Talent inventory, highlighting advantages and assisting development

? ? All people are rewarded by relying on their own advantages rather than relying on their own disadvantages. First of all, a question we should ask is: What are our advantages?

------Drucker

1. Case background

? A certain company is a state-owned construction company established in the 1970s , labor-intensive, and excels in the industry with its keen market sense and refined construction management. The company's senior management team is far-sighted and prepared for rainy days. It introduced a foreign management consulting company three years ago. However, the cooperation was not pleasant due to cultural differences between the two parties. Our team settled in at the beginning of 2019 and has served human resources and strategic projects successively. Because of the in-depth service and It has been solid and implemented and has been well received by customers, and a long-term cooperation agreement has been confirmed.

This article uses the talent inventory module in the human resources project as a case study and analysis, hoping to provide some help to managers’ talent echelon construction and employees’ career development.

2. Talent Inventory

? Talent inventory is often used in the selection, training and development of talents. Like the inventory of objects, it is an important method for enterprises to understand the current situation and potential of talents. one. In the past, the methods we applied to enterprises focused more on the establishment of standards and analysis of results, while this inventory focused more on employees’ presentation, cognition, and future development and changes. In other words, in the past, we focused more on the needs of the organization. , and after communicating with business leaders this time, we not only paid attention to the needs of the organization, but also the needs of employees. The project team also received unexpected gains that exceeded expectations. Because this inventory meeting is open to all employees, employees can listen to the inventory meetings of any other unit if they have time. Therefore, we open the door for inventory, which is indeed rare in state-owned enterprises. This is also the reason why corporate executives are open, inclusive, and outstanding. The embodiment of confidence.

? This talent inventory is divided into two aspects: research inventory and meeting inventory.

(1) Survey and Inventory

The survey and inventory is implemented in the form of 360-degree scoring, and the scope of the inventory is all employees. The inventory dimensions of senior executives include eight aspects: loyalty and self-discipline, pioneering and innovative, winning trust, openness and inclusiveness, motivating the team, sense of mission, strategic insight, and overall vision. The inventory dimensions of middle managers and employees include cultural identity, work attitude, communication skills, Eight aspects include teamwork, execution, learning agility, desire for achievement, and work passion.

? We have formulated clear standards for each item based on the company’s culture and requirements, such as the standards for senior executives:

Responsible self-discipline: Have a strong sense of responsibility, dare to take responsibility, and be responsible for Enterprises have their own thoughts and actions. Lead by example, be strict with yourself, practice the company's values ??and code of conduct, be able to be consistent in words and deeds, strictly abide by the company's rules and regulations, and play a role model in the company.

? Entrepreneurial spirit: Have lofty ambitions and demonstrate a lifelong pursuit of career; be strong-willed, energetic, full of endurance, and have determination from the inside out. In the face of huge failure, there is still hope for the future. Although we have achieved impressive results in the past, we never think that we have achieved success.

? The requirements and standards of employees are different from those of senior executives. For example, the cultural identity and work passion among employees are explained as follows:

? Cultural identity: Highly identify with the company’s values ??and enterprise spirit, and use this to require and guide one's work behavior, influence or lead the team/others to practice values ??and corporate spirit, and play a positive role as a model in words and deeds.

? Work passion: Set challenging goals, be confident in challenges and overcoming difficulties, persevere, constantly convey confidence and passion to others, and build invincible beliefs; set higher standards for yourself Goal expectations or requirements; be ambitious, work selflessly, and have a strong sense of competition.

Through research and inventory, we discovered interesting phenomena:

? ? 1. The higher the management level, the higher the score

90% of the employees in the company are They enter corporate development as soon as they graduate from school, and managers are all developed from the grassroots level, and only the best among them are promoted, so the higher the level, the higher the score will naturally be.

2. The higher the management level and the seniority of the company, the higher the cultural identity.

We asked employees with low personal cultural identity scores about the company’s cultural requirements. It’s not clear. This means that low cultural identity does not necessarily mean that they don’t agree with it, but that they have not yet recognized the company’s culture. Because they usually cannot participate in too many meetings or activities, formal channels are less effective in promoting and implementing the culture or in practice. It is less consciously linked to culture and more regarded as slogans on the wall, etc. This will have an impact on young people's cultural understanding and identity.

? 3. The higher the personal cultural identity, the higher the passion for work

? Generally, personal scores are not included in the total score and are for reference only. However, personal cultural identity still needs to be paid attention to, because it is closely related to execution ability, work passion, etc.

In the survey and inventory, we will also have more professional analysis, such as comprehensive analysis, individual analysis, talent grid, etc., which we will not go into details for now.

