How should companies cultivate new talents?

How should companies cultivate new talents?

How should companies cultivate new talents? The development of enterprises is inseparable from talents, so many companies attach great importance to the cultivation of talents, but there are also Some companies don’t know where to start cultivating talents. Below I will share relevant articles on how companies can cultivate new talents. Let’s take a look. How should enterprises cultivate new talents 1

Tactics, practices and techniques for cultivating talents

Early intervention

The main thing is that enterprises provide more More internship opportunities and internship opportunities are provided to college students. Students who are interested in the company's positions will be selected from those who have already done internships, or the company will enter campus education and vocational training programs in advance, thus providing opportunities for both parties to interact and understand each other. Find people who are interested in you. Campus recruiting models that simply select available talent are ineffective.

Pay more attention to proactive talents

Pay more attention to talents who have initiative in various situations, are willing to take responsibility, actively communicate when problems arise, and actively share experience. This is often related to these talents. Students have better social practice experience and social participation experience. Many human resources professionals have discovered that, comparing the school's formal student cadres and voluntary club organizers, the latter have a more service-minded and proactive nature, while the former have better communication skills with leaders.

Talents come out of tasks

New talents often show differences in specific tasks. When boldly pressing tasks, there should be a certain gap between the talents' abilities and the actual task requirements. distance, give them appropriate power and resources, the unit must be prepared to pay for such a gap, and make good use of the mentor and master mechanism to reduce the losses caused by such a gap. In the process of continuous pressure on tasks, some people can stand out.

Talents come out of communication

For the new generation of talents, their social experience, worldly sophistication, workplace skills, etc. must be trained and taught in a sufficient, regular, interesting and rich way, and they should treat tasks We must learn to give necessary and sufficient meaning to assignments, communicate in a very frequent and sufficient manner when dealing with situations that arise in the workplace, and communicate more like a mother-in-law than a mother-in-law. We must also pay special attention to discovering and encouraging talents among the new generation of talents who are good at communication. , allowing them to play a role as partners in influencing, representing, and driving a new generation of talent groups.

Give the right to speak and harvest talents

Give the new generation of talents the opportunity to have the right to speak on things they are unfamiliar with or face for the first time, and to tentatively think, prepare, plan and participate. , so that everyone has more sense of pressure and opportunity for role change, and timely recognition and encouragement of even small contributions from the new generation of talents. When the same culture and requirements are expressed in the own language of the new generation of talents, the enterprise There will be a subtle expansion of cultural subjects in the space. How should enterprises cultivate new talents 2

The dilemma of enterprises in cultivating key talents

There may be N ways for enterprises to cultivate strategic talents, although the corporate university model It looks beautiful, but many companies that use it out of the box have not alleviated their business urgency of "improving the quality of talents and changing the talent structure." Only by positioning "closely around employees' career development and ability requirements" can we solve the dilemma of corporate university training and achieve the effect of "you want one, I will give you two".

Excellent companies not only attach great importance to the cultivation and development of key talents, but also establish effective talent training mechanisms to continuously supply outstanding talents for the sustainable development of the company. However, talent training is a very troublesome topic for many business operators and training managers. When it comes to mentioning it, everyone affirms and pays attention to it, but when it comes to action, it is often like "fist hitting cotton", which is weak and weak. Talent training involves a wide range of areas, has a long effectiveness cycle, and is highly professional in training implementation, so it needs to be coordinated and planned from a strategic perspective.

The corporate university is just such a strategic tool that emerges at the right time. It assists enterprises in completing their mission of cultivating key talents by implementing activities that can cultivate learning, knowledge and wisdom of individuals or organizations.

Since Motorola brought the "corporate university" to China in 1993, a brand-new corporate training concept and model, Chinese companies have become increasingly enthusiastic about establishing "corporate universities." Corporate universities such as Baosteel Talent Development Institute, Zhongliang (COFCO) Academy, State Grid Management Institute, China Mobile Management Institute, China Telecommunications Institute, Haier University and UF University have sprung up. The "Kellogg Corporate University White Paper" research shows that among the 153 large and medium-sized companies that participated in the survey, more than a quarter said they have built their own corporate universities, while another 34 companies plan to build corporate universities within two years.

