Bible of talent management

The main content of this book expounds the human heart. ......

* * * Chapter 7 is divided into three parts:

First, the strategic analysis of talents

Chapter I Analysis on the Quantity, Quality and Others of Talents

The second chapter determines the priority order and forms the strategic plan.

Second, the strategic planning of talents

Chapter three? Competency assessment data and talent management

Chapter four? Three core technologies of talent management

Chapter five? Six talent management systems

Chapter six? Eight Talent Decisions in Talent Management System

Third, implement the talent strategy.

Chapter seven? The key to talent management

Appendix 1: Explanation of Special Terms for Talent Management

Appendix II: White Paper on Talent Management

1, About Talent Management: Eight Things CEO Must Know

2. A model of success

3. Nine Best Views on Effective Talent Management

4. Optimize the leadership supply line of employee leaders.

Introduction: past, present and future of talent management

First, the definition of talent management: an important business process can ensure that the organization has enough talents in quantity and quality to meet the needs of current and future business development and its limited order.

The main components of a specific and efficient talent management process are as follows:

1. Have a clear understanding of the current and future business development strategies of the organization.

2. Identify the main gap between the currently available talents and the talents needed to successfully achieve business goals.

3. A perfect talent management plan to solve the talent gap should be combined with the development strategy and business objectives.

4. Correct recruitment and promotion decisions

5. Link individual and team goals with company goals, and provide clear expectations and feedback for the former, thus improving performance management.

6. Develop talents, improve the performance of the current position and prepare for promotion.

7. More accurately predict the relationship between talent ability data and enterprise performance.

Second, DDI's views on talent management:

1, from the beginning to the end-determine the final desired result from the beginning, and deduce what kind of talents are needed: in fact, all talent management must be reverse thinking and planning based on the vision and results that the enterprise hopes to achieve, which is the so-called "business driver". Only by determining the business drivers can an effective capability model be established.

Vision (achieved results)-thinking and planning-business drivers-building an effective competency model? PS: Enterprises that focus on innovation and those that expand their global business must have different models.

2. Know what you are looking for-build a complete competency model (success model).

In addition to using the principle of "from start to finish" to determine future goals, it is also very important to clarify how to determine the capability model under the constraints of driving factors. We believe that a clear competency model should include four parts: behavioral ability, personal characteristics, necessary organization and knowledge, and past experience. The success of a leader is usually related to his behavior, but his inappropriate personality and personal characteristics often lead to failure.

3. The degree of enterprise talent supply line depends on the weakest part.

4. Talent selection is better than development.

5. Excellent software is not the same as efficient talent management.

6. Talent management is not democracy.

Chapter 3: Ability evaluation data and talent management.

1, personnel data and capability evaluation data

2, talent management and human resource management

To be continued. . . .