Reprint the following information for your reference.
Firstly, the database of competency model of compound management talents is established.
It is necessary to define the business strategy and long-term and short-term goals of the enterprise, and determine the quality and ability of the senior management personnel that the enterprise needs in the future according to the business strategy, post characteristics, corporate culture, customer requirements and the quality and ability of the existing senior management personnel, and refine and quantify these indicators; The skills designed here are not only general understanding, but also factors such as personality, temperament, decision-making, judgment, performance and "soft skills" that cannot be reflected in resumes.
For senior positions, leadership is much more important than technical ability.
Regularly enrich the information of management talents through performance evaluation and ability test methods such as evaluation center; Implement the evaluation.
Through the evaluation meeting of senior management, decide the candidates for promotion and formulate the career plan of the candidates; Provide feedback and implementation plan, feed back the evaluation results to candidates, and update relevant data and development plan regularly.
IBM defines 1 1 ability or behavior as the leadership ability that all IBM leaders, including the top management, should have.
As early as 1995, IBM conducted a comprehensive investigation within the company, trying to find out the characteristics of identifying outstanding business leaders.
Results IBM identified 1 1 kinds of abilities or behaviors, which should be possessed by all IBM leaders, including senior managers.
This 1 1 ability or behavior includes four aspects: determination to win-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; Core quality-passion for business.
In 2003, IBM added 10 indicators to leadership: establishing customer partnership; Cross-organizational influence; Embrace the challenge; Lateral thinking; Make a wise decision; Take strategic risks; Win trust; Promote growth and performance; Cultivate talents and develop associations; Passionate about the future of IBM.
The top ten capabilities correspond to IBM's three values: "achieving customers, innovation is the most important, integrity and responsibility".
These indicators are a standard for IBM to select and cultivate * * *.
IBM evaluates potential leaders and all managers according to these competency characteristics every year.
IBM selected the best 300 managers from 3,000 regional directors and above as "tomorrow's stars".
The selection of "the star of tomorrow" is the responsibility of IBMCEO.
This process will start in March, usually in summer, and they will meet every week to evaluate the performance of leaders of various business departments according to this standard.
IBM has its own management training courses. If a "rising star" is found to lack certain abilities, he will be sent to a training center in the United States to receive such training courses. This training center is a campus environment, close to the office of IBM headquarters, and many IBM executives have experienced such training.
Internal experience "mentoring system" has always been adhered to by IBM, and the company's top management will give a speech on it every issue to share personal expectations and experiences with you.
For the "stars" in various regions, IBM also has a guidance and counseling plan, which will guide IBM branches outside the headquarters to tap the future needs.
A one-year follow-up survey was conducted on 564 undergraduates majoring in mechanical electronics recruited by a fortune 500 electronic manufacturing enterprise in 2004. When they entered the factory, they conducted psychological tests on everyone's personality factors, mental health and comprehensive quality.
Among them, personality factors include psychological quality, professional ability, desire for achievement, creativity, adaptability and business management ability; Mental health tests include depression, anxiety, hostility and fear; The comprehensive quality test includes verbal ability, mathematical ability and reasoning ability.
After working for one year, these college graduates were assessed for their performance, among which 67 were excellent, accounting for 13%. There are 138 people in Grade A, accounting for 46%; 196, accounting for 38%; 63 people were C, accounting for 12%.
From the results of its performance appraisal, we can draw five abilities that distinguish the excellent performance of fresh graduates from that of ordinary graduates, namely, initiative, communication and coordination ability, environmental adaptability, learning ability and problem-solving ability. I also summarize the psychological test curves of the above fresh graduates according to five categories: excellent, A, B and C, as shown in the figure.
Because this year's graduates come from famous universities all over the country and their grades are in the top ten of the class, there is little difference between their professional ability and creative ability. The main gap lies in their psychological quality, desire for achievement, adaptability, communication ability and mathematical ability. Their statistical data are basically consistent with the ability of performance appraisal, which shows that the overall competence of graduates this year is correct and the psychological test is scientific.
The general ability of college graduates should be recruited with excellent performance. The serial number of the evaluation project is the capacity evaluation weight. The winner is the average performer, and the poor performer is 1. The desire to learn 10% is very strong. There is not much difference 2. Environmental adaptability 10% adaptability is fast, average, with little difference 3. Responsibility 5% is average, with little difference 4. Diligence 10% is average, with little difference between 5 disciplines 15%, with little difference between disciplines 6. Initiative 10% is strong, with little difference between 7. Interpersonal skills 10% are strong, with little difference between 8. Proposing to improve problem-solving ability 10% is excellent, with little difference between 9 internship weeks.