? (2) Meeting inventory

The main method used in this inventory is meeting inventory. The object of the meeting inventory is all employees except team members. Team members participate in the meeting with their superiors. The group's senior management competition will be held in a similar format to the review at this meeting. This meeting was held for 34 times and more than 400 employees participated in the inventory. The process of meeting inventory is:

? 1. Employees present PPT for 15 minutes. Including: job cognition, work performance, strengths and weaknesses, development plans and action plans.

? 2. The judges asked questions. Questions are mainly asked about the professionalism, practice and employee development of the position. The judges are composed of company experts, department leaders and external consultants.

? 3. Consultant comments. External consultants briefly commented on the presenters and corrected some cognitive biases.

? 4. Consultant summary. The consultant summarized the significance and value of this inventory meeting, the phenomena and problems found in the group inventory, and made suggestions to managers and employee groups.

? Through the meeting inventory, we discovered the following phenomena:

1. Excellent managers will work hard on selecting people

? Excellent managers are We know the importance of talents, so the better the organization, the better the quality of talents. And we know that talents are not cultivated, but selected, so excellent managers will work hard on the selection of talents. This is the same for state-owned enterprises and private enterprises.

? Talents in excellent departments and branches are distributed in echelons. Both the age structure and the ability structure are very clear. From the distribution of talents, we can clearly judge the stage of the organization. and development trends. If the age structure of some organizations shows a spindle shape, and the post-80s generation has not been promoted and developed in the organization for various reasons and has settled in the waist, with many people but not outstanding abilities, this will have an impact on the growth of reserve forces and the organizational cultural atmosphere. How to play their role is also what managers should pay attention to.

Some organizations were established late and have young teams with high academic qualifications and good overall quality. However, there will also be a phenomenon where young people grow wild without the guidance of a master. If nothing is accomplished in two or three years, morale may be low and the future will be confused. This is not good for Managers also pose challenges.

? Of course, excellent managers all know the importance of this inventory. When external consultants are introduced for the first time to conduct a large-scale talent inventory, the top leaders of the organization must participate and listen carefully to employees’ ideas and external consultants’ opinions. suggestion. We have also seen many excellent managers sum up and review immediately after the stocktaking meeting, and conduct immediate team-building activities while the iron is hot.

? 2. Highlight your own advantages and you will develop

? Due to industry reasons, this company does not have many highly educated talents. We found that there has been development in this company in the past In fact, it is not difficult. You can develop by having a bachelor's degree from a regular school, graduating from a relevant major, obtaining relevant qualification certificates (such as second-level construction engineer, first-level construction engineer, etc.), and recognizing the corporate culture and working seriously and down-to-earth. However, several cases show that development still requires Some are fast and some are slow.

(1) Identification of the organizational culture and personal integration are the prerequisites for development

Loyalty, responsibility and hard work are all required in the culture of construction companies, because the conditions on engineering projects are difficult and there is no On Saturdays, Sundays and holidays, this company still implements a six-day working system, which is rare among state-owned enterprises. The cultural genes of the enterprise embody hard work, dedication, diligence, loyalty, and development, with a strong sense of urgency and willingness to develop. Employees who want the stability and comfort of state-owned enterprises will encounter difficulties in adapting to the rhythm and requirements of the organization. to the challenge.

The cultural genes of the organization have been screened during personnel selection, so similar cases are rare during the inventory process, and individual personnel have encountered challenges during the inventory meeting. If your own content is weaker than others' PPT presentations, or if your personal plans are vague and vacillating, your positioning and development in the organization will be challenged.

? (2) Academic qualifications are not an advantage, but learning ability is.

There are dozens of undergraduates graduating in the same year. Those who can quickly obtain qualification certificates will get development opportunities earlier. Because the qualification certificate is similar to the employment certificate for some positions, for example, the project chief engineer must have a second-level construction engineer. Without this certificate, it does not matter how many years of bachelor's degree. Moreover, the on-site presentation showed that among employees in the same year, most of the employees who obtained the certificate performed better than those who did not obtain the certificate.

? Among them, a 94-year-old project chief engineer of the branch is impressive, because he is not only the youngest project chief engineer in the organization, but also the best project chief engineer in the organization. This is the judge The results of asking other project chief engineers to rank all project chief engineers in the branch, and the on-site presentation of this best project chief engineer indeed verified this result. In other words, excellence to a certain extent is a habit and is recognized by everyone.

(3) Suggestions for managers, employees and HR

? We have put forward relatively targeted suggestions for managers and employees in different departments, here are * ** Sexual advice is summarized below.

? 1. Suggestions for managers

? (1) Pay attention to the construction of talent echelon

The simplest and most obvious manifestation of talent echelon is age structure and Capability structure. As the head of the organization, managers have an unshirkable responsibility for the future of the organization and the development of its employees.

? (2) Establish organizational capability advantages

Where is the organization going in the future? What kind of capability advantage should be established? In which areas do we want to strengthen? In what areas should we give up? The managers of the organization must be as far-sighted and proactive as the executives of the company, and build the organization's own capabilities and advantages.

