Do you know what are the five ways to cultivate talents? No matter where talents are needed, employers will compete for them, but many companies will cultivate their own talents in their own companies. Here are five methods I have carefully prepared to cultivate talents, hoping to help everyone.
Five ways to cultivate talents: 1 1, knowledge cultivation.
When training new employees, companies generally introduce products and their principles to new employees. The production factory will introduce the production process. For example, the production of milk needs to be sterilized at ultra-high temperature and low temperature, and then filled in a sterile environment. Knowledge is a relatively correct law summed up by others in practice and belongs to others.
2. Skills training.
The division of occupations is becoming more and more detailed. As far as human resources are concerned, from administrative management to human resource management, human resource management is divided into six modules, such as human resource planning, recruitment and training, and each module has skills that need to be mastered. For example, screening resumes, organizing interviews, organizing training and making training plans. The ability to use knowledge. When conducting internal skills training, general companies will introduce relevant knowledge first, and then impart operational skills. For example, when training the performance planning skills of various departments, it will be introduced first: the selection of indicators and targets of performance planning needs to conform to the SMART principle.
3. Thinking training.
This is a kind of training that teaches our employees to find problems, solve problems and improve their creativity. There are two forms of internal training: special discussion and practical training. For example, for the problem of lax product closure, managers already have a solution, but they will organize discussion meetings to let core employees participate and express their opinions, and managers will cause them to think in the process.
4. self-confidence training.
This is a link that is often overlooked by people. In the organization, a few excellent employees are always in the forefront, and they are all rewarded and commended, which brings encouragement to most employees, but also brings pressure to them. Some employees will have this idea, and I can't surpass them no matter how hard I try. There are also some leaders who often criticize their subordinates and euphemistically say, "I criticize you only because I value you." In this atmosphere, employees' self-confidence will gradually decrease, and after organizing their training, they may also have the idea that "I can learn whatever you teach, and I only have a few skills". And ignore their own potential. The potential of employees is enormous. My former company had a security guard who liked singing and organizing activities. After getting along for half a year, we authorized him to organize the company's annual party, which is also the most popular party in 10.
We should mobilize the self-confidence of employees as much as possible. Under the premise of high self-confidence, every employee has great potential, which is not affected by a person's age, education and personality.
5. Cultivation of values.
Enterprises generally have corporate culture training for all employees once or twice a year, and the evaluation of corporate culture is ubiquitous, such as telephone spot checks, questionnaires, and on-site questions from leaders. Only when employees' values are consistent with those of enterprises can employees' efforts produce the greatest value. For example, if a food production enterprise pays attention to quality, it may reprocess or even destroy the products when they are defective.
The HR of the company is often confused. Why is our training ineffective? Because we only trained external knowledge and skills, the internal knowledge of employees has not changed. In this case, knowledge and skills still belong to others.
Five ways to cultivate talents 2 The first step
The exploration of high-potential talents should be consistent with the enterprise strategy.
Top enterprises are committed to achieving a high degree of integration between the process of discovering high-potential talents (such as talent evaluation and development) and the leadership model. Maintaining the consistency between talent management strategy and enterprise development strategy is the basis of implementing effective talent management measures.
Top enterprises are more inclined to explore high-potential talents in the early stage of personal career development. 60% of top enterprises prefer to formally evaluate their employees at the beginning of their employment, while other enterprises only have 37%.
Top enterprises constantly adjust their high-potential talent reserves. It is not a once-and-for-all process for top enterprises to find high-potential talents. 80% of the top companies said they would remove individual employees from the current high-potential talent pool (compared with 50% of other companies).
Second step
Verify the effectiveness of talent discovery process to ensure high performance.
In the Asia-Pacific region, 95% companies evaluate employees through talent inventory. However, compared with other enterprises (49%), top enterprises (80%) are more inclined to identify high-potential talents through psychological evaluation. The effective implementation of evaluation can enable top enterprises to gain insight into whether a person's comprehensive qualities such as characteristics, ability, motivation (or potential) are consistent with the company's strategic needs.