By evaluating the skills of employees, we can find out who among the existing personnel may become successful leaders in the future, lock in the best future leaders in these companies, and invest enough resources to train them.
Because all succession plans assume that the vacancies caused by the change or adjustment of senior management will be filled by people inside the enterprise.
Therefore, the plan must first determine the training needs of employees included in the follow-up plan.
Companies should constantly deploy targeted training objectives to meet one challenge after another, and support their development through a series of formal leadership training programs.
The top management of the company should also provide them with additional guidance to help them make up for the lack of skills and experience.
The success of succession planning depends on whether the management team can actively and effectively improve the ability of candidates.
Third, design different levels of leadership training courses.
Take Motorola Company of the United States as an example, it is in a leading position in training talents and has accumulated a set of systematic mechanisms.
The human resources department of the company will first provide employees with "* * * talent standard evaluation service", including 180 degree or 360 degree evaluation analysis.
For individuals, this evaluation provides highly personalized feedback data for all kinds of talents to make their own personal development plans (IDP) in a more systematic way. For organizations, this kind of evaluation provides more objective data, which helps organizations to choose their own talents and make more effective and targeted succession planning.
Then make personal training plan and follow-up counseling plan.
A set of four-level * * * talent training programs can make students have a clear purpose.
The first level is the "Leadership Effectiveness Training Program" (LEAD), which focuses on improving the management skills of junior managers so that they can be competent for higher management positions; The second level is "Company Intensive Management Training Program-Basic Class" (Camp-E), which focuses on building efficient teams and helps middle and senior managers to build excellent teams to solve practical business problems of the company. The third level is "Company Intensive Management Training Program-Advanced Class" (Camp-A), which focuses on cultivating students' "self-awareness" and "preparation" for the future, aiming at enabling senior managers to master the key knowledge and skills necessary to undertake senior management positions in accordance with the global talent model; The fourth level is "Business Development Institute Project" (BDI), which focuses on "business acumen". This is an intensive training program to provide supervisors at all levels with all kinds of skills, knowledge and tools needed to lead the organization and improve profits. Participating in this training program is a high-intensity experience based on performance, which can improve students' ability to cultivate excellent financial decision-making while paying attention to key business issues.
Through the above-mentioned process of self-awareness and professional counseling, key talents will be able to improve their leadership behavior in a faster way, thus improving their leadership level.
Fourth, formulate a set of systematic, continuous and fair evaluation criteria.
Assess and evaluate the qualities and abilities of these trainees in stages.
Judge whether they really have an excellent personal quality, whether their personal knowledge and ability have been improved, and whether it is necessary to adjust the leadership training program.
On this basis, we should adjust the training objects accordingly, constantly eliminate unsuitable candidates and constantly add new ones.
According to the assessment and evaluation results, select key training targets.
Make sure they realize the importance of their own development to the future development of the enterprise and let them get more exercise opportunities.
Establish an accelerated talent pool.
The accelerated talent pool is a subset of the company's future management talents.
The company is a dynamic development process, and it is hard to say that it is to choose a person to fill a specific position.
Therefore, it is time to stop this practice and train talents for a certain level rather than a specific position, so that when any position at a certain level is vacant, the talents in the library can generally adapt to this position.
What we have to do is to select the best people from them.
Establish a talent evaluation Committee.
The members of the Committee should be the CEO or someone who reports directly to the CEO.
The job of the members of the talent evaluation Committee is to decide who will enter the accelerated talent reserve. Therefore, the operation of the accelerated talent reserve should not only be done by the human resources department, but must be owned and managed by the top management of the company, nominated and recommended throughout the organization, and then decided by the talent evaluation Committee.
Systematically explore high-potential talents.
A person with average performance in his current job may have high work potential in other aspects.
Therefore, it is necessary to systematically find all kinds of talents at all levels of the enterprise.
For these occasional talents, it is necessary to adjust their positions in time according to their potential, provide them with more development opportunities, increase exposure and help them grow rapidly in suitable positions.
Diagnose talents according to future needs.
We evaluate and record the talents' performance in directional training based on the abilities required by organizational development, observe their ability performance and some characteristics according to the integrated data, decide who can enter what level of accelerated training, and help them develop at a higher level according to their weaknesses and strengths.
The training plan and assessment of the talent echelon of department managers should be based on whether they can train talents for the company as the main measure of promotion or demotion.
