Dynamic incentive plan in February Course background: enterprise competition is the competition of talents in the final analysis, but many enterprises are relatively shallow in the construction of talent echelon, how to provide enterprises with sustainable, high-quality talents** is not only an important goal of human resources work, but also the person in charge of the enterprise, the person in charge of each business and the person in charge of training because of the continuous concern; In fact, there are certain misunderstandings in the talent echelon of many enterprises, such as a management position to determine one or two people selected as the best people, only the above people are promoted or left as soon as possible, and the best people have the opportunity to be promoted, so that the talent reserve has become a person marking plan, and the selection of enterprise reserve talents largely depends on the superior leader, if the superior leader can not be open, fair and fair selection, there may be a phenomenon of "Maxima" being buried for a long time, and some enterprise reserve talents are selected, However, there is no reasonable training and promotion channel, but the cadres who have not entered the talent echelon have been promoted, making the construction of the talent echelon useless.
In the final analysis, these are caused by the failure to form an organizational guarantee mechanism that enables talents to stand out. However, with the rapid development of the business society and the increasingly complex organizational structure, talent structure and business structure of the enterprise, the identification, selection, assessment, appointment, training and other aspects of the echelon talent are becoming more and more demanding, and the simple talent reserve has been unable to meet the needs of the enterprise, so how to formulate a useful talent echelon construction plan and support a useful training and appointment mechanism is already imminent. This course is a great way to help solve these problems.
Course Objectives:
1) Provide a series of solutions for the entire human resources system, which can not only help enterprises to be clear about the four major employment risks, but also make the talent training department clear about the four major personal development risks, so that enterprises can find effective methods from different stages such as screening, analysis, layout, cultivation, appointment, optimization, etc., so as to continuously deliver talents for the organization, do a good job of talent without faults, avoid all kinds of employment risks, make enterprises easily introduce and retain reserve talents, and achieve a win-win situation for employees' careers and corporate performance.
2) Help HR to build a talent echelon construction plan, and at the same time provide and help internal training institutions, corporate universities or business schools to carry out effective echelon talent training methods and a series of course development guidelines, so as to cultivate a practical golden seed talent team at all levels.
Course Duration:1-2 days, 6 hours days.
Course Audience:HR Leaders, Corporate University Business School Leaders, Talent Development Managers, Training Leaders, etc.
Course Method:Lecturer + case study + group discussion.
Course outline
Lecture 1: Clarify the principle and significance of talent echelon
1.The three major processes of talent echelon construction.
2.Redefine the enterprise talent echelon.
Construction: people-post, post-person.
Lecture 2: Analysis of the role of talent echelon construction
1. Risk analysis of talent management
1.There are four major employment risks faced by enterprises.
2.The four major job risks faced by employees are the cost of selection and vacancy.
Second, the role of talent echelon in promoting development
1.Talent echelon construction and the development of key talents themselves.
2.The process of talent echelon construction and six cyclic actions.
Lecture 3: Best Practices for Talent Inventory
1.Talent Inventory Model and Value.
2.Talent inventory method - potential level, performance level.
3.Inventory of existing personnel – analysis of departures (example).
4.Talent inventory report and application.
Lecture 4: Talent echelon construction project design (how to set up a project).
1.Principles and objectives of the construction of echelon projects.
2.The six major tasks of the project.
3.Development of the project schedule.
4.The progress plan of the project for the current year.
5.Talent echelon project team structure design.
Lecture 5: How to efficiently complete the echelon report
1.Flowchart design for talent reports.
2.Practical operation of filling in the talent report.
3.The three principles of the method of compiling the report and the competency standards for cadre qualifications.
Lecture 6: Competency Standards for Cadres
First, the construction of talent standards
2. Standard model of cadre qualifications
1.The competency that echelon talents should have.
2.The ability that echelon talents should have.
Echelon talent potential nine-square grid operation analysis.
Lecture 7: Echelon Talent Training (Tracking and Empowerment).
1.Echelon talent training strategy and cycle.
2.Each ladder course system.
3.Talent echelon at all levels of talent training project design and practical experience.
4.Echelon training cost investment, evaluation and continuous tracking.
Course summary and review