Recently, a good friend called me to complain about these two years. My friend is a typical technical talent. He couldn't climb the management position in his previous unit, and he couldn't get promoted for many years, so he jumped to his present company two years ago. At the beginning, the company decided to change jobs because there are many career development channels besides management sequence. Even if it is not suitable for managers, it can take the technical sequence and become an expert at the rank of department manager. Two years later, his work performance has far exceeded the technical channel promotion standard stipulated by the company. However, after waiting, the company has been slow to move. In the past two years, no one has evaluated his potential and performance, and no one has mentioned his ability improvement and rank promotion. In addition to comfort him, I also began to think:
Multi-channel career development system only draws a blueprint for employees' career development, which is just a good start. To implement, to implement, we must rely on the corresponding management system of enterprises to support.
First, the problem analysis
Non-performance ability evaluation system
Generally speaking, rank promotion depends on two fundamental conditions: one is performance and the other is ability.
Many companies will also take performance and ability as promotion criteria in the design of career development channels, but in practice, due to the lack of performance appraisal system and ability evaluation system, the standards are often unfounded, so promotion is stranded indefinitely, or formally it will eventually return to the old road of seniority and leadership will.
There is no training and promotion path.
After evaluating the performance and ability of employees, the gap between their own level and higher vocational level will be clear at a glance. But finding the gap is not the goal, and narrowing the gap until it is competent is the goal of the multi-channel career development system. In reality, companies often organize general and basic training for various reasons, such as cost and design difficulty, while ignoring personalized and targeted ability improvement training for employees.
There is no room for actual exercise.
To realize the multi-channel career development of employees, it is necessary to provide employees with practical training opportunities in different positions. But the reality is often that when there is a job vacancy, some employees are afraid to use it boldly, although they already have the qualifications, because they are afraid that people without relevant work experience can't cope with the actual work. In the end, it will enter a situation where foreign monks love to recite scriptures and senior support is useless, making the multi-channel career development system useless.
Free incentive mechanism
The promotion of rank will inevitably require a raise. Some companies have not made systematic thinking and reform when designing multi-channel career development systems. The promotion of rank has only honor and symbolic significance, and there is no obvious difference in salary, which greatly reduces the incentive effect.
Second, the solution
Figure 1: multi-channel career development system support solution
Establish supporting performance appraisal and ability evaluation.
Performance appraisal and ability evaluation system is the premise of multi-channel career development system.
The results of performance appraisal must be used for rank promotion, so it is necessary to establish the company's performance appraisal system accordingly, and control the proportion of each appraisal level to meet the requirements of rank promotion ratio, so as to reasonably control the promotion speed of employees. For example, if the proportion of outstanding employees is too large, it will make it easy for employees to go to the next higher level, thus degrading their ranks; If the ratio of excellent to good is too small, employees will feel hopeless for promotion, which will greatly dampen their enthusiasm.
Performance appraisal is to solve performance conditions. Employees who are outstanding in their current posts and ranks may not be fully qualified for higher posts and ranks, but they should also have corresponding abilities and potentials. Therefore, it is necessary to evaluate the ability scientifically. Generally speaking, the ability development goal in performance appraisal can be set according to the required ability of higher vocational colleges and the current gap, and then the ability can be evaluated through evaluation institutions, according to evaluation indicators and standards, using corresponding evaluation tools and methods, and organically combining with performance counseling, feedback and improvement plans.
Carry out targeted capacity-building training.
Establishing a training and counseling system for the shortage of employees is the basis of a multi-channel career development system. A perfect training system can meet the needs of enterprises and realize the organic connection between employees' ability and target team. Combined with the competency assessment mentioned above, we can design personal competency training courses for companies and employees according to the deficiencies in the competency assessment results. We can also improve the competence of employees in higher vocational colleges through systematic training, mentoring system, on-the-job training and other training forms, and make full preparations for promotion.
Figure 2: Training process based on multi-channel career development system
Establish a practical platform combining long-term and short-term
Building a practical platform for employees to adapt to new positions and ranks is the key to a multi-channel career development system. After passing the competency assessment and training, employees should be provided with opportunities to contact, observe and practice with the target ranks in time, such as visiting and simulating operations, or accelerating the growth of employees through on-the-job training, job rotation, secondment and assignment. When there are job vacancies due to the expansion of business scale, personnel turnover and other reasons, priority is given to internal selection to provide employees with development potential with broader development space and practical opportunities.
Constructing salary system based on employee's career development
Establishing a matching salary system is the traction of multi-channel career development system. The salary system should implement broadband salary, so that the changes in employee ranks and development channels can be linked to salary in time, and more differences in employee abilities can be accommodated at the same salary level, so that the development of employee abilities can be reflected in the salary system and employees at all levels with different career development channels can be effectively motivated.
In short, the multi-channel career development system is definitely not an isolated and closed policy system. It must be supported by related supporting systems such as performance, training and salary, which is the secret of the multi-channel employee career development system taking root.
(The author is Mars, the Zhi Ding Leadership Center)