Talent inventory, like organizational development, has become a symbol of professional HR and a valuable output work. When you ask about Jiugongge, talent map, succession plan, high-potential talent training, etc. The name on the tall one came out. Generally speaking, the content of talent inventory project is really high, but the moisture of practitioners is also high. Recently, I just read a book about talent inventory, and while learning and practicing, I went to answer what talent inventory is.
Whether it is some articles of Baidu, the sharing of some big cows or the contents of professional books, talent inventory can successfully land on some common premises: open culture, high-level support, and the fulfillment of promises. But in fact, when people are in it, all problems will become sensitive. Even in the open Internet industry, there are only a few people who are really open and committed. We have only done more work in the use of tools, and there is still a long way to go in specific applications. Based on the book Talent Inventory written by Li Changcang and Zhao Shi, this paper focuses on the composition of talent inventory system and what can I do?
Based on Max Weber's Systematic Leadership Training, the original work puts forward a card model of talent training system.
It is obvious from the model that each of the four systems has its own internal logic, but the four systems must not be separated and need dynamic organic combination to play a role. However, from the perspective of the development stage of enterprises, large enterprises have a fine division of labor, and every link has practitioners. Small companies at the same time, different stages of development, destined to HR work content is diverse. So how can we use limited resources to enhance the value of our work? Or the four stages of returning to the talent training system?
Everyone must be familiar with this stage, such as iceberg model, competency model, quality model, job qualification and so on. There will always be similar keywords on the resumes of recruited students. But after in-depth investigation and judgment, many people's so-called iceberg model, ability and qualification are actually JD, and even JD is copied and pasted.
However, developing quality models from scratch really requires strong professional quality, and such people are few. What we do more is the process from 0.5 to 1. But JD is still too shallow, and we still have to show what is under the iceberg. There are many so-called high-quality models in Baidu, and the gold content is not low, even for a certain type of people, there are relatively focused models. Ability and quality are easy to import, but many people stay away from business and build cars behind closed doors. Our value lies in opening up, deepening our business, paying attention to the selection of capabilities and quality points based on the current business situation, and promoting the internal unification of standards and reaching consensus within.
The evaluation system is also widely contacted by everyone. The most familiar evaluation tool is interview, and there are indeed many tools for talent evaluation. The value of this stage is reflected in the use of tools. How to skillfully use tools and write evaluation objectively and accurately is a very difficult process. Take the interview as an example. Interview is a very effective evaluation tool, but not many students can use it well. One is because they don't know enough about the standards, and the other is because the setting of topics doesn't test their ability. My idea is to systematize the interview and apply SATR as pure as fire. There are many aspects and no shortcuts.
Compared with the first two, the inventory system will have much less contact with everyone. Generally, only large-scale enterprises will have the energy and financial resources to carry out inventory. However, it does not mean that small-scale enterprises have no inventory. The important result of the inventory system is the formation of a hierarchical talent map. Because there are few people, small-scale enterprises do not need to spend much effort to understand who the key talents are, where the core positions are, and what the talent structure of the team is. Regardless of the size of the enterprise, our value lies in identifying the risks of the organization. For example, what to do after leaving a key position? We plan ahead.
This system is even less. At present, the relatively scarce OD/TD/LD in the market can be summarized by this module, which has the functions of cadre training, leadership development and three axes. How to develop people, develop organizations and improve the efficiency of organizations is a problem to be solved at this stage. Returning to the talent level is actually a solution to choose parenting. This module can not be separated from the support of standard system and evaluation system, and only by finding the gap can we make up the gap. My idea is to develop myself, what is my goal, what is the gap between me and my goal, and how to improve myself through self-training. Pushing others by yourself, from point to surface, is a systematic process.