Startups Small companies are advised to conduct a closed-door talent inventory, i.e., only senior management and HR participate. Because there is no corporate culture and consensus, it is easy to disagree, for example, a 360-degree evaluation will allow the wrong person to win. There is a concept of public opinion and public opinion (Rousseau in The Social Contract), which is very important and can explain a lot of pseudo-democratic chaos, such as the fact that many village cadres are from hooligan background.
How-To Guide:1Personnel number analysis, statistics of the number of each department, compared with the current establishment of each department, analysis of the shortage of personnel in each department, the development of talent recruitment demand table.
2.Personnel structure analysis, mainly from the aspects of education, age, management level, division age structure and other aspects of statistical analysis, to make adjustments to the recruitment direction, requirements, channels, etc. For example, if the average age is too old, it is necessary to consider bringing in more fresh graduates and young people, and if there is a lack of management, it is necessary to consider parachuting into the management or promoting employees exceptionally.
3.Personnel quality analysis, through the work performance and ability (potential, competency, corporate culture) two dimensions to form a nine-palace chart, in order to formulate talent reserve, training, appointment, incentive, elimination plan, adjust the recruitment demand table.
a.Work performance, this is relatively simple, directly look at the work results, sales to see the turnover, the corresponding gross profit, contract amount, payment, etc., recruitment to see the number of people who enter and stay, objective data or direct superior scoring, the number of departments more than 15 people to consider the mandatory normal distribution.
b.Competence (potential, competency, corporate culture) for small businesses is basically whether they abide by the company's code of conduct, how they interact, how they work in a team, and whether they speak and behave appropriately.
About the Nine Palaces Chart:
1.There is no doubt that those with strong performance, ability, and values should be focused on cultivating.
2.Those with poor performance, ability, and values will undoubtedly be eliminated.
3.Different enterprises have different ways to deal with low performance or poor ability and values.
a.Represented by Jingdong and GE, more attention is paid to values, and those that do not conform to the values will be eliminated, Jingdong calls it rust and scrap iron, and the internal reason is that such enterprises pay more attention to market share and scale.
b.Represented by Alibaba and Tencent, they pay more attention to performance, and those with poor performance and good values in Ali are called white rabbits, and they must also be resolutely eliminated.
c.Huawei has unproven opportunities for employees who are underperforming, and whose values and abilities are aligned.
4.For small companies, the trickiest thing is the kind of employees who have good performance, but are unruly and have poor team attributes.
a.It cannot be hastily eliminated, but in the long run, it must not be kept.
b.For resource-based talents, a certain status is given, but power cannot be given.
c.Analyze the reasons why he can make performance, standardize the process more, let him share more, and let his ability become the ability of the team and the company, such as establishing a knowledge base training system (refer to "Sharing a Training Method That 99% HR Don't Know") can solve this problem to a certain extent.
d.Talents with special means, depending on the degree of risk, promote such means or temporarily use this person.
Talent inventory