Reserve cadres are reserve talents for enterprise management. Through a series of training and exercises, they eventually become middle-level or even senior managers. If enterprises want to develop in the fierce market competition, they must have management backbones and excellent talents. In addition to outsourcing, enterprises are paying more and more attention to cultivating their own management talents and creating leading figures who can lead enterprises to ride the wind and waves.
To this end, enterprises will generally go through strict and prudent recruitment procedures, select the most potential talents, conduct strict training, and enrich all the abilities and skills required for reserve cadres to become professional managers.
Color development method
Step 1: Understand the growth law of managers.
It is necessary for enterprise leaders and relevant personnel to understand the growth law of leading talents. This is the basis for the management of all leading talents. Some key points of leadership talent growth are as follows:
(1) To be a business leader, you must have some natural qualities.
As the saying goes, "look at the old at the age of three." Those who think that anyone can become a leader through study and training are very harmful.
(2) Leaders need systematic training.
Many people think that leaders can and should grow up without any help. Due to historical reasons, most entrepreneurs in China have succeeded by their own efforts, and they also agree with this view. In fact, this view is very dangerous. The next generation of business leaders should stand on the shoulders of this generation of business leaders and push the enterprise to a higher stage of development. The task is more arduous, the future competition is more intense, and the requirements for business leaders are higher. They deserve better training. Without well-designed training, the experience and skills of business leaders may leave blind spots, and these blind spots may become the achilles heel to deal with some challenges, leading to the failure of leaders, and the cost will be huge.
Pearson tube
(3) the core of cultivation
The most important way to gain leadership experience is practice. Different practices have different values for the growth of different leaders, so the core of training is to provide a series of practical activities that can help potential leaders gain experience most effectively according to everyone's characteristics. Classroom training can provide potential leaders with some basic knowledge needed for management.
Step 2: Make clear who can succeed in this enterprise.
According to the future strategy of the enterprise, the future enterprise leaders should be defined, and a successful leadership model should be established to provide direction for management trainees. The contents to be defined include:
1, ability factors: behavior, knowledge and motivation that affect the success or failure of leadership.
2. Personal factors: personality factors, motivation matching and cognitive ability that affect success or failure.
3. Work challenge: the challenge that a person needs to go through to enter the top.
4. Organizational knowledge: knowledge about organizational operation that senior managers should know (such as organizational functions, procedures, systems and services, etc.). ).
Step 3: Establish a development system.
The development time of management trainees can be long or short, and it is best to develop the system for three years. The development system mainly includes the following aspects:
1, on-the-job training
According to the work challenges and organizational knowledge listed in "Successful Leadership Model", combined with the actual situation of the company, a series of on-the-job training was designed for management trainees.
2. Consultation and communication
Generally, several types of tutors are arranged for a management trainee at the same time to guide them from different angles.
A) direct supervisor: provide guidance for practical work.
B) Senior management: enhance their observation and thinking ability.
C) Career development experts: provide professional growth advice.
D) Senior Brother: Teaching driving is especially aimed at people who just learn to drive.
E) Peer: exchange learning experience.
3, some basic knowledge training
The basic knowledge that Guan Peisheng can carry out intensive training includes: knowledge closely related to the company's products and services, some basic knowledge needed for management work and so on.
Step 4: Input talents with great potential.
According to the successful leadership model, we should pay special attention to the matching of talents with work and corporate values when selecting talents with high-level management potential that enterprises need. If the problem of matching leads to the loss of personnel, it will be a loss to both enterprises and individuals, and of course it will also bring a faint sense of loss to those who pay attention to the project.
Step 5: Make a personalized development plan.
According to the characteristics of each management trainee, make a personalized development plan for them.
Step 6: Evaluate and track its growth.
Evaluate the training effect of each management trainee at each stage and adjust the development plan according to the evaluation results. If it is not suitable to continue training as a management trainee, it should be transferred to other training sequences.
Step 7: gradually improve the whole process.
According to all kinds of feedback, improve the work of management trainees.
Reserve method
Internal culture
Internal talent training includes two aspects: establishing internal promotion mechanism and designing work content.
Internal promotion-through internal promotion, the vacancies formed by organizational development can be left to internal employees, so that employees and enterprises can develop together and increase the loyalty of employees, especially excellent employees. For example, the marketing organization system of Company A includes several levels, such as vice president of marketing, regional manager, office director and business representative. With the development of South China market incorporated into the company's plan, the company headquarters can transfer some regional managers or deputy managers with good performance or even some excellent office directors to take charge of the market development in South China, and some excellent business representatives can also be promoted to the post of office director.
