Five steps of talent echelon construction, things we need to pay attention to when we are in the workplace, such as getting along with colleagues and talking with bosses and customers. I have compiled the relevant information about the five steps of talent echelon construction for everyone. Let's have a look.

Five steps of talent echelon construction 1 1. Significance of talent echelon construction.

First of all, we must clarify the meaning of talent echelon construction. In order to save time, the witty author found the answer from Du Niang. The so-called talent echelon construction is to train the successors of this group of talents in advance when the current talents are playing a role, that is, to make a good talent reserve, which can be replenished and replaced in time when these talents change, and the successors of this group of successors are also training or exercising, thus forming different levels of talents, as if standing on a ladder with high and low, which is vividly called echelon.

The talent echelon construction project hosted by the author this year, based on the company's post hierarchy, divides the talent echelon into three echelons: management cadre post echelon (mainly for director and manager posts), key post echelon (company core post) and reserve talent echelon (basic post, but it needs long-term training to be competent). The advantage of individual promotion is to make personnel training more targeted, but it is only applicable to large-scale companies.

Second, the implementation steps of talent echelon construction.

1, talent inventory, clear echelon personnel needs.

Talent inventory is the first step of talent echelon construction. Its main purpose is to understand the current situation of human resources in enterprises through talent inventory, and predict the requirements of the future development of enterprises for the quantity and quality of talents in combination with enterprise development planning. By comparing with the results of talent inventory, the demand for human resources of enterprises in the next few years is further clarified, and then the demand for echelon personnel of enterprises is further clarified in combination with the actual situation of enterprises. This is a complicated process, which requires a comprehensive inventory of the existing human resources of the enterprise, and at the same time needs to find out the demand in combination with the development strategy of the enterprise, so that the construction of the talent echelon is meaningful. Talent stock can be evaluated from the quantity and quality of personnel (including age, length of service, education, major, performance level, brain drain and other dimensions reflecting talent quality). Through inventory, we can know which human resources are sufficient but in short supply, which positions are competent, which personnel's quality needs to be improved urgently and so on. Only by understanding the current situation of enterprise talents through talent inventory and combining with the future development plan of the enterprise can it be clear which positions the enterprise should train.

2. Selection of echelon personnel

After defining the positions selected for the talent echelon, you need to select the corresponding echelon personnel. Generally speaking, the selection of echelon personnel is mainly part-time and mainly internal selection. Of course, external recruitment can also be considered when there is no suitable training target for particularly important positions. When making selection criteria, we should not only combine the quality requirements of talents in enterprise development planning, but also pay attention to knowledge and skills, and also give consideration to development potential to identify high-potential talents.

3. Formulation and implementation of training plan.

The formulation of training plan is particularly critical, which is directly related to the quality of echelon construction. The human resources department should first formulate a targeted "training and learning plan" according to the competency model of training positions (including knowledge, skills, abilities, etc.). Job requirements) and the quality of trainers. The following table is the standardized training course for echelon personnel of our quality manager position:

The training plan can be implemented in various forms, such as internal classroom training, outsourcing training, overseas training, self-study and professional title promotion, job rotation, etc. The following table is the wit mode of talent echelon training in our company:

In addition, the human resources department should strengthen the management and control of the training period, appoint instructors for trainees, supervise the timely implementation of the training plan, communicate with trainers, instructors and department heads, evaluate the implementation of the training plan in time, and make timely adjustments.

4. Follow-up evaluation of culture period

Tracking evaluation is a means to identify the training effect. The talent echelon assessment of our company adopts the combination of stage assessment (quarterly assessment) and final assessment, with KPI assessment as the main factor and 360-degree assessment as the supplement. Only those who pass the exam in one stage can enter the next stage of training, and those who fail the exam should be retrained. Those who fail to pass the examination for many times will quit the talent echelon to ensure the survival of the fittest and roll in and out. See the table below for details:

5. Promotion, appointment and post-evaluation of echelon personnel

Those who successfully pass the examination should be included in the talent pool in time and promoted to training positions. Only when training is not promoted, the construction of talent echelon is meaningless. In addition, promotion to the training post does not mean the end of talent echelon construction. It is necessary to evaluate the performance of trainees after promotion in time, which is not only the standard to test the effectiveness of talent echelon construction, but also the basis of the post-training system in the later period.

Third, the focus of talent echelon construction

1, the idea of talent echelon construction is basically the same, but it must be combined with the actual situation of the company.

2. Actively request the support of the company's top management and the cooperation of business departments.

3. It is essential to motivate the tutors in the process of training, paying attention to positive incentives, supplemented by certain negative incentives.

4. Pay attention to the dynamic management of echelon personnel to ensure the quality of echelon personnel.

5. Make clear the responsibilities of the personnel involved in echelon management and carry out their duties.

Five steps of talent echelon construction II

Determine which positions are the key positions of the company and clarify their ability 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.

Evaluate the current situation of the company's 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.

Clear ways 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.

Make a candidate development plan

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.

Clarify the course of action 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.