There is little difference in the types of evaluation tools used by top enterprises and other enterprises to identify high-potential talents. As shown in the figure below, the most significant difference is that top enterprises tend to use competency-based assessment to identify high-potential talents (80% of top enterprises and 45% of other enterprises). This shows that top enterprises are well aware of the specific capabilities needed to promote business success, but a truly effective talent identification process must be verified by individual performance or company performance.
Comparison of assessment tools for identifying high-potential talents between top enterprises and other enterprises
In order to successfully identify high-potential talents, it is necessary to continuously evaluate the evaluation process. Compared with 49% of other companies, 75% of the top companies will evaluate whether their evaluation process is effective. Other groups of enterprises tend to measure the input of evaluation (such as annual cost), while top enterprises pay more attention to the results of evaluation process (such as the ability to fill key leadership positions, the professionalism of employees and leaders, and the retention of leaders and successors).
The best process to verify the effectiveness of evaluation tools
Third step
Through the accumulation of experience, employees can reach a "ready" state.
Once an employee is identified as a high-potential talent, the next step is to evaluate the employee's preparation for promotion, willingness to take on more responsibilities or experience role change.
Generally speaking, top enterprises will ask themselves: "What skills, experience and knowledge do employees need before promotion?" And "What opportunities do we provide for employees to develop relevant skills, experience and knowledge?" Top enterprises are more inclined to provide personalized development plans. Paying attention to personal development depends on the company's gap analysis of personal ability and integrating these achievements into the accelerated development plan.
Once the individual skill gap is determined, the company tends to promote the development of high-potential talents according to the principle of "70/20/ 10". In top enterprises, 70% of the initiatives are mainly related to job rotation, special projects and mobile operations to promote the development of all professional levels. The specific activities adopted by top enterprises to develop high-potential talents also change with different professional levels.
Measures for Top Enterprises in Asia-Pacific Region to Cultivate High-potential Talents at Different Leadership Levels
Fourth step
Retain high-potential talents through differentiated comprehensive compensation scheme
According to the risk management survey of E-An Global 20 15, the inability to retain key talents is one of the top five risks faced by enterprises. So, how should top enterprises retain their most valuable employees?
Optimize the salary of high-potential talents: Financial rewards are very important for retaining employees, so in order to affirm the value that high-potential talents bring to enterprises, most enterprises will adopt differentiated salary mechanisms.
Understand the personality preference of high-potential talents: personal preference should be considered when constructing the salary reward scheme for high-potential talents. Enterprises should understand the factors favored by employees, pay attention to the areas with the best returns, and design a few incentive factors to ensure the effectiveness of the talent retention mechanism.
Communicate the comprehensive salary scheme for high-potential talents: In order to create attractive work experience for high-potential talents, we must effectively communicate the comprehensive salary scheme with them. As shown in the figure below, top enterprises find that training and development have the greatest impact on rewarding high-potential talents. Therefore, in addition to salary, providing training and development opportunities for high-potential talents is an important strategy for top enterprises to retain talents, and it is also in line with the employee value proposition (EVP) of enterprises.
Top enterprises and other enterprises have the greatest influence on high-potential talents.
Step five
Evaluate the effectiveness of the scheme.
Evaluation is the last step to successfully implement the strategy of high-potential talents. Aon Hewitt 20 14 survey of the most leading companies shows that enterprises use different methods to evaluate the return on investment (ROI) of leadership development projects. Top enterprises (85%) are more inclined to evaluate the effectiveness of their high-potential talent projects than other enterprises (57%).
Top enterprises have the following experiences worth learning to ensure that the budget of high-potential talents can get an ideal return on investment (ROI):
Performance of high-potential talents: 75% of top enterprises will determine the effectiveness of high-potential talents projects through personal performance. This requires high-potential talents to be reclassified with reference to individual on-the-job performance, so as to ensure that the identified high-potential talents are reasonably related to on-the-job performance.
Promotion rate and retention rate of high-potential talents: compared with other enterprises, top enterprises are more inclined to use promotion rate and retention rate as the evaluation mechanism of high-potential talents. Top enterprises pay more attention to the measurement results to judge whether the strategy of high-potential talents is feasible.
Leaders' sense of responsibility: the leaders of top enterprises are more likely to be responsible for the career aspirations of the high-potential talents they manage. For example, top enterprises are significantly higher than other enterprises in terms of retention rate, performance, internal staff flow and management feedback.