? (3) Pay attention to employee growth and development

Where should employee development go? If the organization establishes management and professional sequence channels, can each employee be promoted and developed naturally? No, managers should understand the strengths and weaknesses of employees, establish standard requirements, plan the future with them, and create a positive organizational culture so that employees are willing and happy to grow and develop in the organization.

? 2. Suggestions for employees

(1) Recognize the organizational situation and embrace changes

? A very important purpose of an organization choosing to conduct an open-door inventory is to allow Employees recognize the changes in the external competitive environment faced by the organization and embrace the changes, adapting to the new cultural requirements of the organization - loyalty, responsibility, hard work, innovation and development. The senior executives have participated in the group's professional manager competition activities. The company There will also be a full-staff recruitment campaign next year. I hope everyone can keep up with the company's pace, develop together, and create the future of the organization together.

We have done all-employment competitive recruitment projects in several state-owned enterprises, but there are really not many private companies. To a certain extent, the talent depth and attraction of talents in state-owned enterprises provide conditions for all-employee competitive recruitment.

(2) Improve professional skills and establish professional advantages

? Establishing professional advantages is the capital for us to settle down in the workplace, especially for industries with high professionalism, qualification certificates, Project experience is a must, which requires us to open our minds and expand our horizons. For example, the employees of the institute are required to not only make achievements from the perspective of the company, but also to speak out from the environmental field of the industry, country, and even the world; For ordinary employees of the branch, we are required to love what they do, to be good at what they do, and to establish their own advantages while establishing the functional advantages of the branch. For ordinary employees of the head office, we are required to lead the industry and be able to participate in or guide the establishment of industry standards.

(3) Improve basic skills and develop professional habits

PPT production, written expression, front-stage presentation, communication skills, etc. are all basic skills in the workplace. This talent inventory includes A self-discussed list, a PPT, and more than ten minutes of presentation in front of the stage are very simple but not simple. Through these three aspects, the judges and teachers can see the person being reviewed (1) Logic (2) Systematic thinking (3) Structural thinking (4) Depth of thinking (5) Professionalism (6) PPT aesthetic (7) ) attitude, etc.

? ? What impressed me deeply during this review was the PPT, self-disclosure table and front-stage presentation of the company’s legal affairs post. She was not a legal major, but she obtained a lawyer’s license two years after graduation and has been engaged in corporate legal affairs since then. She has been working in related positions for more than ten years. The PPT materials clearly reflect the rigor of her thinking as a legal staff, with clear logic, data proof, accurate language, and the use of mind maps. The thinking habits of legal staff have been deeply rooted in her bones. , developed good professional habits.

Dedication, professionalism and professionalism are important manifestations of excellence in the workplace. Facing both major and minor matters in the workplace, good workplace habits will make us more relaxed and at ease.

? 3. Opinions on the human resources team

? The company’s human resources team works very hard. Like most companies’ human resources teams, they are busy with transactional work and meeting the requirements of senior executives. There is still a certain gap in the systematic, systematic and professional completion of various functional tasks.

(1) Plan one to three years of human resource planning

? The human resources function is connected to the company’s strategic requirements and the needs of each employee. The company’s current HR function has no The importance of objections puts forward higher requirements for the professionalism of HR. This is also one of the backgrounds of this human resources project. Formulating a three-year human resources plan has become one of the important tasks of the department now, clarifying annual goals and plans, Reaching a common understanding with executives will help win understanding, trust and support.

? (2) Establish rules and regulations and clarify standards

? The company’s job ranking system, positions and assessment standards, salary incentive system, talent introduction, talent training and development system, etc. It is necessary to establish a sound and systematic solution to the challenges in the human resources functional area and form a standardized work module. This is one of the important challenges currently encountered by the human resources team.

? (3) Improve the professionalism of the team

? The work of each employee in the human resources team cannot be based solely on the requirements of this position, but must be based on the company’s human resources functions. Need to think and solve problems from a higher perspective.

All modules of human resources are linked. One of the important measures to form departmental synergy is not to separate the work of each module. This poses challenges to managers and team members, such as how managers assign activities ? How do employees communicate and collaborate?

? Another need to improve professionalism stems from the concept and requirements of "managers manage personnel". An important prerequisite for managers to manage personnel is the professionalism of the HR team, which can provide managers with sufficient Tools, methods, standards, processes, training, etc. Otherwise, the personnel affairs managed by ten managers will have ten different results. If the standards for talent promotion are not clear and the talent standards among each manager are not unified, then the managers selected may not necessarily meet the company's standards, but the managers' own standards. In the inventory sheet, a manager wrote that his disadvantage is that "people are managed according to their own standards." This is because the organization did not provide clear standards and methods.

? We will also have more professional analysis and reports for this talent inventory project. The author will briefly record the situation of the inventory meeting for reference and communication by colleagues in the industry.