However, the established Chinese corporate universities have not gotten rid of the traditional talent training concept and are still stuck in the same dilemma: employees are less motivated to participate in training, training effects are not obvious, the link between training and organizational strategy is weak, and the training function is insufficient. The value is not recognized by the organization... Kellogg believes that the way for corporate universities to "get out of trouble" in cultivating key talents should first innovate the concept of talent training and reshape it from the aspects of training system, training teachers, training focus and training methods. .

From course platter to systematic training

A survey on the current status of the training system of Chinese enterprises showed that 67.1% of the companies surveyed have not yet established a systematic training course system. Most training departments adopt a "course platter" model when implementing key talent training projects, combining "famous" courses and instructors on the market.

The ensuing problem is that the training is not targeted and has no continuity. The training department is often troubled by this: "The 'good' courses on the market have been completed, how can we change them next year?" What’s new?”

Corporate universities emphasize systematic planning of training paths and draw targeted “learning maps” that closely focus on employees’ career development and ability requirements. GE is known as the cradle of cultivating CEO0s for Fortune 500 companies. Its famous Croton Enterprise University has built a leadership learning map that comprehensively covers the career around the development pipeline of GE leaders.

For example, NMDC courses are provided for new managers around the world, and AMC courses are provided for general manager or director level personnel to help managers not only be competent in a single management job, but also be more proficient in handling different aspects of problems, such as Procurement, production and marketing, etc. The MDC course is aimed at CEOs or backup CEOs of each business sector to achieve a leap in management capabilities. BMC selects executives from all over the world to participate in training for CEO-level managers in a certain business or a certain continent. The systematic and targeted course setting has helped GE build a complete leadership development pipeline to ensure the pertinence and continuity of management training and ensure the unity of management language.

In terms of cultivating professional talents, Hong Kong’s Cathay Pacific Airway has drawn a comprehensive learning map for talents in each line of business to help employees develop. For example, employees in the airport department will receive induction training for all new employees when they join the company, and then enter the induction training for the airport department. After the employees are assigned to their posts, they will receive job skills learning and assessment certification. After the half-year internship period, employees will receive Training to improve service excellence skills. In this way, as employees advance in their careers, they will continue to improve and improve their ability levels in a targeted manner, so that talent training runs through every important link of employee growth.

A systematic “learning map” that closely focuses on employees’ career development and ability requirements is the basis for ensuring the cultivation of key talents.

Whether it is management talents or professional talents, corporate universities are taught by "foreign monks" from "foreign monks" to leaders. "Foreign monks cannot recite sutras well" has become a pain point in corporate training: after introducing a large number of external lecturers to teach, companies increasingly feel This move is just scratching the surface. These trainings cannot touch the actual business of the company; managers and key employees have heard too many classic cases such as the "Coke War" and are familiar with management buzzwords such as "Blue Ocean Strategy". However, the company Internal knowledge and experience have not been precipitated at all.

In world-class companies such as Procter & Gamble and Toyota, internal lecturers account for more than 50% of corporate training lecturer resources. Now more and more Chinese companies are beginning to realize that the important task of transferring knowledge and experience within the company must be borne by the company's "internal lecturers" or even leaders. Only in this way can the company's unique value be precipitated and spread. One of the key tasks of corporate universities is to build a team of internal trainers. Its importance has surpassed the training itself and has become an important step in the implementation of corporate strategies.

A common challenge in building an internal lecturer team is the contradiction between work and education. Lecturers lack motivation and have no time or willingness to participate in internal teaching. The core role of a corporate university is to promote the formation of an internal sharing and teaching culture, in which the behavior of leaders is crucial. The top leaders of excellent companies are very involved in cultivating talents. They allocate 1/3 of their time to talent development every year, and even teach in person for 30 days. Corporate universities can develop matching courses, design teaching activities, and provide a learning environment based on leaders' strategic thinking, and help management fulfill their responsibilities of developing employees to the greatest extent.

COFCO Group, China’s leading food supplier and Fortune 500 company, advocates that “the top leader of each unit is the first trainer.” Chairman Ning Gaoning is the number one trainer of COFCO and personally participates in the curriculum design, classroom teaching and promotion guidance of Zhongliang Academy (COFCO Enterprise University). COFCO believes that training is a team working method, constantly thinking about what problems exist, how to solve them, and what methods to use to solve them, thereby promoting the development of the organization. In this process, management at all levels serve as lecturers, introducing everyone into an environment through organizational guidance, stimulating, summarizing, and condensing wisdom to form unified thinking. Under the leadership of Chairman Ning Gaoning, the company's president, vice presidents and management at all levels often devote themselves to lecturing and educating people, and a lively culture of preaching, sharing and team learning has been formed within the group.

