How can the talent pool be more strategic?

1. There is no market for strategic talents.

(1) Build a strategic compass plan for talents. Based on the enterprise strategy, we should build a strategic compass plan for talents in line with future development.

(2) Cultivate a group of all-round future leaders and form a dynamic talent echelon.

(3) Create a group of outstanding managers who meet the future development needs of enterprises and quickly meet the requirements of high-level positions, form a dynamic talent echelon, shape culture and build a platform.

(4) Break the limitation of inherent management thinking, integrate the top resources of external experts, senior consultants and enterprise executives, and build an open platform to jointly discuss the current and future business challenges and organizational management issues of enterprises.

(5) Explore the systematic methods suitable for the development of senior management talents in enterprises. Through thematic workshops, practical tasks, dynamic talent development evaluation, benchmarking and internal mentors, the senior management team can form a unified language in strategic direction and business philosophy, strengthen the reserve force of senior management, and form a penetrating talent training brand.

2. Formulate the overall talent development plan.

Based on the requirements of future organizational capacity, we will find and identify high-potential talents, establish a high-potential talent pool, establish the capacity requirements of future leaders, and provide high-potential development solutions.

3. Discover and identify future leaders.

(1). Make clear the matching degree between the existing ability and the future position.

The present performance is not equal to a person's ability. We need to consider whether this leader is still competent under the circumstances that the environment and market opportunities change. A common example is that a sales star who is skilled in a certain market is depressed when he is promoted to sales manager, and a chief operating officer in charge of a factory is promoted to general manager of another newly-built subsidiary, and he is depressed when faced with multiple external relationship management challenges. This promotion of the company is very painful, their subordinates are very painful, and they are also very depressed. Therefore, before the job changes, we need to consider their abilities, and build an empirical model for their future jobs in a planned way, so that they can be prepared before being entrusted with heavy responsibilities. The process of establishing empirical model will help enterprises to analyze the requirements of future jobs more clearly and carefully consider the selection, training and appointment of high-potential talents.

(2) Grasp the high potential factor (HPI) and derailment risk.

The consideration of high latent coefficient and derailment risk is easily ignored. High potential factors are the key factors to help future leaders grow, break through and move towards higher leadership positions, or development. It enables a person to constantly learn to work and lead in new ways and manage himself effectively under the requirements of new roles. More importantly, he can flexibly adjust himself to adapt to the new role or environment. Of course, it can't replace the ability needed for future jobs, but it is a factor that needs special emphasis and attention in screening and development.

There are many researches on high potential factors, which are generally divided into four dimensions: learning ability, energy, empathy and organizational awareness, and perseverance.

The risk factor of derailment is the negative of high potential factor. Under certain circumstances, it will be catalyzed, hinder a person's development, and even have destructive power. On the one hand, it is often difficult for enterprises to grasp or even unconsciously condone the growth of some excellent leaders' derailment factors, which leads to the failure of leaders after they are promoted to the top, and brings huge losses and influences to executives and enterprises.

When determining the future leaders who are suitable for the strategic development of the organization, we need to grasp the two sides of the coin (high-potential factors and derailment factors), whether for high-potential "soldiers" or "officers" who are about to become "generals". At the same time, we should consider the "fit" factors, including whether it is suitable for organizational culture and performance factors.

IT management companies that have grown up in the bubble and established manufacturing companies that need to take off again in a stable period will have very different judgments on the industry development in the next 10 year, so there will be many differences in the definition and judgment of their high-potential talents, although they may have the same tendency in the fundamental dimension.

It should be noted that most people may not have the advantages of integrating high-potential factors at the same time, and high-potential factors may be hindered in some dimensions due to business conditions and current events, which requires leaders, not just new leaders, to constantly seek feedback, keep an objective look at themselves, and constantly exercise the "muscle group" of high-potential factors.

4. Establish an implementation plan for the development of future leaders.

To establish the ability requirements of future leaders, it is necessary to analyze what the quality requirements of leaders are under the strategic requirements of the organization in the future, and it needs to be tailored according to different levels of leaders and work groups. There are two kinds of people in high-potential development, one is the backbone employees with high potential, who need to be trained to be future leaders; Another type is high-potential managers, who need training to become future executive leaders. Different target groups will face different challenges in the future and need different training focuses.