In order to reserve and cultivate management talents and key technical talents in a planned way, better plan employees' career, do a good job in the successor reserve of HR departments, and prevent the adverse effects caused by changes in important talents (such as resignation, promotion, transfer, etc.).
Second, the definition
Successor: refers to the person who has initially met the moral, knowledge, skills and attitude requirements of the relevant post at the next higher level, and created opportunities for him to experience higher-level work and produce performance, and once he leaves his post, he can be taken over by the superior supervisor.
Three. principle
1. Adhere to the implementation principle of "system management", organically combine successor training with talent training and development, career development, performance management, promotion and elimination, and promote the level of human resource management.
2. Adhere to the training principle of "internal training first, supplemented by external introduction", and adopt the method of "rolling in and rolling out" to carry out circular training, so as to continuously maintain the vitality and vitality of the successor team.
3. Adhere to the training principle of "core competence standards" and strive to train talents with the ability and quality of each position.
Fourth, the selection of successors
1. Select the purpose
Through scientific evaluation, carefully select successors with real leadership or professional potential, so as to establish the concept of employing people and promoting talents in departments.
2. Select indicators
1) knowledge, experience and work performance: employees with comprehensive knowledge, rich experience and outstanding performance have strong comprehensive quality and are convinced by the public.
2) Key qualifications: The leadership model is the highest and most important indicator of "successors", including four aspects: winning confidence (including industry insight, innovative thinking and persistence in achieving goals), quick execution ability (including team leadership, outspoken, team spirit and determination), sustained kinetic energy (including cultivating organizational ability, leadership and work dedication) and core characteristics (enthusiasm for business).
Step 3 choose tools
1) Basic conditions are analyzed through personal materials and job descriptions, combined with employees' daily work performance.
2) Key qualifications are analyzed through questionnaires or interviews, such as performance appraisal forms and leadership evaluation forms.
4. Selection process
Regarding the answers to the following three questions, the heads of departments submitted a list of 2-3 successors. After the approval of the department heads, the heads of each department formulate and implement the successor training plan, regularly review the training process, and evaluate the growth of successors.
1) If you leave suddenly, who can replace you?
2) Who will take your place in a year or two?
3) Who will take your place in three or four years?
Five, successor training methods
1. 1 intra-ministry rotation: rotation among different posts in the ministry to familiarize them with the main responsibilities and cooperation among different posts in the ministry. The rotation period is divided into three months and six months in principle, and the specific rotation time is determined by the person in charge of each department according to the actual situation.
1.2 Inter-departmental rotation: rotation among different departments within a department to familiarize them with the main responsibilities of different departments within the department and the cooperation between different departments. In principle, the rotation period is one year, and the specific rotation time is determined by the department-level supervisor according to the actual situation.