As for the evaluation index of managers, the department index decomposed from the company's strategic index system is generally taken as the main index, and then combined with the company's competitiveness index system, thus forming the main evaluation index system of department managers.
In the index system of core competitiveness, we emphasize the training and assessment index of talent echelon.
Why? Because of the training of the company's talent echelon, in fact, the final choice is not in the company's human resources department, but in the hands of the responsible persons of various functional departments.
We often say that the real human resource manager is not a human resource manager, but the person in charge of each department, that is, the front-line manager.
For a standardized human resource system, the main power of selecting, educating, using and retaining talents lies in the hands of department managers, who are the main personnel trainers.
Talents often come from the company, but often go because of the boss.
Therefore, in order to form a benign talent echelon, it is necessary to implement the training plan and assessment of the talent echelon for department managers, and take whether it can train talents for the company as the main measure of promotion or demotion.
We should establish an idea among middle and senior cadres: if the person who brought you here can't make achievements, it's your responsibility, which means you are incompetent.
There are no incompetent employees, only incompetent supervisors.
Whether employees have a sense of belonging to a company or are at arm's length depends mainly on their leadership skills in the workplace.
If managers spend a lot of energy to help their subordinates succeed, many employees will feel valued.
Managers who attach importance to talents will allocate work according to employees' specialties, provide employees with adequate logistics support, respect employees' opinions and promote employees' progress.
The role of managers should be to cultivate talents for the company and create lasting profits.
Those who can only succeed in their own work but don't know how to motivate others should not be promoted to the position of manager.
The IBM Leadership Development Plan provides a more in-depth operation method for our above viewpoints through the design of several systems.
The first is to share authority and demand responsibility.
Companies that still hold the mentality of "whoever is in power has power" believe that sharing the authority of leadership development will mean that no one is responsible for the results.
IBM abandoned this view and developed a comprehensive and result-oriented approach.
SamPalmisano, Chairman and CEO, elevated this human resource thinking to the height of core values. He believes that every manager and executive of IBM has the responsibility to discover and develop * * *.
We go all out to make this principle the cornerstone of our core values.
IBM's powerful senior management team with more than 300 members has established clear leadership expectation standards to ensure that individuals with leadership potential are found and discussed at the quarterly meeting of the top management.
In these meetings, senior managers participate in what IBM calls "five-minute training".
During the drill, every senior manager must be prepared to recommend at least one employee who shows leadership potential from his own business department or functional department.
Peng presided over a five-minute exercise, demonstrating his commitment to this process.
As we all know, if these "high-potential people" are not given broader tasks in a relatively short period of time, someone in the chairman's office will look for the top managers on the recommended list.
To some extent, IBM's line managers are responsible for leadership development: they know that unless they show the skills to develop * * * *, they will not be able to hold senior positions.
Like senior managers, line managers must fully explore promising talents and ensure that high-potential personnel are found in various meetings and occasions.
Let the key training objects audition for leadership roles.
At this stage, the existing senior leaders should play an active role in the development of these high-potential talents, and they should often contact these key training targets, so that these people can have a deeper understanding of the company's strategy and business objectives.
Establish small joint ventures or internal enterprises to enhance the comprehensive management ability of potential leaders.
Managers can also be transferred horizontally across departments and business units.
For example, the leader of the global business department of Dow Chemical Company can serve as the president of Asia-Pacific operations once, thus gaining cross-functional leadership; For another example, the future leader of R&D department can be appointed as vice president of procurement, thus broadening his professional skills.
Focus on it in a difficult position: there is no better way to test a leader's ability than practicing in a difficult position.
There is a rule that GM trains leaders, that is, the better the talents, the harder it is to engage in new business or industries with sluggish business.
Because the more difficult and challenging the environment, the more it can inspire the courage of the leader to struggle and inspire him to constantly seek solutions.
Training in different departments: Multinational enterprises pay special attention to improving managers' experience in cross-departmental work.
Every year, Hitachi and Mitsui send several managers with development potential to the corporate headquarters to exercise as the chairman or assistant to the general manager respectively, which extends their business vision to the overall strategic level of the company and also provides opportunities for selecting and evaluating senior successors.
When selecting managers, foreign companies prefer people with broader backgrounds to those with expertise in one or two aspects.
Their company encourages managers to look for opportunities in unfamiliar environments, including international assignments and projects aimed at honing new skills.
When Mr. Wilson was the chairman and president of Allstate Financial Company, he appointed an internal manager as the chief financial officer, although he lacked experience in this field.
