Talent inventory system and echelon construction

In recent years, talent inventory is a hot topic in the field of human resources. Despite the increasing uncertainty of economic environment, out-of-control talent, lack of talent vitality and brain drain, enterprises generally feel severe talent challenges.

Understand the essence of talent inventory, and understand the present and future development ability of enterprises through inventory.

The significance of talent inventory is self-evident. Why do enterprises do talent inventory? Talent inventory. What? Who is in charge of talent inventory? How to count talents? Talk about my understanding of it from four aspects.

? ? First, why do enterprises do talent inventory?

Successful commercial output is the ultimate goal and result of talent management, and effective identification and classification of talents can meet the needs of combat readiness development.

The core of talent inventory should be to carry out post inventory, talent inventory and talent application in turn based on the strategic planning of enterprises.

Strategic planning: including the annual goal of the enterprise, the analysis of business pain points and the key business design based on pain points;

Post inventory: on the basis of strategic planning, carry out post inventory, output the optimal structure, sort out the post structure and output the talent demand;

Talent inventory: on the basis of post inventory, do talent inventory, including benchmarking of current situation, confirmation of talent types, final anchoring of echelon and talent demand;

Talent application: combined with the inventory results, the results are applied from the dimensions of selection, use, education and retention.

? ? Second, what is talent inventory?

1) One is about the balance between individual perspective and collective perspective in talent inventory.

In practice, it is easy for enterprises to regard talent inventory as too personal, forcibly allocate personnel through inventory, and promote, dismiss and transfer jobs according to the distribution results.

Indeed, it can realize its short-term work value through talent inventory, but it is far from enough to realize the value of the organization.

Let's think from another angle. In order to achieve the next stage of development goals, find out what kind of structure, what kind of capabilities need to be adjusted, and what kind of capabilities need to be retained and added. This is the value and significance of the list.

2) One is about the balance between increment and stock.

Enterprise development mainly depends on increment, not stock.

The so-called increment not only refers to the increment introduced from the outside, but also includes the internal increment. What kind of ability should we think about? What kind of ability is endogenous and easy? How to protect and strengthen these abilities has become a system and habit.

? ? Third, who is counting? Who is in charge?

1) Who counts: It depends on what the initiator wants to know by counting. Planning and deploying work through the information you have requires human resources to have a certain business mind.

2) The inventory objects are generally divided into two situations: one is all employees, and the whole enterprise employees are thoroughly investigated at one time; The second is to make an inventory of core business and key positions according to the "2-8" principle.

3) Who is responsible: It depends on who is responsible for the inventory results;

One is initiated by HR, led by HRVP or HRD, to understand the overall talent situation of the enterprise through inventory, and to determine the focus of subsequent talent management according to the needs of the enterprise.

One is the business supervisor, who solves the problems and pain points of the business department through inventory.

One is enterprise executives, who understand the internal talent books of the enterprise and plan the next business of the enterprise.

? ? Fourth, how to count talents?

After knowing why to count, what to count and who to count, enter the practical steps of counting:

1) Define key positions: determine key positions according to four core elements: business importance, external scarcity, internal reserve scarcity and external recruitment cost.

2) Determine the talent standard: according to the competency model, define the competency model that can be used in a certain job, and determine the model structure, model name, index definition, index dimension and behavior level description through the competency model.

3) Select inventory tools:

First, the position of a small enterprise or a relatively certain business can be directly judged by leaders and supervisors;

The second, 360 evaluation method, based on the complete evaluation matrix formed by behaviorism and matrix, evaluates the competence of the current position.

Third, introduce potential situation or personality assessment tools;

Fourthly, aiming at the talent development project with high potential and heavy development, the evaluation method of tasting center based on scene simulation is introduced.

The latter two are more used for the possibility of future development and the choice of echelon and high potential.

4) Holding an inventory meeting: the results cannot be directly applied according to the inventory results of the inventory tools, but need to be verified through the talent inventory meeting and calibration meeting. The stocktaking meeting will involve four roles:

One is the moderator, usually HR or management consultant, to ensure that the meeting is conducted according to the rules and control and guide the results;

One is the stockman, usually the superior of the stockman. After the inventory, make some comments on subordinates according to the results of tool inventory.

One is the business supervisor, who knows the current situation of the team and can better devote himself to the subsequent training and development;

One is the company's executives, who thoroughly investigate the overall situation of the enterprise and help the subsequent talent development.

5) Application of results: The application of inventory results is divided into two parts.

One part is the conclusion of * * * gender inventory, which reflects the two dimensions of ability and performance respectively, and trains, promotes or eliminates people with different distributions in Jiugongge.

Part of it is the result of personal inventory. Combined with each individual inventory report, it gives development suggestions, which have insufficient advantages and contribute to the subsequent self-awareness training and the implementation of individual IDP.

The ultimate goal of talent development is the adaptability and balance between organizations and posts, between organizations and people, between posts and people in organizations, and achieve the same goal through mutual advantages and trust! !

July 8, 2020 17:00- first draft

Next step: design a development plan for grass-roots managers