Choose the formula of Yuliu

1. Select two measures

To build a talent echelon, the first step is to select reserve talents who can take on big responsibilities. Therefore, when choosing, the core is to do three things.

The first is to do a good job in talent profiling. Talent profiling is the most suitable means to build the employee team, especially the middle and senior management team. Of course, most of them are small, medium and micro enterprises. For these enterprises, there are certain problems in how to do a good job in talent profiling and whether they have the energy to do a good job in talent profiling.

But at least, no matter what kind of company you are in, you can first build a simple job quality model within the company. Through the job quality model, the same can be applied to the construction of cadre teams and echelon construction. Governing a big country is like cooking a small one. No matter the size of the enterprise, no matter what method is adopted, we can make good use of the resources at hand and maximize the benefits of such resources.

The second is to do a good job in talent selection. The talent echelon is selected, so how to select? In addition to being fair, just and open in the process, it is also very important to set up a selection mechanism for selection.

Including daily assessment points and selection competition points, including professional quality points and moral character points, including direct leadership evaluation points and work performance points. Only with full consideration can we select outstanding talents.

2. Use two methods

First, dare to shoulder the burden in advance. Whether the reserve echelon is built well or not depends on the actual construction. Whether it is real or not depends on whether the reserve echelon is just written on paper and announced in the group, or whether it is really used in practice and trained in work. A good reserve echelon must be built through hard work, so it is necessary to put pressure on them and let them experience on the front line, in key positions, and in important positions.

The second is to be good at helping pave the way. Just putting them on the front line for training is not enough for them to grow rapidly. You must also be good at creating opportunities for them and give them certain treatment-not just economics. It can be political or honorary. It should give them a sense of accomplishment and help them work hard on the front line and work smoothly.

3. Two aspects of education

If you want the reserve echelon to develop well, in addition to being selected and used smoothly, you also need to educate them well. Therefore, when it comes to cultivating the reserve echelon, we should focus on two aspects.

First, focus on cultivating actual results and do a good job of teaching and mentoring. Set up an AB corner at the position. Through the AB corner, you can be a good mentor and mentor. The person in the backup position will be your master and teach you and help you comprehensively. Because only those in the corresponding position know best what difficulties this position may face, what problems need to be solved, and what abilities must be improved.

The second is to focus on professional improvement, and the reserve echelon must improve its professional skills. There are often some people in the reserve team who feel that they are going to take up management positions, and it is inevitable that they will be a little impetuous. Therefore, it is necessary to strengthen the training and examination of professional skills, and those who do not obtain corresponding results or practice certificates will not be promoted. Only by honing your professional skills can you be prepared for long-term development in the future.

4. Stay and do two homeworks

Some time ago, we discussed here the story of the successor of a large group being poached by another group. If the reserve echelon is constructed particularly well, his abilities will also be improved. At this time, you need to do your homework to keep him.

First, we must establish a good echelon promotion system and do not keep reserve personnel on reserve. Of course a person will have high aspirations when he first joins the reserve pool, but after ten years of reserve, he is still a reserve and has long since left. Therefore, it is necessary to ensure that the echelon construction is unimpeded and that the reserves have a path to grow. Otherwise, the reserves are meaningless and serve as wedding clothes for others.

The second is to build a good corporate culture system. If we consider it from the broader field of corporate culture, it must involve a good environment for retaining people, a good corporate atmosphere, full respect for talents, etc. We must ensure that we can retain people with benefits, positions, emotions, and culture.

The construction of a reserve talent team is certainly not something that can be explained in a short space of time. More, we still need to explore, learn and summarize in practice. For example, the reserve talent team should be refined rather than large; for example, special attention should be paid to reserve talents for positions with limited career paths, etc. But as long as you remember to use the four-character strategy of educating and retaining, building a talent echelon will not be a problem.