"Required Reading for Staff Management 12" has no fancy language, nor is it a voluminous book, but it actually describes all kinds of problems faced by talent management and gives countermeasures and solutions one by one. This is a good textbook, tool and guide.
The book 12 employee management must read is worth reading by all human resources practitioners, team leaders and managers, and applying the knowledge of talent development and management in the book to their own enterprises.
What is talent management?
Talent management refers to a series of activities that plan, organize, coordinate and control the internal and external factors that affect the role of talents. Talent management in a broad sense includes talent prediction, planning, selection, appointment, assessment, rewards and punishments, mobility and so on. In a narrow sense, talent management only includes assessment, rewards and punishments, and mobility. The purpose of talent management is to create good external conditions, mobilize the internal factors of talents, give full play to people's talents, fully develop people's potential abilities, and strive to "give full play to people's talents." Talent management is an important factor affecting the efficiency and strength of talents, and it is also a necessary condition for talent development.
The focus of talent management is to create a good environment for talent development, which not only improves the quality and ability of talents, but also helps them to play their talents. Therefore, talent management is a comprehensive activity and a high-level activity.
Suggestions on talent management
The concept of talent management appeared in the 1990s. Many enterprises use it to recruit, develop and retain talents, and drive the company's performance through talents. At present, there are different definitions of talent management: Morton(2006) described eight types of talent management activities: recruitment, retention, development, leadership development, performance management, employee feedback/measurement, talent planning and culture. Fitz -enz (2005) believes that talent management includes six human resources services: employment and placement, leadership development, succession, performance management, training and education, and retention. Farley (2005) pointed out that talent management is a process of exerting the value of employees, and the core topic of the definition of talent management has become "attracting, hiring, cultivating and retaining talents".
If this concept is extended to specific applications, "recruiting, developing, placing and retaining top employees" will become the overall definition of talent management. Talent management also includes many aspects, such as attraction and recruitment, evaluation and evaluation, performance management, learning and development, succession and retention.
The core of talent management is "talent", and its underlying technology is "definition of talent", more specifically, "talent model suitable for specific culture and specific post". This involves quality model, leadership model, talent evaluation, evaluation center, 360 evaluation, employee survey and many other technologies.
Importance of talent management
Talent is the first capital of an enterprise. "International competition, in the final analysis, is the competition of comprehensive national strength. The key is the competition of science and technology. The competition of science and technology is essentially the competition of talents. " With the continuous development of socialist modernization and the continuous progress of science and technology, the market competition is becoming more and more fierce, and the requirements of enterprises for talent quality are getting higher and higher. The competition of market economy is finally reflected in the competition of talents. Whoever has a high-quality talent team will have a foundation for success. Therefore, it is imperative to strengthen enterprise management innovation with talent management as the core.
It is an important trend that the focus of modern enterprise management shifts from the management of things to the management of people. People are not only the means of management, but also the content of management. It is not only the object and object of management, but also the subject and motive force of management. In the final analysis, the innovation of modern enterprise management and the establishment of scientific management system depend on a large number of generals who enliven large and medium-sized enterprises. In view of the shortage of talents and the low quality of personnel in Chinese enterprises, we should seek the following countermeasures: strengthening talent management, implementing a democratic and scientific employment system, and cultivating a team of high-quality and mature entrepreneurs.
The competition of enterprises is also the competition of talents. In talent management, we must first dare to introduce outstanding talents. For each position, there must be clear standards. As long as it can meet the standards, it will actively introduce talents, provide a fair and just platform, give managers full authority, and everyone has an assessment system. Assessment is linked to income, so that rewards and punishments are clear. At the same time, conduct regular supervisor audits of management personnel.
What's the difference between talent management and human resource management?
Talent management and human resource management are not different or separated, but a new stage that the company will inevitably enter after establishing the basic human resource system, which is the inevitable result of the further development of human resource management according to its own logic. But there is a fundamental difference between the two:
1. Human resources emphasize egalitarianism and pay attention to processes, such as job description, salary system, attendance and benefits. Talent management emphasizes the concern for talents, such as attracting, hiring, placing, developing and retaining talents. Human resource management treats everyone equally and avoids treating everyone differently according to the company's resource allocation, while talent management regards the needs of "core" and "non-core" employees as different and "begins to pay attention to the different requirements of individuals in different groups".
2. Human resource management is often the responsibility of HR department, while talent management is the responsibility of HR department and senior managers. The responsibility of talent management is often entrusted to the business director, while the human resources department is responsible for designing and publicizing the system and testing the results. Obviously, the responsibility of cultivating talents is more the responsibility of managers than that of HR!
3. Every module of human resource management is isolated, and its focus is not on "people", but on the realization of functions. The starting point of talent management is "people" and "talents". In talent management, management functions are considered to be closely linked and coupled around talents. Therefore, the final result of talent management is continuous talent supply.