From focusing on individuals to team learning

The success of an enterprise does not rely on a number of highly skilled "star" employees, but requires an excellent "team" that works well together. Traditional training can improve the skills of individual "star" employees through carefully designed teaching activities, but there is little thought and action in helping to build a high-level "team".

The improvement of corporate organizational capabilities is based on the development of individual employees, through the mastery and application of relevant operating rules, and through the instillation of common goals and values, so that the team as a whole can show tacit understanding and consistency. Think and act like "one". From the improvement of employees' personal abilities, to the improvement of collaboration skills based on proficient rules, to the achievement of unanimously agreed-upon common concepts, organizational capabilities have achieved step-by-step development. Therefore, while corporate universities focus on employee capability development, they also pay more attention to organizational team learning and focus on cultivating tacit understanding and consistency among teams.

China Resources Group has introduced action learning methods in 2003 and has solved many difficult practical business problems through team discussion and reflection. Since the pilot to full-scale promotion, the group's major business sectors including real estate, gas, electricity, retail, cement and pharmaceuticals and other profit centers and branch companies at all levels have launched mobile learning activities.

The action learning activities carried out by China Resources Group Corporate University have distinctive characteristics: they are based on solving actual business problems, and the topics selected for the training activities are all key issues and problems encountered in the business process, such as cost control.

, product strategic position and project progress delays, etc., and establish clear improvement indicators and goals; diverse teams participate in the training, and it is mandatory for the action learning team to select project members from different departments and different professional fields to ensure diverse perspectives for discussions and suggestions, and at the same time Produce positive effects of team integration and cultural unification; a strict structured process, the training process is designed based on a strict process framework, and provides practical discussion tools to help team members unify their working language and problem solving methods. China Resources Group's mobile learning method has achieved great success, not only greatly reducing operating costs and improving economic benefits, but also accelerating the improvement of team building and management, and strengthening the penetration of corporate culture.

From focusing on individuals to team learning, the training philosophy of corporate universities has undergone a major change, facing the crux of the problem that training covers a wide range of areas and the training effect is difficult to measure. Through team learning, all members are invited to participate and make commitments to ensure that independently trained individuals will not be "returned to their original shape" after work.

From single training to diversified development

The "721 Law" of training is well known to everyone, that is, the training and growth of employees rely 70% on job practice and exercise, 20% rely on job coaching and feedback, Only 10 are relying on in-person classes. Therefore, corporate universities place more emphasis on diversifying training methods in cultivating key talents, not just training, but also providing support with development means.

Many excellent companies scientifically cultivate and develop talents through various methods such as evaluation feedback, face-to-face teaching, online learning, job rotation and coaching. For example, GE's BMC program usually lasts four weeks. In addition to the first week at GE Croton Academy, the remaining three weeks will see students divided into different groups to conduct research and interviews on the same topic in different countries around the world. For example, on the issue of how to improve GE's business through social networks, we brought together the views of different countries around the world and finally formed diversified solutions.

The transformation of new Bank of America executives consists of a series of learning activities. New managers who are promoted to one of the core team of 250 executives each year receive an induction plan when they take on the new role. It will detail a roadmap for how to successfully complete the first year of work, including which relationships should be focused on developing, what information needs to be mastered quickly, what are the main goals of the work, how to develop oneself, and other interests at different stages. expectations of him, etc. These learning resources and tools have proven to be extremely valuable. In order to cultivate managers with organizational capabilities, Novartis Pharmaceuticals specially designed a leadership development plan tool (Leadership Standard Development Planner). It provides a complete five-category training method and suggestions for each leadership quality, and provides a wealth of learning resources. The library will provide a rich "nutrition package" in a targeted manner to promote the continuous growth and supply of key talents.

As a strategic talent training function, corporate universities have made new breakthroughs and practices in terms of curriculum, teacher construction, training objects and training methods, helping enterprises to be more systematic, efficient and scientific To cultivate a team of key talents in an efficient manner and build unique soft power for the long-term development of the enterprise.