重塑自己的天賦的發(fā)展戰(zhàn)略(ppt)
Reshape Your Talent Development Strategy
Agenda
Why bother it?
Have we got the right talent?
How do we know we’ve got the right talent?
How people grow?
Factors that Drive Development
What talent are looking for?
What should we consider in reshaping our talent development strategy?
Summary

Why Bother It?
High market demands
Low talent supply
Constant changes
War for talent (human capital)
Corporate culture/brand


Reality Shifting
People need companies

Machines, capital, and geography are the competitive advantage
Better talent makes some difference
Jobs are scarce

Employees are loyal and jobs are secure
Companies need people
Talented people are the competitive advantage

Better talent makes a huge difference
Talent people are scarce
People are mobile and demands more for job satisfaction


How do We Know We’ve Got the Right People?
How People Grow ?
Use job experience to drive development
Keep the learning curve steep
Give people different kinds of challenges (project, assignments)
Continuously stretch the boundaries of their current job
Structure a job so they are more developmental
Provide constant coaching and feedback
Mentoring program/system
Training
functional managerial education
leadership development training
Factors that Drive Development
Job Assignment
Promote high performer quickly
Build skills to boost career prospects
Fast rotation and advancement
Roles with P&L responsibility
On-the-job training
Coaching
360 feedback
Candid, insightful feedback
Informal coaching from boss
Factors that Drive Development
Mentoring
Great mentor
Great senior role models
Mentoring advice on development
Training
Factors that Drive Development (% of middle & senior managers)
What Talent Are Looking For?
Feel passionate about their work (exciting & challenging)
Work for great companies, with great culture by great leaders
Individual contribution recognized in their pay (money + psychic gratification)
Development and growth
Job allows them to meet their personal and family commitment.
What Should We Consider in Reshaping Our Strategy?
Is talent one of your three priorities?
Are you spending 30% or more of your time strengthening your talent pool? Have you made talent your job?
Are you and all your key people explicitly held accountable for strengthening their talent pool?
What do you have to attract talented people to your organization?
Do you know the attrition rate of your young high-performers and why they are leaving? Do you have initiatives in place to reduce these regretted losses?

What Should We Consider in Reshaping Our Strategy?
Are you aggressively recruiting for new faces in new places at all levels, including senior levels, of your organization?
Does your unit have a robust written recruiting strategy, similar in rigor to your marketing strategies?
Do you give your top performers accelerated development opportunities, significantly differentiated compensation, and real mentoring?
Does your organization have a culture of candid feedback and helpful coaching?
What Should We Consider in Reshaping Our Strategy?
Does your organization have talent review process that has the importance and intensity of the budget process and that cascades throughout your organization?
Is the review session filled with candor and does it results in real consequences for those discussed?
Is your annual forced attrition rate in the 5 to 10% range, and are you continuously dealing with underperformers?
Embrace a Talent Mindset
A vague notion that “people are our most important asset”
HR is responsible for people management


We have a two-day succession planning exercise once a year
I work with the people I inherit
A deep conviction that better talent leads to better corporate performance
All managers are accountable for strengthening their talent pool
Talent management is a central part of how we run the company
I take bold actions to build the talent pool I need

Differentiate and Affirm Your People
Invest heavily in the A players
Grow the solidly contributing B players
Act decisively on C players
58% work for an underperforming boss
80% of them said that prevent them from learning, making greater contribution
85% said it made them leaving the company
C players don’t develop people, don’t serve as good role models or coaches, and don’t boost the productivity and moral of the people around them
Run a robust talent review process
Shaping Employee Mindset - Performance Measure and Management
Management Planning

Advice to HR Practitioners
Think yourself always as a Business Manager and always use business terms instead of HR jargon.
Whenever introducing initiatives/new programs, do build it as a business case instead of labeling it as a HR initiative.
Always ask yourself “how can we add values to enhance business performance.”
Do not ignore the basics and fundamentals

Summary Points
What distinguish the high performing companies from the average-performing is not better HR processes, but the fundamental belief in the importance of talent and the actions they took to strengthen their talent pools.
Without the fundamental importance of talent mindset, recruiting becomes activity, development happens by serendipity. Average managers are tolerated in key spots. Attrition increases. Performance suffers.
We often made the mistakes not to “Focus on the basics and fundamentals”

Questions & Answers
Thank You !

重塑自己的天賦的發(fā)展戰(zhàn)略(ppt)