the food industry; IBM in the information industry, Texas Instruments and so on. In China, more and more enterprises begin to adopt talent assessment. Such as recruitment, selection, training and promotion, post competence inspection, enterprise management style and ability inspection, enterprise culture inspection, human resources investigation, training diagnosis and counseling, employee career planning, organizational diagnosis and so on.