In the ever-changing world, talent management is full of uncertainty. In order to attract and retain talents, we must think about the new mode of talent management in another way. Efficient talent supply chain to solve the dilemma of talent management in the Internet era.

Under the new normal, talent supply chain has become a brand-new topic of HR in 2 1 century, and it is also one of the most concerned management issues for enterprises. With the development of economy and technology and the impact of Internet on traditional industries, the era of human capital sovereignty has quietly arrived, and the transformation from human resource management to human capital management has become an inevitable trend.

Whether we can systematically find and use talents, reduce the blindness of human resources development, improve the effectiveness of talents, maintain low inventory and balanced supply of talents, and improve organizational ability is related to the realization of enterprise strategy and the success or failure of enterprise management. At present, many maladjustments faced by organizations in talent management are closely related to the application limitations of the traditional and static talent management model in the development process. Enterprises must manage talents in a dynamic process, and only by forming a dynamic chain can the effect of human capital investment be maximized. Therefore, it is urgent to build a talent supply chain system and a comprehensive talent management system to meet the needs of enterprise transformation and growth for talents.

Firstly, the concept of talent supply chain is put forward.

The core of lean thinking in supply chain management mainly includes three aspects: first, JustInTime, second, putting an end to all waste, and third, flexible ways. The essence of lean is to establish a rapid response mechanism to meet the needs of many varieties and small batches in the market at low cost.

Lean management thought has been applied to the field of human resource management, and talent supply chain management thought has been formed. The talent supply chain management model was put forward by Professor PeterCappelli of Wharton Business School in 2008 and applied to human resource management. Talent demand forecast is equivalent to product demand forecast; Cultivating talents in the most cost-effective way is equivalent to producing products in the fastest way with the lowest cost; External talent recruitment is equivalent to outsourcing some links in the manufacturing process; Succession planning is equivalent to ensuring timely delivery. The related problems and challenges of internal talent channel management, that is, how employees make continuous progress through job training and experience accumulation, are also similar to the situation of product supply chain movement.

Landing management strategy, building organizational capacity, revitalizing key talents to build a core talent echelon, filling key positions in time and efficiently, and improving the efficiency and effectiveness of talents will all bring huge output to enterprises, and talent supply chain is an effective magic weapon to solve the above problems. The systematic construction of talent supply chain not only puts forward new ideas and methods for human resource management, but also is the foundation and source for enterprises to build core competitiveness. Based on the essence of human capital research and the new trend of human resource management innovation, TSC-6T talent supply chain management combines forward-looking human resource management thought with enterprise management practice, and systematically puts forward the methodology of efficient talent supply chain construction.

Second, the talent supply chain TSC-6T management model

TSC-6T management mode of talent supply chain systematically expounds the theory of localized talent supply chain and the practical method of creating excellent performance. Based on enterprise strategy and dynamic talent management, with competency model and post qualification system as the core, this paper systematically analyzes the main contents of efficient talent supply chain construction, such as talent standard, talent inventory, talent planning, talent training, talent supply and talent efficiency, in order to support enterprise strategy, enhance organizational ability and employee development. Talent pool? And through the corresponding methods, processes and system construction, comprehensively improve the human resource management ability and organizational ability of enterprises.

Third, the construction principles of TSC-6T management in talent supply chain are mainly embodied in the following five aspects.

1. Pay attention to enterprise strategy, organizational value and employee development, and build TSC-6T outer ring of talent supply chain.

Where should talent management start? HR talent management module? Extension, first of all, according to the strategy and objectives of the enterprise, consider how to link talents with the strategy and performance of the enterprise, and how to manage human resources to create value for the enterprise; Secondly, based on the future strategic talent layout, establish a dynamic talent supply and management mechanism. Third, we should not only pay attention to the core values of enterprise organizations, but also pay attention to the personal development of employees, and highly unify the two, so as to enhance the organizational ability of high performance.

2. Construct TSC-6T, the core of talent supply chain with competency model and qualification system as the core.

The stronger the kernel, the stronger the support for six rings. On the basis of competency model and post qualification system, we should build a dynamic cycle of talent management with competency as the core, open up career development channels, design career development milestones, determine the starting line of career development, clarify career development plans, implement career development incentives, and form? Based on competency+qualification standard development? System, forming an effective cycle of dynamic talent pool.

3. Based on JIT supply chain management.

The core ideas of JIT in talent supply chain mainly include: first, manage the risk of talent demand through the combination of internal training and external training, and balance these two practices; The second is to adapt to the uncertainty of talent demand, shorten the time span of talent demand forecast and implement dynamic management; Third, improve the return on investment of employee training; Fourth, balance the interests of enterprises and employees and protect investment results.

4. Strengthen data-driven talent management.

Through the talent pool? Internal and external procurement of human resources? Ensure rapid and efficient talent demand; Deploy human resource processes that support enterprise strategy and business strategy to support the company's core business processes; By providing human data standards, we can achieve efficient talent management, optimize and simplify database management and processes, adjust the roles and responsibilities of human resources personnel, truly realize the role transformation of human resources management based on IPMA quality model, and make human resources become strategic partners, change promoters, functional experts and employee leaders.

5. Realize the dynamic cycle of inner loop.

On the basis of the above four principles, the main activities of talent supply chain, such as talent standard, talent inventory, talent planning, talent training, talent supply and talent efficiency, are dynamically managed to achieve effective circulation, interdependence and mutual support.

Fourthly, according to TSC-6T talent supply chain management model, an efficient talent supply chain is constructed in six steps.

1, establish talent standards (Step 1, talent standards)

Establishing competency model and qualification system and talent standard is the premise of efficient talent supply construction. Talent supply chain has changed from traditional things-based personnel management and post-based modern human resource management to competency-based management. The construction of talent supply chain should reflect the ability factors from the specific business of human resources, and the established talent standards should be effectively integrated with other modules of human resources management.

2. Make a comprehensive talent inventory according to the ability (step 2, talent inventory).

Doing a comprehensive talent inventory based on ability is the basis of building an efficient talent supply chain. The basic assumption of talent supply chain is comprehensive talent training and team cooperation. There is no perfect individual, but the team can be perfect. Through the ability quality and qualification system management ability, the construction of team and organizational ability is emphasized. Since the establishment of the quality model, enterprises have entered the talent stock based on ability, and used the skill matrix from the two dimensions of quantity and ability, so as to optimize the team's ability, form coordinated operations, and open up the channel between talent stock and talent supply.