Five steps of constructing enterprise talent strategy
Source: Entrepreneurial countries
How to understand the relationship between recruitment and employee, training and development, salary and welfare, performance management and company management strategy? How to organically embed HR function into the overall strategy, and then form a systematic talent strategy to provide personnel and organizational guarantee for the company's development and change? These are not only the severe challenges faced by the top managers of enterprises, but also the responsibilities of human resources practitioners. For the planning of talent strategy, it is particularly important to jump out of the perspective of departments and functions, establish the overall concept, understand the system framework and master the integration tools.
Dr. Xin Rong, vice president of China Europe International Business School and professor of leadership at Bayer, proposed in his new book "Five-Star Model of Talent Development" that talent strategy should be systematically constructed through five dimensions: corporate culture, team building, knowledge sharing, performance management and organizational development.
The first step: corporate culture
Corporate culture is the orientation of talent strategy and lays a positive tone for talent development. It is the values of enterprises and the code of conduct of employees, the basis of what kind of atmosphere an organization can produce, and the standard for employees and enterprises to use resources. Xin Rong believes that a good corporate culture should meet two requirements: cohesion should be formed internally to ensure the stability of various mechanisms, processes and systems; To adapt to the outside world, so that enterprises can flexibly respond to the needs of customers and the market. A good corporate culture has four functions: to make employees have a sense of mission, fully adapt to the market, improve employee participation and generate leverage.
Xin Rong emphasized that enterprises should use their own culture to attract talents and hire talents who agree with their own culture. After employees are employed, enterprises should further strengthen their recognition of their own culture. Only in this way can enterprises make employees feel a sense of belonging and win the loyalty of employees. Enterprises can use stories, conventions, physical symbols, language and other means to convey their values to employees through recruitment, training and development, performance management, and leadership role models.
Step 2: Team building
Xin Rong pointed out that team building is the key to talent strategy, because it directly affects the core elements of talent strategy? People. Team building includes the planning, selection and training of talents. The planning of talents should first focus on the goal of the enterprise: what kind of talents does the enterprise need? What kind of performance do you need them to create? Therefore, evaluating talents is the primary task.
Before recruitment, enterprises should establish job models, and different jobs have different requirements for skills. But generally speaking, the post model should include the professional knowledge and skills, management knowledge and core competence, values and behavior characteristics of employees. The professional knowledge and skills of employees, as well as management knowledge and core competence, are relatively easy to observe and evaluate. However, employees' values and behavioral characteristics are intangible. When recruiting and selecting employees, structured behavioral interviews and other tools can be used to evaluate them. For those who are most difficult to measure potential in talent evaluation, we should pay attention to three aspects: learning ability, dedication and ability.
Step 3: Knowledge sharing
Knowledge sharing is the booster of talent strategy, which not only gathers employees' individual knowledge into organizational knowledge, but also precipitates it as the basis for improving organizational ability; But also promotes communication among employees and improves their personal performance. Xin Rong believes that knowledge sharing needs to consider three links: knowledge source, information system and sharing channel. From this, a series of knowledge sharing activities are launched: collecting all kinds of explicit knowledge and seeking the knowledge carrier that can be spread; Excavate tacit knowledge among employees and make it explicit through various ways to form explicit knowledge; Through various platforms and channels, the above explicit knowledge can be shared among employees.
Only by establishing corresponding incentive mechanism can enterprises protect the reasonable interests of knowledge owners, stimulate their desire to share knowledge and finally realize the transformation and sharing of knowledge. First of all, enterprises can combine performance management to establish an evaluation index of knowledge contribution rate, so that knowledge sharers can get due benefits; As a supplement, enterprises can guide employees to share knowledge in various ways, so that everyone can realize the role and value of knowledge sharing in improving their work.
Step 4: Performance Management
When enterprise resources are limited, how should we grasp the focus of talent strategy? Xinrong's suggestion is that we might as well concentrate our limited resources on recruitment, appointment and performance incentives. When it comes to performance management, its evaluation system should at least include four levels: performance objectives, core competence of employees, professional competence and potential.
Through the evaluation of employees at different levels, the organization can decide what help to give employees and how to provide effective training and development opportunities and platforms for employees. Of course, the evaluation results have also become an important basis for employee motivation. However, in terms of employee incentive mechanism, the first thing an organization should change is not to think about what to give employees from the perspective of managers, but to think about what the needs of employees are and how the organization can meet their needs.
Step 5: Organizational development
Xin Rong suggested that when considering the development of enterprise organization, we should first diagnose the organization to see if the structure of the organization matches the strategy; Secondly, enterprises should ensure that the coordination and cooperation of employees are effective in such an organizational structure; Finally, enterprises should attach great importance to the development and promotion of leadership, and make an inventory of senior executives' leadership every year in order to better cultivate them and make them make more contributions to the enterprise.
In order to develop leadership, the human resources department of an enterprise must make a succession plan. According to different positions, enterprises can divide those who are prepared, those who have been prepared for one or two years, and those who have been prepared for more than two years into people to be inspected. There should be at least ready-made successors in key positions. Therefore, talent reserve is as important as capital, equipment and technology reserve. After classifying employees, especially core and high-potential employees, enterprises should establish talent development plans and talent files. In the short term, the talent file can be used as a tool for successor and development planning, so that leaders can effectively carry out career and talent development planning, organize inventory and talent calibration. In the long run, the talent file will become the resume database within the enterprise. This is the key to ensure the sustainable development of enterprises and make them invincible for a long time.
Talent strategy of modern enterprise management
Source: Presidential Network
First, rewards and punishments
As Gao Qi and the tomb said, Liu Bang did have some rogue habits, but the rogue emperor had a great ability, that is, he grasped the discretion of rewards and punishments very accurately. In fact, to stimulate staff morale, say 1000 to 10000, what is that? Reward? With what? Punishment? . However, the mastery of these two words is a profound knowledge, which can be desired but not sought, and even difficult to master for a lifetime.
At that time, Liu Bang started an uprising in Pei County. Attacking the county seat, Pei County ordered the people to resist, and Liu Bang issued a letter to the whole city for publicity. Qin Zheng is heartless. If the city is breached, everyone will suffer. I hope the people can work together in Qi Xin to get rid of Pei County. As a result, the people responded to the call and rose up to attack Peixian County. This kind of reward means and mastery of the temperature are very good.
Han Xin captured Qi, and Han Xin was advised that if Han Xin took refuge in Xiang Yu, Xiang Yu would win; If you are still attached to Liu Bang, Liu Bang will win; Self-reliance, first foothold, then win or lose. Han Xin thought that Liu Bang was not thin to himself, so he sent someone to tell Liu Bang that if he didn't have a title, it would be difficult to rule the old people of Qi, hoping that Liu Bang could give him a title? Fake king qi? . Han Xin blackmailed dignitaries! Hearing this, Liu Bang flew into a rage and cursed. This shit Han Xin, strategist Sean secretly kicked Liu Bang, and Liu Bang suddenly woke up and changed his mind immediately. This shit Han Xin, if you want a fake king of Qi, you can seal a real king of Qi. ? Therefore, Han Xin is dead set on Liu Bang.
As a business leader, you must make good use of your own? Reward and punishment? Yes, grasp the temperature of rewards and punishments. As the author said in Learning Management from Farmers, what are the four seasons? In spring, more rewards are not punishments; In summer, more rewards and less punishment; In autumn, less rewards and more punishments; In winter, there is no reward, more punishment.