February** Dynamic Incentive Plan Course Background: In the era of knowledge economy, companies with the best talents can be undefeated, especially for growth enterprises, construction enterprises, and sales-oriented enterprises, a big task for HR is to continuously recruit people for retraining, but why do business leaders always complain that personnel capabilities are not strong? said that he was a capable person, but he didn't see that he could be in **? It's the critical moment of the project, this guy is going to run away again, what do you mean? Other departments or front-line companies always complain about lack of manpower? There seem to be countless people floating in the market, but why can't there be a few talents? Why are they complaining about the human resources department, "their performance is mediocre, and they still evaluate me", but how many HR managers who were full of confidence at the beginning have reluctantly left and joined the army, these phenomena are not new.
But we also want to talk about what business leaders are doing with talent. Don't you need to pay attention to how to find excellent talents? Nurture them and create a high-performance work environment, can you ignore them? Have any recruited people been savagely grown? Just as finance personnel pay attention to the normal operation of funds, in fact, business leaders should pay more attention to and participate in the most critical issue of corporate strategy, that is, talent management. For example, in the management positions of real estate enterprises, the turnover of marketing directors and HR managers is very frequent, and the planning and design deputy of some real estate enterprises are also frequently replaced, while the office director and financial manager are relatively stable, why?
In this regard, with the extensiveness and complexity of human resource management, the market has also given rise to a large number of books and literature, training consulting institutions, training lecturers and experts from all walks of life, which has made enterprises dizzy again, and it seems that the problem is complicated. In fact, the more complicated things must be dealt with simply.
Course objectives: This course is based on the practical experience of business managers on talent management, through thinking and method innovation, put forward the way to solve and talent management, the course is not to passively popularize human resources knowledge that the human resources department should learn more, but to strive for human resources managers and business managers to inspire and help the work of talent management. Let business leaders analyze the logic of thinking, and understand and carry out effective training from the aspects of performance orientation and core values. The course will be in the most popular language, and a degree of combination of coaching skills to counsel, stimulate the students' old knowledge and introduce new knowledge, and finally integrate the understanding, at the same time, the course is more focused on methods rather than theories, let us talk less about concepts, more about methods.
Course Duration:1-2 days, 6 hours days.
Course Audience:Chief Talent Officer, Business Manager, HR Leader, Training Manager.
Course Method:Lecturer + case study + group discussion.
Course outline
Lecture 1: Challenging the Status Quo - Human Cognition
The purpose of this chapter is to re-examine the human resources business module and clarify the characteristics and challenges of talent management for different types of enterprises.
1.Characteristics of human resources of state-owned enterprises, foreign enterprises and private enterprises.
Challenges encountered at this stage
1) Acute demand for professionals.
2) Competitors are in a hurry to attract employees.
Lecture 2: Business Management - Thinking Logic
This chapter mainly enables business leaders to clarify the essence of management from the perspective of logical thinking, and clarify what the main functions of the management position should have, what to want, what to do, and how to do it.
1.There are four quadrants of functions that business managers need to have.
2.There are four elements of a leader's needs.
3.The relationship between corporate strategy and organizational capabilities.
Summary:The five-layer logic of managers.
Lecture 3: Redefinition - Selection and Retention
This chapter begins to talk to business managers about talent selection, cultivation and retention for practical learning and training, which is not only a conventional human resources module to be mastered by the human resources department, but also activates the manager's way of managing talents from business thinking, result orientation, and case analysis.
Import: three levels
Human layer
1) Personnel planning and design leader.
2) How to do business talent inventory.
Business layer
1) How to explain the needs of business talents.
2) How do business personnel understand the three pillars of HR?
Decision-making level
1) Talent strategic direction and requirements.
1. Discerning and making good decisions - selecting talents
Confusion for hiring managers
1) Common problems in talent recruitment.
2) What you need is talent, not talent.
Case Study:Recruited the general manager of teaching for half a year.
Talent selection criteria and processes
The four elements of talent selection
Element 1: What has been done.
Element 2: What you have.
Element 3: What has been obtained.
Element 4: What you want (values).
2) How people and business pay attention to the "characteristics" of talents
3) The essential difference between the human recruitment process and the business recruitment process.
How to do the talent demand balancing wheel
A capacity requires a balance wheel.
b. Attract talent balance wheel.
c. Recruitment trap balance wheel.
Case Study:Build a talent funnel like a sales funnel.
3.Business Selection Interview Skills: Removing the False and Retaining the Truth - Apply Star's Interview Skills.
Second, the right of children and mothers - the use of talents
1.The four major risks faced by the company and its employees (how has he changed).
2.Distinguish between employers and servants.
Rookie (newcomer) in the workplace
1) Cultural introduction is the key – how-to.
