More and more managers are beginning to realize the importance of organizational development and learning and development in enterprises. In order to shape the ability to support the realization of enterprise strategy, they began to set up organizational development centers and design talent training systems including high-potential talent training projects, successor management (successor plan) projects, career planning and development.
However, for the talent development under the blended learning strategy, success must be the result of the right time, the right place and the right person, careful planning and preparation, and corporate culture.
Therefore, I decided to take some time to record the successes and shortcomings, regrets and surprises in the practice process, and make a reply.
First, how to think about talent development?
The first step is to anchor the ability standards of key talents in combination with the company's development goals;
The second step is to take stock of the current situation of key talents' ability and find out the ability gap;
The third step is to design talent development projects in combination with the gap to make up for the gap.
Second, some thoughts before starting the talent project
Quoting the original words in the Book of Rites, "Everything is prepared, and if it is not prepared, it will be wasted", which means that "everything will succeed only if it is fully prepared in advance, otherwise it will fail. It is suggested that the following matters should be considered before starting the talent development project:
1. Is the timing right?
Companies often convey "what are we going to do, what are we going to do?" As the head of the talent development department, what should we not only know? Still wondering why? Question, why haven't we done it yet? Which of these organizational gaps are related to talent development? If we don't understand what they are saying at all, we can't start the talent training program because landing is a big problem.
I can hear the pain behind the enterprise.
Business departments often present their achievements, challenges and complaints at meetings. As the head of the talent development department, we should strive to attend more front-line business meetings, and at the same time, we should think about what impact these business departments will have on the company's business departments and human resources departments if they fail to meet the company's goals. Think about what problems can be solved or helped through training and learning, think about how to help the business through professionalism, and don't let the business department think that you are a layman.
I can hear their determination to change.
In the real organizational environment, everyone seems to see the problems in the organization, but they just postpone taking action to change. This phenomenon is overwhelming, and the fundamental reason behind it is that "those in power lack the heart to change the status quo." As the head of the talent development department, we should create opportunities and channels to understand the real thoughts of those in power and put forward a step-by-step talent development plan. Otherwise, it is likely to be a tragedy that "company leaders and business departments put forward high talent development goals, but only allocate a small project budget".
Accumulate contacts
When the project is difficult to implement, you need a group of authoritative people to step forward and escort the project.
Talent training programs are different from general training courses. Company leaders and business department heads are important stakeholders of the project (they not only have different degrees of participation and support in the project process, but also have a veto power over the final result and success of the project. Before the start of the project, list 3-5 stakeholders of the talent project, including at least company leaders and business department heads. If these are not determined, the chances of success of the talent project are very small, and the more complicated it is, the greater the risk.
5. Matching resources well
If a mixed talent development project is compared to a battle, the resources in the project are the weapons of the people in charge of talent development.
Talent development must first go through evaluation, training, action learning, job rotation, group counseling and senior management counseling. , but also need to know when to use what weapons. Often, some of these weapons need to be purchased at a high price outside, and some need to be excavated through internal mechanisms. The challenge of external resources development lies in whether the most expensive is the best or the most famous is definitely suitable for you, or whether you should match resources with your own development goals and do in-depth research.
6. Have you thought about the plan to build momentum?
Talent training program is not a one-day or two-day event. A project cycle is as short as half a year and as long as one or two years. How to make the enthusiasm and positive performance of project participants last is the most headache for the person in charge of talent development. Before the start of the project, a series of preparation plans should be made, and at the same time, they should be constantly summarized and corrected in time.
The implementation standards and processes of personnel training are actually those. The standard of good implementation is not that you follow the process and advance according to the nodes, but that you should constantly focus on the learning and development goals, constantly think back about which links need to be optimized, and constantly sum up and correct.