"* * * Participation * * Win" Mode: Characteristics of Efficient Career Management System
Looking at the best practices of career management of outstanding enterprises in the world, the characteristic of * * * is "* * * wins in career": that is, through the participation of employees, managers and enterprises (represented by HR), the three forces are condensed and gathered to promote the development of employees' personal quality and ability, extend employees' career and help enterprises establish internal talent supply lines. Do a good job in career management, its purpose and great significance to the organization is self-evident. Then, what are the requirements of an efficient career management system of "* * * participating in * * * winning" for HR, managers and supervisors of functional departments and employees respectively?
Career development management is a win-win situation for organizations and employees, and the three parties involved play different roles and undertake their own tasks in the process of career development management. For HR, its primary responsibility is to establish and promote the implementation of a career management system that meets the needs of organizational strategic development, corporate culture and talent strategy. Managers of various functional departments have unshirkable responsibilities in the process of career management. Managers of many enterprise functional departments have cognitive biases about their roles and importance in human resource management. Many people think that their responsibility is mainly business management, while the affairs related to employees belong to the responsibility of human resources department. As we all know, the first identity of any manager is the human resource manager. No matter whether the effect of human resource management is good or bad, the managers of functional departments are the first to be affected and impacted. Therefore, actively participating in and doing a good job in employee career management will bring tangible benefits to managers of functional departments. Individual employees are not only the summoner and promoter of establishing a career system, but also the beneficiaries of its achievements. Of course, employees should be duty-bound to actively participate and invest, rather than passively waiting for the arrangement of the organization and the boss. Eight Steps of Longteng: To design an efficient career management system, the efficient career management system must be rooted in the organization's environment, strategy, culture and ability, and ultimately serve to improve organizational atmosphere, realize organizational strategy, establish performance culture and forge organizational ability. Before designing an organization's career management system, HR must clearly understand the organization's environmental atmosphere, strategy, culture and ability. On this basis, the objectives of the company's career management are clarified, and the company's career commitment to employees is clarified by formulating written career management policies, that is, the career management concept suitable for the company's development. The management and employees of each enterprise are different, and the concept of career management is also different. This is the second step to design an efficient career management system.
Step 3: Do a good job in talent demand planning, make an inventory of the existing talents of the organization, and predict the future talent demand. According to the company's strategic development plan, make clear the types of talents needed in the future, make an inventory of internal talents, that is, evaluate their abilities and potentials, and find out the differences between the current situation of talents and the future demand for talents; Analyze the path of talent development in the company and the trend of talent flow in the past; Clear short-term, medium-term and long-term talent demand; According to the demand and current situation, we should clarify the shortcomings of talents and determine the strategic planning of talents, that is, which talent vacancies can be realized through internal training? And which talent gap can only be achieved by external introduction.
Step 4: Consolidate the foundation of career management, including building an organization's career framework and optimizing information technology. Its main work includes: 1. Establish the post system of the organization and formulate clear and detailed post qualification requirements. Qualifications are the minimum quality and ability requirements to undertake post responsibilities, such as academic qualifications, work experience, types and levels of knowledge, professional qualification certificates and special requirements, behaviors and values, professional and technical capabilities, etc. Qualification is not only a yardstick to judge the matching degree between employees and their current positions, but also a beacon for employees' future career development. Through it, employees can understand the requirements of the positions they are interested in, so as to clarify the direction of personal struggle and work hard for it. Second, establish the career development channels of the organization: all employees can clearly understand the channels that can be developed within the organization (management channels, professional and technical channels), the position of individual positions in the organizational structure of departments and companies, and the ways of personal career development in the future. Employees can choose personal career development direction by combining personal values, interests, abilities and other factors. Third, formulate the general principles and standards for job promotion. Four, optimize the career development management information system, including the use of information technology to develop talent database, timely release job demand information and training information, improve training and development records. Conditional enterprises can implement online assessment and career development planning, and online personality test for employees.
Step 5: Strengthen talent evaluation. Efficient career development management requires continuous, objective and accurate evaluation of employees' personal performance and ability, and affirms their advantages according to the evaluation results to make career development decisions; Find out what can be improved, make an objective personal development plan, and help employees continuously improve their personal ability and performance. To do a good job in performance and ability evaluation, it is necessary to systematize and institutionalize talent evaluation and evaluation. Excellent enterprises conduct a formal performance and ability evaluation for employees at least once a year. Secondly, in order to make the ability evaluation objective, comprehensive and accurate, in addition to the traditional superior-subordinate evaluation and 360-degree evaluation tools, enterprises can also introduce other more scientific ability evaluation tools, such as the evaluation and development center, to evaluate key talents, put forward development suggestions and formulate specific and detailed personal development plans. More importantly, an annual talent decision-making meeting is held every year to make a detailed analysis of key positions and key talents, such as preparation for promotion, risk of brain drain, and whether employees with ready abilities have suitable positions. And make corresponding personal development plans and talent decisions. For the decision-making of key talents, we must break the boundaries of various departments, consider the development opportunities of each key manager (such as cross-departmental rotation and promotion opportunities) from the perspective of the company as a whole, and make the best talent decision for the company (not necessarily for a certain department).
Step 6: Improve the training development effect. In terms of employee training and development, it is necessary to establish a roadmap for employee training and development, and clarify the training and development content that must be completed at each stage. For some key employees with great potential, the company can sponsor them to attend some high-quality MBA courses or senior management development courses to prepare for the future senior management positions of the company. However, HR must avoid a misunderstanding, that is, training and developing employees can only pass training courses. In fact, according to experts' research, diversified leadership development, such as participating in projects and task groups, job rotation and adding challenging work content, is better for improving ability.
Step 7: Optimize the whole human resource system and strengthen the encouragement and retention of talents. If the overall human resource management is not coordinated, it may become a double-edged sword for some companies. Obviously, through the implementation of the career development system, employees' ability has been developed, their personal value has been improved, their contribution to the company has been continuously improved, and their personal market value has been correspondingly improved. If other processes of talent management do not match, it may lead to brain drain. Because competitors are eager to hunt for talents with strong quality and ability and market shortage. Therefore, once the ability of talents is improved, incentives must keep up. If the salary should be adjusted according to its ability and market salary level; Managers who meet the qualification requirements of higher-level posts should be given promotion or other development opportunities in time.
Step 8: Establish the organization's career management organization, communicate and clarify the respective responsibilities of HR, managers and employees in career development management, and establish the partnership of career management. Many excellent enterprises set up the company's talent development management steering committee, which is responsible for the decision-making and implementation of talent flow across functional departments, and its core group is responsible for the career development decision of senior managers. In addition, each functional department should also have a corresponding employee career development management team, which is responsible for guiding the development of junior employees. After reading these, careful readers may ask, what is the first step in designing an efficient career management system? In fact, the very important first step is that HR should first improve its knowledge and skills in career management. Without relevant knowledge and appropriate skills, HR can't lead the design work of the above two to eight steps in any case. It is for this reason that you have to be hard while the iron is hot. I hope that after reading this article, you will have a clearer understanding of the efficient career development system, have a better grasp of the steps of designing an efficient career system, and design an employee career management system that meets the development needs and characteristics of your enterprise.