In reality, many companies are not large, and the company boss may also realize the importance of human resources, so he will sign up for some business management or human resources related training, and then become interested in talent inventory and decide to implement it in the company.
The boss has given the task of talent inventory to the HR manager. However, in the face of the boss's trust, the HR manager is distressed: the boss's idea comes too suddenly. What is the purpose of talent inventory? Without evaluation tools and application directions, there will definitely be no bottom for such an inventory.
In this case, it is typical to take stock for the sake of talent inventory. First of all, the enterprise does not have a clear talent inventory to solve the key problems, which is difficult to follow up and apply in the later stage; Secondly, the tools and methods of evaluation are not clear, and you have to do an inventory empty-handed, and you can guess the ending when you see this beginning, which will inevitably end in failure.
So, how to do talent inventory?
Generally speaking, before the talent inventory, we must first understand the company's business strategy and organizational structure, and also according to the job design and division of responsibilities. After that, it is necessary to determine the dimensions of the assessment based on the needs of the organization and the characteristics of the position.
For example, when making a succession plan for managers, the principle of "1+x+y" is generally followed in the dimension of talent inventory evaluation.
1" is the corporate culture values: the personnel in important positions must be "one heart" with the enterprise, identify with the development and values of the enterprise from the heart, and be willing to develop together with the company, which is the most important.
"x" is the ability requirement of the management: take stock of the management personnel and assess whether they have management ability and management potential. For managers who have worked in management positions for more than two years, their management ability is still not high, the actual management effect is not good, and they have not improved through training and other guidance, they should be considered to be unsuitable for management positions. If they have excellent professional abilities, you may want to consider adjusting the professional sequence for them.
"y" is the ability requirements of each sequence: such as sales sequence, customer service sequence, R&D sequence, and functional sequence, which have different requirements for the ability, potential and even personality of the incumbent. At the practical level, it is best to determine the dimensions of the assessment in the form of brainstorming and seminars. Of course, if you have the budget, bringing in a professional third party can also make the process more efficient.
During the actual inventory, after collecting the evaluation results of all aspects, the managers will generally be organized to hold a talent inventory meeting, and the personnel composition is also different according to the scale of the inventory. For example, the inventory of the management is generally carried out by the CEO or the head of the regional area of the subsidiary as the first person in charge, and the inventory is usually carried out in batches according to the management sequence level. Generally, the assessment and reporting of subordinates is completed by the superior of the assessee. In this way, the inventory in batches can also reflect the level of understanding and management vision of the team members of each manager.
The application of the inventory is multifaceted, but it is more used for capacity development. The results of the inventory cannot stop at a bunch of data and **, and must be transformed into an action plan as the focus of annual talent training.