Modules included in talent management
The core of talent management is to ensure that the right people are engaged in the right work at the right time, so as to ensure the continuous supply of talents during the implementation of the company's strategy.
Attracting and recruiting: Make sure that you can attract and recruit talents suitable for the company.
Evaluation and evaluation: make a reasonable evaluation of talents through appropriate methods.
Performance management: Promote higher performance through reasonable processes, including measurement and feedback.
Talent development: provide employees with ability through 360 technology.
Employee succession: through employee development channels, succession planning and talent pool management.
Employee retention: improve satisfaction and reduce employee turnover rate through processes and methods.
Problems needing attention in talent management
1. To make the personnel system open and procedural, we must first have a good personnel system, such as focusing on the selection and training of young people, more personal development opportunities, and a fair competition system. Then, the personnel system must be open and procedural. Openly let all employees know the benefits of hard work and the consequences of not working hard, so as to have the direction of progress and stimulate the enthusiasm of work. Procedural is to ensure the democratic and scientific personnel decision-making and prevent the phenomenon of cronyism and cronyism. If the personnel management system is not clear and the decision-making procedure is random, it will affect the enthusiasm of employees and cause some adverse consequences to the normal management of enterprises.
2. Create a rational flow of talents, form a ladder distribution in salary and post, and create more promotion opportunities for employees. Talent flow can not only increase the vitality of enterprises, but also create job vacancies, give employees more promotion opportunities and stimulate their enthusiasm for work. In addition, salary grades and positions also have a certain sense of hierarchy, forming a reasonable ladder distribution. The difference is too big, the difficulty increases, the number of people who can be promoted decreases, and the incentive factors will be insufficient, which is not conducive to mobilizing the enthusiasm of employees.
3. Follow the theory of behavioral science and the law of talent development, and rationally use the incentive factors. People's motivation factors come from many aspects, some value short-term motivation factors, and some value long-term development opportunities; Some value work treatment, while others value work performance and professional satisfaction; Among them, salary incentive is the most common form. There are many cases where salary is combined with the actual benefits of enterprises, but with the fierce market competition, the long-term development potential of enterprises is particularly important. In order to avoid the short-term behavior of enterprises or departments, it is very necessary to combine salary with the long-term development potential of enterprises. In companies and enterprises, this incentive method is very effective: if the business performance of the enterprise is well completed, part of the bonuses issued by the managers and employees of the enterprise are distributed in the form of shares of the enterprise, and the shares are not allowed to be sold until several years later (for example, five years later), and the managers are generally not allowed to sell until 1-2 years after leaving the company. In this way, employees of the enterprise can be urged to work together with Qi Xin and Qi Xin to contribute themselves to the future development of the enterprise.
4. Dynamically implement strategic management of talents, which is subordinate to enterprise strategy and influenced by objective conditions. With the development of enterprises, the types, structures, specialties and qualities of comfortable talents will change, and the strategy is also in the process of constant adjustment. Enterprises should be good at grasping the pulse of change in the change of objective conditions and realizing their own changes.
Application Status of Talent Management in China
According to the report released by the Economist Intelligence Unit (EIU), more than half of company executives expect that the lack of talents will soon affect the company's performance. 60% of enterprises are not satisfied with the talent development of their own companies, and think that the existing development speed can not meet the key business needs of enterprises. But in fact, only 5% companies have established a clear talent management strategy and a matching implementation and application system.
At present, China's human resource management system has been basically established, and enterprises have turned their attention to how to attract outstanding talents and give full play to their value, that is, the construction of talent management system is urgently needed. For example, many companies have established a quality model system and a leadership development system, which is one of the manifestations. It is estimated that this will be the new trend and new stage of human resources development in China in the next five years.
But in fact, there are very few companies providing direct talent management services in China. The services provided by most consulting companies and human resources software in China are the contents of human resources system, not talent management. For example, job design, salary result design, salary and welfare outsourcing are all human resource management. Quality model, talent evaluation and 360-degree evaluation feedback all belong to the category of talent management. Obviously, companies that really engage in talent management content development and service are rare! For many companies, it is an opportunity!
How to establish the talent management system of enterprises
Based on the above definition, talent management needs include: content, process and software, and we need to consider three aspects at the same time:
Content: First of all, we need to define "talent", that is, quality model or employment standard. On this basis, we need to apply evaluation tools, evaluation centers, 360 evaluation feedback, employee surveys and performance standards.
Process: We need to define a set of business processes to ensure the implementation of talent management, such as recruitment and selection, performance management, 360 evaluation and feedback, leadership development, employee succession, etc.
Software: We need a system to solidify the content and process, so as to ensure the implementation of the whole process!
Generally speaking, many companies adopt a step-by-step implementation method, such as: first on the evaluation system, or first on the 360 evaluation feedback, and then on the other! This is a very important factor to ensure the cost.