Secondly. Call a meeting of the company's management personnel to publicize the company's talent echelon construction system, so that the heads of various departments can fully understand, support and cooperate. On the one hand, the human resources department can fully publicize the talent construction plan in the company, on the other hand, the department head will implement the plan in time, forming a talent training momentum in the whole company.
Here we go again. The department manager evaluates the employees according to the conditions of meeting the echelon members, and plans the number and time of trainers, and brings this work into the assessment of the department head. What kind of ability must be cultivated in a quarter or half a year? If anyone is found to meet the needs of echelon construction, it should be reported to the Human Resources Department for the record. The Human Resources Department should fill in the membership information form and communicate with members in time about their development direction, advantages and disadvantages, and what kind of promotion and training they need.
Finally. According to the system, personnel training and selection are carried out, echelon members are tracked and assessed, and talents are evaluated once every quarter or half a year. Timely arrangement of needed training can promote promotion in time, and the talent echelon construction system should be fully implemented. If only the system is formulated and not implemented, the construction of talent echelon is useless.