Talent training strategy of top enterprises

The development of enterprises can not be separated from reasonable management and the cultivation of talents, especially the cultivation of top talents. An enterprise that integrates leadership and talent development into the enterprise strategy and makes it an inseparable part of the strategy through measures such as enterprise training can do this, and it can gain obvious advantages compared with enterprises that are passively engaged in talent development.

Hewitt Consulting and David Ulrich of RBL Group jointly studied the practice of talent training of listed companies with good performance, and how to identify and train existing and future managers and leaders. The results of this study clearly show that successful enterprises have not stopped investing in leadership and talent development even in the face of economic recession and huge strategic problems. Want to create? Leaders of top enterprises? Eight key factors must be paid attention to.

1, policy

There is a clear connection between the leadership development strategy and enterprise strategy of top enterprises. Successful enterprises will carefully study the talent plan they need and carefully choose the specific work that needs to be paid attention to and promoted in order to realize the enterprise goals and strategic planning. There must be a choice, just like a tailor making clothes, tailored for related development projects.

Step 2 participate

In a successful enterprise, the task of talent development is clearly defined as the responsibility of the organization's top managers, who often actively participate in future managers and key talent development projects. Senior managers often actively participate in projects as supervisors, coaches and trainers, or share their rich experience and unique insights with you.

Usually, CEO plays a prominent and positive role in the learning or training activities of enterprises. For example, on the key issues of enterprise management, you can exert your personal charm with other experienced leaders and influence employees. In addition, CEO can also participate in talent training programs through internal communication.

3. Personnel training channels

Talent training? It is a key task for enterprises to operate well, and the enterprises with the most outstanding performance can realize the necessity of designing and opening talent channels within the organization. They use a clear definition of talents (high potential), harsh assessment standards and strict assessment procedures to identify and determine which employees belong to the reserve talents and which employees can enter the talent channel. At the same time, the key performance index method has also been applied to talent screening.

In talent management, we should introduce the function file management system and competency model, clearly describe the growth path of enterprises, design and implement an annual performance management cycle system with clear feasible goals and incentive mechanisms, build employee career development channels and succession plans, and establish a continuous system maintenance mechanism.

Step 4 move on

The development of talents and leadership of top enterprises has been integrated into the management and development of business operation cycle. These enterprises have replaced one-off measures with continuous development process. They have invested a lot of resources and energy in identifying high-potential talents, determining specific career development channels, giving targeted guidance, and making targeted training and development plans. At the same time, through training, online learning, enterprise counseling, job rotation, action learning and other ways to help the development of high-potential talents.

It is this kind of attention and persistence that the talent training and leadership development of top enterprises can keep pace with the growth of the company and then evolve into one.

5. Leadership development

In the course of leadership development, top enterprises only consider those projects with high added value for talent development.

First of all, the content of leadership development projects should be closely related to organizational needs; Secondly, it should be coordinated with other human resources processes of the organization, such as performance management, promotion decision-making, training and development, reward, succession planning and career planning, and develop together.

6. Behavior expectation

In top-level enterprises, leaders and employees at all levels are aware of the expectations of enterprises for their role behaviors, which are reflected in all aspects of organizational management, such as performance management (the reward standard of employees is linked to the performance of expected behaviors), promotion decision (employees can only be promoted if their performance reaches the expected behaviors), recruitment and selection (leadership behavior is an important selection standard), and communication with the upper level of the organization.

7. Key indicators

Top enterprises think that high-potential talents are strategic resources and competitive advantages of enterprises, so the development and management of talents and the construction of healthy talent development channels are listed as key indicators for evaluating senior executives.

8. performance

Talent development is a concept integrated into the daily business activities of enterprises. The outstanding feature of talent management in top enterprises is that the development and management of talents has become a part of the daily operation and management of organizations. When the talent development is truly embedded in the enterprise and continues to circulate, the overall operation process of the enterprise will be more stable and effective, creating more value.