Talent echelon construction scheme

Construction scheme of talent echelon. The construction of talent echelon is to cultivate the company's talents and make the company's talents become trapezoidal. The company should do some talent echelon construction planning, so that the company's future will be more brilliant. Next, I will take you to learn more about the talent echelon construction plan.

Talent echelon construction plan 1

First, the background analysis of talent echelon construction:

(1) Social background

Human resources are mobile resources, and the talent market is an open market. Nowadays, the increasingly fierce storm of brain drain makes business operators gradually realize that when the brain drain becomes the normal state that enterprise human resources must face, enterprises should not only do case management, but also rise to the height of organizational strategy, fully realize the great risks brought by brain drain to business operations, and establish a set of crisis management mechanism for brain drain to avoid the huge losses that brain drain may bring to enterprises.

(B), the background analysis of enterprise development

Managers at all levels, as the persons in charge of personnel training objects, have the obligation to guide the personnel training objects of their own departments. Senior and middle-level cadres who have not trained qualified successors will not be promoted, and the performance appraisal results of personnel training objects will affect the performance appraisal results of department heads.

Second, choose key or highly mobile positions and reserve personnel urgently needed when the company expands.

1. At present, we should focus on the implementation of key or mobile post reserve personnel, and gradually form a law, thus reducing the losses caused by the company's talent crisis. The advantage of this is that on the one hand, it can minimize the loss after the loss, on the other hand, it can prevent such people from taking the opportunity to blackmail the company because they have important resources. When selecting talents for these positions, it is necessary to have a detailed analysis of the skills and qualities needed by the personnel in these key positions (skills can be evaluated by the direct supervisor, and comprehensive quality can be evaluated by superiors and subordinates and peers), so that when selecting reserve personnel, we can know fairly well and avoid selecting people by feeling, so as to achieve the goal of less detours.

2. According to the actual situation of the company, when the scale of the group expands, we will make corresponding preparations in advance for the urgently needed backup personnel. Enterprise development is the key strategic goal after this year's publicity, and a large number of compound talents are needed to cooperate with the company's development. Therefore, the core of talent echelon construction is to reserve a large number of qualified talents, who will be selected from employees, while a large number of qualified talents needed at the grassroots level will be recruited from outside. Only by fully preparing the required talents can we effectively promote the realization of the company's strategic objectives.

Three, determine a group of backbone and reserve personnel, and establish personal files of reserve personnel, and establish a reserve talent pool.

The competition of enterprises is the competition of talents, and talents are the foundation and the most precious resources of enterprises. Therefore, how to choose excellent talents to work for enterprises has become a decisive factor for the survival and development of enterprises. In other words, the quality of employees greatly affects the success or failure of enterprises.

The personnel of talent echelon construction are divided into managers (managers above the head) and professional and technical personnel (sales personnel, compound personnel, etc.). ).

The comprehensive analysis and judgment ability of labor-intensive enterprises is relatively poor, and employees are not very sound when thinking about problems, so the following questions should be considered when selecting these people: what kind of operation will not affect colleagues around them; What are the most basic requirements when we select personnel, and what indicators can be selected for the construction of talent echelon; If the ability of personnel can't meet this standard, I will propose it from the talent pool, which will affect my continued development in the company; After the trainees reach a certain level, they put forward the employment risk of resigning and leaving the enterprise.