Case Study:Rookie Alchemy Furnace - Refuse to grow savagely.
4.Workplace Elite (New).
Unify the mind - activate people.
Case Study:Screws and pillars, persistence and hope.
Case Study:Tree language.
Case Study:The elite smelting and drilling furnace of the group enterprise.
5.How can managers help newcomers avoid ten pitfalls?
Case Study:Wanda cadres ten minds.
6.Situational reproduction - get out of the misunderstanding.
Leadership matching, a discerning leader.
Case Study:Cost VP Growth Experience - Conflict and Harmony.
3. Phoenix Nirvana - Yucai
1.Precise training - training is differentiated**.
Tools:**Value Side** - Accurate training of performance differentiation method.
Case Study:Pin Contest - Substitute training by competition.
Managers act as internal trainers
1) Educating people is no trivial matter - managers who lead by example.
Tool Sharing:The simplest mind map allows you to quickly make in-house courseware skills.
2) Practical operation of the four courses**.
Case Study:Sharing of the new employee training camp project of a real estate company.
3.Avoid the misunderstanding of training - source, point, line, and surface strategic training.
4.Preaching and receiving karma to solve doubts - Lixin.
1) Three non-stresses of corporate training.
2) Purgatory rebirth on training.
Case Study:Career promotion - moths and phoenixes.
5.The main actions that business managers need to do in succession planning.
Fourth, strategize - retain talents
1.The trap of keeping people - let's talk about discernment and judgment.
Case Study:It's easy to convince the people who stayed why they ended up leaving.
Case Study:The price of the iceberg.
2.Nurturing is not a welfare.
Case Study:Redefine the maximization of the value of enterprise talents.
Let's talk about the five layers of the logic of talent demand.
Carefully manage talents
1) Give the environment - 10 obstacles to avoid.
2) Give space – persistence to hope and hope to persistence in theory.
3) Give incentives - reward salary, guarantee salary incentives.
4) How to establish a useful incentive system and incentive principles.
5) From a business perspective, look at the 10 characteristics of star employees.
Case Study:A general manager who grows through challenges.
Fifth, integration and efficiency - talent assessment
1.Assessment & Assessment.
Case Study:How can real estate enterprises make talent assessment accurate?
2.Personnel Capability Map.
Case Study:Personnel capability structure diagram of well-known enterprises.
3.How you're going to fire someone – exit management skills.
4.Talent assessment in line with human nature.
Lecture 4: The foundation of business - performance-oriented
The main purpose of this chapter is to make business leaders clear what is performance-oriented, what performance is, and how to understand that all the management of talent should be based on performance and how to achieve it.
1. Employee performance - motivating
Case Study:
1) Time Warner Case Study – People & Performance.
2) Sinar Mas Group employment.
3) Wanda College employment.
Case Study:Greentown Management Group Recruitment Case Sharing.
2. Organizational performance
1.Wanda Executive Power Sharing-Hanxiu.
Case Study:The goose plucked its feathers - seeking common ground while reserving differences.
Case Study:How do Wanda and Greentown train cadres?
Discuss:Why is no one saying that Wanda is bad for the cadres who came out.
Case Study:Follow the plan, don't follow the feeling.
2.and make all walk.
Case Study:Sinar Mas Group's global cultural heritage.
3. Investor performance
Fourth, customer performance
1.How to link enterprise talent with customer performance.
2.Cultivate employees' customized business thinking - customer segmentation matrix.
Lecture 5: Management Coaching - General Competence
This chapter is mainly a training content, so that business managers can master the basic manager, guide, and even the basic coaching tools for managing business, and how to effectively apply them to daily management work.
1.Four Steps to Poetry – Four Steps to Planning Questions.
2.Know how to use a measuring tape.
Train strong questioning
Exercise 1: Ask questions at the recruitment site.
Training 2: Performance interviews and questions.
Exercise 3: Manage communication and ask questions.
4.Draw inferences from the other and apply the balance wheel.
5.Disney strategy for employing people.
Efficient Management Utility:Five-star square**.
6.Treasure Book of Abilities—The cultivation of the four milestones.
Lecture 6: Empowerment Center - Enterprise Military Academy
This chapter will briefly share the functions and core tasks of the enterprise university, the birthplace of enterprise talent training and transportation, and clarify the cooperation and complementarity between the enterprise university, business and human resources.
1.The positioning principle and fundamental task of Huangpu Military Academy-Enterprise University for enterprise talent training.
2.School-enterprise division of labor and function analysis.
3.Talent Strategy & Organizational Development.
Corporate self-immunity mechanism
1) Cadres and Expert Committee.
Case Study:Still love.
2) Enterprise Research Institute.
5.Analysis of core values.
Summary & Communication: Homework after class