In order to ensure his excellent performance, Mr. Wilson appointed two more experienced financial commissioners to support the manager. "I am sure that he can not only learn the skills needed for his job, but also prove to the organization that this is a good thing with his own performance. If you are a continuous learner, it will bring rich rewards to your career.
"Rotation: For managers at all levels, Toyota will focus on training by changing jobs every five years.
From June, 5438 to 1 year1October, the organizational change was carried out once a year, and the turnover rate was about 5%. The replacement work is generally directed at the relevant departments of the unit.
For an individual, several years of job rotation is conducive to becoming a comprehensive management talent and business generalist.
In the short term, job-hopping has an adaptation process of familiar operation, which will lead to the reduction of production efficiency, but in the long run, it is beneficial to everyone.
Because after several job changes, employees have mastered the operation of the whole production process and are familiar with the operating rules of each process.
At the same time, regular and orderly rotation can cause appropriate pressure on employees, effectively exert their work potential and enthusiasm, and make the whole enterprise maintain vitality and flourish.
How to properly promote the rotation plan? The best way is to set up a special organization to be responsible for the organization of special job rotation.
The organization here can be temporary. For example, CKT Electric Company in Japan has a temporary committee composed of CEO, HR supervisor and senior executives of various departments, which is responsible for the rotation of senior executives.
In Sanyo Group, Japan, the personnel committee, composed of company executives and human resources leaders, dominates the rotation of executives.
When the rotation is implemented, the CEO will personally serve as the chief commander, responsible for the decision-making and implementation supervision of the rotation plan.
The personnel committee is always aware of the benefits and risks of rotation, so as to take necessary preventive measures.
Before the implementation of rotation, we must communicate before doing things.
It is best to formulate a perfect communication plan, communicate face-to-face with the rotated executives, understand the opinions or suggestions of all parties on rotation, and reduce the resistance caused by rigid arrangements.
The communication scheme here includes how to communicate with senior executives, who will participate in this communication, what aspects will be involved in communication and so on.
An important purpose of communication is to let the executives who participate in rotation understand the main points and significance of rotation, accept the new post arrangement happily and adapt to the new post as soon as possible.
For example, Carson worked as a human resources director for eight years before taking over as a public relations director.
When he was transferred to the post of public relations director, he began to feel very scared, and because he knew nothing about public relations, he thought that he was not suitable for public relations, and this career development was not his best choice.
However, after the early communication of the rotation Committee, he realized that this was not only an opportunity to challenge himself, but also a good opportunity to increase management experience and broaden his horizons.
"Although being in charge of public relations is much more tiring than doing HR work, what is certain is that I have learned very valuable experience from this new position.
"Carson said.
However, this communication requirement is confidential to avoid negative cooperation, delay and lag caused by knowing in advance that you will be rotated and unwilling to leave.
For example, CKT Electric Company of Japan began to seriously negotiate and communicate the rotation of senior executives after June 10 of the previous year, and issued a personnel order in April 1 of the following year without the knowledge of ordinary employees, telling them who would be rotated to which position.
Effective on the same day.
For some preliminary work, the HR supervisor sent an email to the HR department of each company in mid-March, only saying that he would adjust the organizational structure and ask HR to make preparations.
Implementation of work handover: after the rotation decision is announced, the rotation party needs to make and submit a work handover list, and the incumbent will explain the work progress, ideal work result status and matters needing attention in the work to the successors one by one.
For example, in the process of job handover, the American Federal Credit Union also needs the former responsible person to make a list of all the resources accumulated during his tenure and hand them over to his successor.
Work handover is a very important link in the implementation of rotation, and whether it is smooth or not is directly related to the future work performance of rotation personnel.
Some Japanese companies will also implement parallel working system when they rotate their posts.
That is, the incumbent and successor have to work in parallel for a period of time, which is about 1 month.
By working in parallel, the successor can quickly understand the work content and personnel status with the help of the incumbent, and ensure that the work decision will not be affected.
At CKT Electric Company in Japan, after the rotation, HR, boss, technical consultants and former employees provide rotation training, and conduct all-round training as newcomers to introduce the business process and current situation of the department.
At the same time, there will be a business manual to guide the work, so that people in rotation can adapt to the new position as soon as possible.
Communication is still very important in the process of work handover.
Regular or even daily communication is the key to the success of job rotation.
The way adopted by the American Federal Credit Union is to communicate every day for the first three months, bringing together the two parties involved in the rotation to communicate what things or problems exist that day, how to solve them, and what kind of advice or help are needed.
Through regular face-to-face communication, problems can be found and solved quickly.