According to the employee's performance, personal ability, development potential, interpersonal relationship, etc. When selecting personnel, the standards of personnel with different job nature are also different. The basic standards of talents are: positive attitude, dedication to work, professional ethics (awareness of the overall situation, loyalty to the enterprise, obedience to the arrangement of the enterprise, etc. ), professional ability and learning potential, suitable for backbone and reserve personnel with strong ability and tenacity, and targeted analysis of reserve personnel. At the same time, analyze and study the positions and training directions that you may be suitable for, and purposefully establish personal files for reserve personnel (this file can also be combined with personal training files to form employee personal training files). The contents of the file should not only include the basic elements such as gender, age and education, but also include my personality characteristics, advantages and disadvantages, the development direction that employees hope, the positions that may be suitable, and the experience time to meet the requirements of this position. The Human Resources Department organizes the evaluation of "reserve talents" reported by various departments. The 16PF personality test, SCLI90 self-evaluation and SAS stress test were used in the evaluation. Through various types of tests, I initially judge the position that suits me. In this way, we can clearly and intuitively grasp the situation of the company's reserve personnel, and supplement or adjust the reserve personnel at any time (refer to the reserve personnel information table).

Fourth, make a training plan and conduct targeted training for personnel in the construction of talent echelon.

Training purpose-pay attention to self-study and adhere to the combination of theory and practice. The enterprise will focus on training in professional ethics, mentality management, business skills and management ability, so as to achieve the purpose of self-appreciation, and be competent when the company has vacancies suitable for its interests and hobbies, so that employees' careers can be realized; More importantly, it can cultivate practical management and technical talents suitable for the needs of this enterprise and realize a win-win situation for both enterprises and individuals.

In principle, the training plan is formulated in three ways: three months, six months and one year, and the specific rotation time will be determined according to the actual situation of employees.

The training of reserve talents adopts the following methods: special training, rotation training and transportation training.

Special training: the company will determine some special training every year according to the actual situation, which is set up to cultivate the business ability and management ability of hotel professional managers. Reserve talents can improve their comprehensive quality and management ability by participating in these trainings.

Outward bound training: The content of outward bound training is determined according to my lack of ability, specific work situation and my future orientation. Outward bound training can improve the management ability and comprehensive quality of employees. When you choose to send training, you should consider the risk of training.

"Self-appreciation" plan-job rotation training: according to employees' interests and specialties, combined with their career development willingness, reserve personnel are allowed to try new jobs. Only by putting the most suitable person in the most suitable position can we maximize the potential of employees, and interest is the driving force for learning and work. Take three months as a period, and select 3 ~ 4 reserve personnel from enterprises for cross-training in each period. Through rotation training, I can improve my comprehensive business ability. During the training period, the job rotation time of each trainee and the specific time of each post depend on the learning speed and effect of the trainees. At the same time, his department should make an objective and realistic evaluation of his work performance here; The purpose of rotation training is to improve employees' business skills and cultivate generalists. In different working environments, employees can understand and master different knowledge and skills, cultivate the solidarity and cooperation spirit of employees' empathy, and help employees add value.

Strengthen the observation of students during the training process, and often observe and evaluate the improvement of personnel's ability.

1. If the promotion effect of reserve personnel is generally unsatisfactory, relevant personnel should be called in time to modify and adjust the training plan to make our training plan closer to employees.

2. If the promotion effect of individual personnel is not obvious, it is necessary to strengthen targeted training for individual personnel. For those who cannot be greatly improved due to their own conditions, we should adjust them in time and don't waste too much energy on them. At the same time, timely supplement personnel to enrich the reserve team, avoid directly recruiting personnel needed for key positions, and reduce some unnecessary waste.

3. Track the feedback at any time, deal with the existing problems in time, and improve the talent echelon construction plan.

Five, the reserve personnel shall be appointed after a 360-degree comprehensive assessment. At regular intervals, it is necessary to conduct a 360-degree comprehensive assessment of reserve personnel.

1. When there is a suitable vacancy with suitable conditions, the reserve personnel should be promoted immediately. Don't think too much about negative factors. If you use him, you will believe him. However, if you find that the reserve personnel are really incompetent during the probation period, don't hesitate to adjust immediately.

2. If there is no suitable post, but the ability of the reserve personnel has obviously exceeded the ability of the existing post personnel, you can consider replacing the existing post personnel to take up the post directly, so that on the one hand, employees can see more hope, on the other hand, they can enhance competition in the team and create an atmosphere of "those who are able to go up, those who are flat, and those who are mediocre". It also reduces the brain drain caused by this reason and brings greater losses to enterprises.

