In the steps of talent echelon construction scheme, talents are the people most needed by an enterprise, but there are very few talents in the real sense in society. The training of the company is very important for giving full play to the potential of employees. What are the steps of the talent echelon construction plan? The following is the relevant content of personal finishing.
Steps of talent echelon construction plan 1 1, which positions are key positions in the company, and their capacity requirements.
The determination of key positions is determined by the company's strategy, business situation and human resources strategy. It should be noted that the key positions here include not only executives, but also key positions of various functions and levels.
After determining the key positions, it is necessary to clarify the competence of these positions, which is usually called competence model.
Many small enterprises will say, what capability model is too complicated, only suitable for large companies. Actually, it's not. The popular point of quality model is what abilities this position needs to meet the standards of excellent employees, as long as these groups are analyzed.
Competency model includes general competency, professional competency and management competency, which can be distinguished from these three aspects.
2. Evaluate the current situation of employees and determine the backup candidates.
First of all, we should analyze what talents and quantity are needed now and in the future.
Secondly, analyze the company's current personnel quality and ability.
Third, evaluate and nominate candidates from the past performance and ability of employees and whether they have the potential to succeed.
3. Determine the methods to meet the needs of the company's talent echelon.
After the first two steps, it is usually found that the company's current talents can no longer meet the needs of development. At this time, we should consider how to meet the company's demand for talents.
First of all, on the basis of analyzing and evaluating all candidates, make clear your current position and possible future development positions.
Secondly, analyze the gap of the company's talent echelon.
Thirdly, analyze whether these talents need to be supplemented by internal recruitment, internal training or external introduction.
Finally, formulate and implement plans for internal recruitment, internal training and external introduction.
4. Develop candidate development plans.
In the case of identifying candidates and evaluating their abilities, performance and potential, communicate with candidates to confirm their future career development channels.
Then, according to the ability requirements of the candidate's successor position and the current ability status of the candidate, the training plan is formulated.
It should be noted that the training plan includes but is not limited to the training plan. Training plan can include training, job rotation, guidance, external communication and inspection, completion of specific projects and learning while working.
5. Define the action path at the company level.
On the premise of determining the development plan of each candidate, summarize the development plans of all candidates in the company and formulate the development plan at the company level.
It should be noted that the company-level development plan includes not only the candidate development plan and the internal and external recruitment plan, but also the company's career development channel, the company's plans for selecting people, educating people, employing people and retaining people, and the employee assessment and incentive plan, so as to ensure the effectiveness of the talent echelon construction to the greatest extent.
Finally, it should be emphasized that the construction of talent echelon is a continuous, long-term and dynamic work. Don't expect once and for all, let alone have an immediate short-sighted mentality, otherwise it is easy to give up halfway, leading to all previous efforts being wasted.
The second step of talent echelon construction plan 1. Establish diversified talent channels that meet the needs of enterprises.
Enterprise talent echelon construction should take enterprise strategy as the starting point. Only by clarifying the enterprise strategy can we do a good job in building an accurate talent echelon, sort out the positions we need at present, see what talents, abilities and characteristics enterprises need in the future development blueprint, meet the demand of encouraging a large number of talents to emerge, let employees find the development direction, and effectively combine personal goals with enterprise goals.
Second, clear responsibilities at all levels.
According to the current development situation of the enterprise and the demand for talents in the future development path, relevant jobs and responsibilities are formulated. At the same time, the corresponding salary was formulated, and the employees were promoted along the job channel, and the salary also rose simultaneously. At this time, their responsibilities should also increase equally. All this needs is that employees have the ability to take on multiple responsibilities, and only when they really take on the corresponding responsibilities and complete the equivalent work can they be eligible to enjoy the corresponding salary rewards.
Third, make a recruitment implementation plan.
At this point, what we need to think about is how to meet the needs of enterprises for talents. According to the above assessment of enterprise demand and current situation, we can know how many positions and personnel need to be recruited. Then at this time, what needs to be done is to formulate corresponding recruitment implementation plans according to the needs of positions and personnel.
Fourth, establish a training mechanism.
The development of enterprises is constantly moving forward. If enterprises want to do a good job in the talent ladder, they should also formulate corresponding training mechanisms. For those who conduct internal elections, we can fully understand their specialties and skills and conduct targeted training to ensure that they can contribute to the development of enterprises.
Verb (abbreviation for verb) makes an enterprise-level implementation plan.
The candidate's training plan is targeted and unique, so it can't be applied to all employees in the enterprise. In order to ensure the integrity of the talent echelon, it is necessary to sort out a career development plan for employees at the enterprise level. Whether it is external recruitment or internal training, it needs to be established under the perfect recruitment, training and retention system of the enterprise in order to continue its operation.
In short, in order to build a talent echelon, enterprises must be guided by enterprise strategy, clarify the direction of talent development, realize talent training and motivation through the construction of training system, the formulation of post qualification level and salary incentive policy, and the division of corresponding responsibilities, so as to effectively mobilize human resources and improve organizational performance, which is the real talent ladder.