Job content design-Whether the employee's job content design is appropriate or not is directly related to the quality of internal talent training. In a well-functioning human resources system, talent training is not just a matter for human resources departments. Managers at all levels in all departments should shoulder the heavy responsibility of talent training, and at the same time take the effect of talent training as an important basis for their performance appraisal. Managers at all levels should design targeted work contents according to the different characteristics and different requirements of their own departments, conduct continuous follow-up evaluation, and adjust the work contents according to the evaluation results. Through the establishment of a graded and responsible personnel training system, targeted human resources development is carried out for employees, so that outstanding employees can grow rapidly in practical work training.
newcomer
Recruit new employees from outside. Recruitment should be predictable, not an emergency when there is a shortage of staff. Talent recruitment can be carried out through regular job fairs and newspaper advertisements. ; It is also possible to establish a talent information base, and through the attention and regular exchange of talents inside and outside the enterprise, we can replenish talents in time and ensure the moderate strength reserve of key positions. For example, Company A plans to explore the South China market, but the company's marketing staff is already full. Therefore, according to the development plan or expectation of the South China market, the company can recruit a certain number of marketing personnel six months or even longer in advance, and give the company introduction, business training and job practice, so that they can quickly enter the role when exploring the South China market.
cultivate
Due to the increasing pressure of market competition and the acceleration of knowledge updating, it is necessary to carry out continuous and systematic training for personnel. Otherwise, not only the new employees can't adapt to the new job, but even the backbone employees of the company will be eliminated because of the aging knowledge. The human resources department should start with job analysis, conduct business and skill training according to the different requirements of each position and the gap between employees, and at the same time, adopt various training methods to improve and update employees' knowledge in view of market competition and knowledge development.
misunderstand
In the real society, many people think that ordinary reserve cadres should start from the grassroots level. Now there is a saying in society that reserve cadres are salesmen and handymen. In addition, some people think that there are not so many management positions in enterprises at all, and many reserve cadres are still in their original posts and doing their original jobs a few years later. They think that enterprises treat them as cheap labor. Some enterprises do have ulterior motives, but many enterprises really want to train talents so that they can realize their own value in the future and gain greater benefits for enterprises.
If enterprises reduce the requirements for recruiting reserve cadres, it will undoubtedly increase the training cost, which is not conducive to the development of enterprises in the long run. In fact, not all reserve cadres can become cadres, but they are more likely to become managers than others. Take the insurance industry as an example. Because of its special industry attributes, the setting of management positions is not like "a radish and a pit" in other industries, but only when you have the ability and performance to reach the promotion standard can you become a team manager. Some people mistakenly think that the recruitment of "reserve cadres" by insurance companies is actually the recruitment of general insurance salesmen, so everyone is here. In fact, if the conditions for insurance companies to recruit "reserve cadres" are not relaxed, they must not only have a college degree or above, but also have at least two to three years of departmental management experience, with an annual income of at least 40,000 to 50,000 yuan in the previous year ... Insurance companies will never recruit fresh graduates as reserve cadres. After joining the job, the training time provided by reserve cadres is three to five times or even longer than that provided by ordinary salesmen. Of course, the benefits will be different. If the performance is not up to standard, you will not be promoted to director within the specified time, and you will also be reduced to ordinary salesman.
Expand:
Cultivate motivation
In order to expand the layout
Since they are called reserve cadres, enterprises must have expansion plans. Take HSBC as an example, it is planned with a view to the vacancy of directors in the next five years.
Introduce multiple vitality
In addition to preparing for the future, introducing reserve cadres with other work experience can also bring new vitality to enterprises. Retail is a very flexible industry, and consumers' preferences and consumption patterns have been changing. If the store manager is promoted from internal staff, their past successful experience may limit their development. It is pointed out that reserve cadres with different industry experiences can often put forward new ideas beyond the old practices. When the company promotes new ideas, their acceptance is also relatively high, which invisibly affects other old employees.
There are no related courses in the school.
Some industries continue to recruit reserve cadres, which is related to the difficulty of professional development. For example, discount stores, convenience stores and other circulation industries can't find relevant training courses in all domestic departments, and operators have to cultivate talents themselves. Enterprises have different restrictions on the conditions of reserve cadres. Although some companies will set restrictions on the qualifications of candidates, most welcome newcomers to try. There are different policies for enterprises to recruit reserve cadres, some of which are several hundred at the beginning, and some of which adopt better troops and simpler administration, and the number of reserve cadres is limited to below 15 every year.
working environment
The research of human resources shows that the growth of talents does not depend on how many experiences he or she has had, but on how many challenges he or she has experienced in these experiences. The number of developed businesses only accounts for 65,438+0% of the capacity growth, while other experiences, such as leading a team (65,438+03%), innovatively solving problems (65,438+04%) and formulating departmental strategies (65,438+03%), will make the talent's ability fast and rapid.
These are four challenges that a successful business leader must go through. Experience the challenges of team management and coordination; Refers to the challenge of hosting and managing large-scale projects and tasks; Experience and participate in business operations, deeply understand the market and understand the challenges of customers; Understand professional knowledge and be familiar with the challenges of professional background.
Therefore, a successful enterprise manager, or talent, should experience these four challenges as much as possible in his work. The purpose of the management trainee program is to train future managers for enterprises. Therefore, at the beginning of the design project, most of them arranged internal inter-departmental rotation, leadership training and corporate culture training, so that future leaders could experience these four challenges roughly, in order to let the management trainees get enough exercise and become the top managers of the company in 10- 15 years.
References:
Guan Peisheng and Baidu Encyclopedia of Savings Cadres