3. For those who are qualified but have no suitable positions, we can consider rotating the reserve personnel first, and then make adjustments after there are suitable positions. At this time, it is more important to manage the mentality of employees.

The ultimate goal of any set of plans is to serve standardized management. The success of a scheme depends on its effect. Every once in a while, it is necessary to evaluate the whole plan, specifically, how many people have been promoted, how many people have stayed in their original posts, how many people have left because of lack of promotion opportunities, the adaptability of promoted people to new posts, and the input-output ratio (profit is the key, enterprises)

Adhere to the cultivation principle of "internal cultivation is the mainstay, supplemented by external introduction" and adopt the method of "rolling in and rolling out" for circular cultivation. Establish a "combination of unification and separation" talent training system. All affiliated enterprises and enterprise departments are responsible for the initial selection of personnel training objectives and the specific implementation of personnel training plans. The human resources department of the company is responsible for the organization and coordination of personnel training in all units, and all departments are responsible for the formulation of personnel training plans, the criteria and procedures for personnel selection, the determination of training objectives and the overall arrangement of training plans.

1. Reserved talents are divided into management type and technical type to meet the company's development needs and job requirements;

2, the head of each department should be recommended in accordance with the talent selection criteria.

Talent echelon construction scheme 2 talent reserve and talent echelon construction scheme

1. Purpose:

1. 1 Stimulate the vitality of internal talents and rationally utilize and develop human resources;

1.2 guide and standardize the echelon training of talents in key positions, and establish the hematopoietic mechanism of internal echelon talents.

2. Scope:

XXX communication all employees on the job

3. Powers and responsibilities:

3. 1 department:

3. 1. 1 Apply for employment/transfer/rotation to the human resources center.

3. 1.2 Responsible for reporting the talents/key positions of the department to the Human Resources Department of the Human Resources Center;

3.2 Human Resources Center Personnel Department:

3.2. 1 Responsible for the establishment, construction, daily management, training and configuration of talent pool and talent echelon.

4. Definition:

4. 1 talent pool: based on the strategic planning of human resources, the talents are systematically introduced from outside, cultivated internally and mobilized internally.

Training, capacity reconstruction and efficient allocation of talent gas stations. (Subdivided into five pools: A, B, C, D and E)

5. Contents:

5. 1 talent classification

5.2 Management of reserve cadres

5.2. 1 On-the-job management of reserve cadres

5.2.2 Training management of reserve cadres shall refer to Management Measures for Training of Reserve Cadres.

5.2.3 Post management of reserve cadres: directional training, competition for posts, two-way selection and preferential employment.

5.3. Elite class student management

5.3. 1 Selection and allocation of elite students

5.3.2 Please refer to the Elite Class Enrollment/Training Management Plan for the training management of elite classes.

5.3.3 Training principles for elite students: selective selection, professional training, competitive employment, two-way selection and priority employment.

5.4 Active management

5.4. 1 Selected newspaper of activists

5.4.2 Activist management: The Human Resources Center organizes various activities to provide platforms and opportunities for activists/special students to show their talents. A college organizes relevant training irregularly, or they can apply to enter the elite class and enjoy the same treatment as the elite class.

5.4.3 Management principles of activists: eclecticism, meritocracy, two-way selection and acting according to one's abilities.

5.5 Adjust personnel

5.5. 1 Report of the transferred personnel: (1) The employing department actively applied to the Human Resources Department for job transfer; (2) The Human Resources Department of the Human Resources Center puts forward adjustment requirements to the employing department, and the employing department cooperates with the application for adjustment. (3) Employees who have worked in a position for a long time and need to change their positions actively submit applications.