After all, it's much easier to solve the problem at the first sign than to solve it when the problem is serious.
Communication is not only internal communication, but also external communication in some positions, depending on the nature of the position.
Because, timely communication with external customers will not make them feel sudden and have unnecessary doubts about the company's changes.
Communication with the outside world includes explaining the reasons and significance of replacement.
In addition, it is also necessary to ensure that employees in rotation can easily get assistance from the company and the former senior management at the beginning of succession, so as to adapt to the role of the new position more quickly.
Even after the successor works independently, he should keep in touch with the former incumbent and ask the former incumbent for advice on new issues.
Follow-up rotation effect: after the completion of work handover, it does not mean the end of rotation, but only the beginning in a greater sense.
Regular evaluation of rotation is an important part of rotation plan to ensure the realization of rotation goals and expectations.
This can be done through some follow-up surveys, including rotation, former employees and subordinates.
At CKT Electric Company in Japan, HR is responsible for keeping abreast of the psychology and work performance of employees in rotation. If there is an imbalance in mentality, in addition to considering the talent pool, HR will also communicate in time to help the rotating employees tide over the crisis.
In the American Federal Credit Union, the committee responsible for leading the rotation of senior executives requires the mentors who help the rotation staff complete the whole process to provide regular feedback.
Executives in new positions will also be asked to answer some questions regularly, including personal interests, lack of skills and so on.
Within 12- 15 months, the rotation committee will know more accurately which executives are doing better in their new positions, which executives are not doing well and what assistance they need.
Through this series of feedback, the organization will control the effect and process of rotation in time, and intervene and provide help at the appropriate time.
In a rotation plan implemented by CKT Electric Company in Japan in 2004, the production management minister (director) and the quality management minister were switched.
After the handover, the former production management minister felt that he was not suitable for quality control. He was once full of complaints, obsessed with the production management he was in charge of, always disagreeing with the minister who took over his work intentionally or unintentionally, and looked down on the subordinates who did quality control work.
The personnel department often receives complaints from the production management department and its subordinates.
After learning about these situations, the general manager, together with the person in charge of the personnel department, invited quality experts and technical consultants to conduct a two-day training for the new quality minister, including the nature of business work, the significance and importance of post rotation, etc.
After that, the cooperation between the quality management minister and the production management minister was very smooth and won the respect of the employees in the department.
After one year, the quality management department under his management surpassed his predecessor in both efficiency and quality.
Cross-training: Cross-training means that people from one department go to the job site of another department for training.
Now it has been regarded by more and more western hotels as an important means to maintain the quality advantage of personnel and improve the service quality and competitiveness.
The implementation of cross-training will help hotels to control costs more effectively, and make up for job vacancies in hotels in time when the business volume suddenly increases during the tourist season, or when employees are sick, on vacation and customers have additional needs.
At the same time, it can also reduce the job-hopping rate of employees.
Because on the one hand, employees like the challenges brought by training, which reduces the boredom caused by repeating the same work for a long time and increases the freshness. On the other hand, employees are versatile, the efficiency is greatly improved, human capital is saved, and wages are raised.
After adopting the cross-training management mode, Marriott Hotel Group implemented a large-scale layoff policy, reducing 30% of management positions, reducing the investment cost of human resources, increasing the annual net income by 654.38 billion US dollars, and optimizing the staff size.
After the implementation of cross-training in Westin Hotel, high-quality staff and excellent service have been confirmed by customer feedback: 82% of the guests have plans to stay in Westin again, and 87% of the guests are ready to recommend Westin to others, which undoubtedly verifies the feasibility and efficiency of cross-training
Cross training is different from job rotation. Job rotation is to work in various departments before job setting, and then finally determine the position according to the actual ability and job requirements.
Cross-training is to go to other departments for training after the post is established.
Because the trainees are in different positions, the effects of the two trainings are also different.
In the process of cross-training, students go to the training department for training from the standpoint of their own departments, and understand the business processes of the hotel department, which can be used for reference to the business operations of their own departments and promote the consistency of hotel services.
Cross-training between departments is conducive to communication and close cooperation between department personnel.
Employees in various departments usually work in their own posts. Although they often maintain business communication, their emotional communication is in a relatively weak state.
Cross-training encourages employees of one department to go deep into another department and get in close contact with them, which is conducive to emotional communication between employees of the two departments.
Cross-training can eliminate conflicts of interest among employees.
In life, we often hear some people complain that they have the same education and the same job as their colleagues, just because their positions are low, their salaries are low and they are inferior.
So it will