5.5.2 Process before change: All employing departments put forward a change order for transferred personnel, which is reviewed by the person in charge of the center and submitted to the Human Resources Department of the Human Resources Center for unified change operation. Before the change, the Human Resources Department of the Human Resources Center should interview the changed parties, explain the reasons for the change and the related treatment and work arrangement after the change, sort out the interview record confirmed by the parties and the basic information of the changed parties, and submit it to the director of the Human Resources Center for approval. At the same time, both parties to the change are required to do a good job handover. In principle, the handover time is 7 days, and the special post shall not exceed 15 days.

5.5.3 Work arrangement after change:

5.5.4 The changed salary:

5.5.5 Secondary configuration evaluation:

5.6 Talent echelon

5.6. 1 Construction principle: internal cultivation is the main factor, supplemented by external introduction; Choose the best tutor among the best, and have reserves in key positions.

5.6.2 Talent inventory and selection of key positions: all centers and departments make inventory according to the talent status and development needs of their own units, determine the key positions that need to be retained, report them to the Human Resources Department of the Human Resources Center, and establish personnel files of key positions.

5.6.3 Selection procedure: After talent inventory, the reserved talents are declared through the recommendation of various departments and voluntary declaration by individuals, and the reserved talents in key positions are selected and evaluated. Those who pass the examination formally become the echelon talents of the company and are included in the company's talent training plan. The echelon talents shall be reviewed by the supervisors and managers of the corresponding departments, reported to the director of the company's human resources center for approval, and filed by the personnel department.

5.6.4 Personnel ratio: According to the number of posts, each key post is staffed with 1 ~ 3 echelon personnel.

Training:

5.6.5. 1 Use the training mode-TACT, which is an echelon talent training system with education and training, self-improvement, coaching and task assignment as the core. See the attached table for specific requirements.

The whole training process in 5.6.5.2 adopts the credit system, and the echelon personnel get corresponding credits after completing a course and passing the examination. Give praise and encouragement to outstanding people, and give corresponding requirements and pressure to people with average performance. -

5.6.5.3 each echelon personnel must determine a training instructor. According to the training objectives, the training instructor records the feedback of the training process every month and reports it to the Human Resources Department of the Human Resources Center regularly. A college tracks and analyzes the training effect so as to adjust the scheme in time.

5.6.6 Communication mechanism: strengthen communication with echelon talents, understand their ideas, solve related problems in time, and relieve their worries;

5.6.7 Incentive measures for talent echelon construction

5.6.8 Withdrawal and Punishment Mechanism

5.6.8. 1 echelon personnel are transferred during training, and the echelon can be replaced, and new members can be added to the original echelon;

During the training period in 5.6.8.2, if the echelon personnel have violated discipline for more than two times (inclusive), their echelon personnel qualifications will be cancelled;

5.7 Ownership, Responsibility and Power:

5.7. 1 The talent pool belongs to the Human Resources Department of the Human Resources Center, and other units and individuals have no right to transfer in and out talents;

5.7.2 The ownership relationship of echelon talents remains unchanged. Inter-departmental rotation shall be the responsibility of the rotation department, with the assistance of the original ownership department and the personnel department; The person in charge of the department where the rotation takes place regularly feeds back the relevant information to the original department and the personnel department.

5.8 Information registration and update: the information of talent pool and echelon personnel in key positions is registered by a college, updated irregularly, and shared in \192.168.12.151talent pool, which can be viewed by all departments.

6. Relevant documents:

6. 1 Management Measures for Warehousing and Dry Training 6.2 Elite Class Enrollment/Opening Scheme

7. Use the form:

7. 1 Change the interview record form

7.2 Information Registration Form of a Communication Talent Pool 7.3 Information Registration Form of echelon talent recommendation/registration

8. Effective date:

These Measures shall come into force as of the date of promulgation after being signed and approved, and shall be promulgated in a timely manner when revised.

Human resources center 20xx 10 June 10