Talent inventory-what do these big guys say
Huang Xu (former HRVP of Ali): The CEO should focus on and count the three types of people in the company. They add up to almost a deck of cards. To play a good hand, managers need to comprehensively measure employees' interests, experience, performance and interest demands, that is, to manage the employees' "heart, brain, hands and wallet". In addition, "good cards" have a common trait: keep panic.
Zhu Zhen (CEO, former Vice President of Cainiao): As the company develops, some people stay and some leave, and new people will join. Obtaining outstanding talents and helping employees grow is always one of the most important tasks for a startup CEO. Human resources are the core competitiveness of the company.
CEO of entrepreneurial team Sammy: Talent inventory is the top priority! In the company, we do things through people and judge people through things; we have to grasp things with one hand and grasp people with the other. People are wrong, what's the matter?
What is talent inventory?
The well-known human resources expert, Mr. Huang Xu, said: To give you an analogy, we have to tidy up our closets at intervals, at least once a year. Because there are a lot of clothes in our closet that you don't wear much after you buy them, you must give them away as soon as possible, otherwise it will be a waste of resources. There is another example of bookcases. I also suggest that you take care of your bookcases every year. If you don’t read many books, you can quickly give them away and move them to a place where they can shine and heat.
WHY——why do talent inventory
CEOs pursue "putting people in the right position."
But in reality, there is often an embarrassing situation: a hen that lays golden eggs is invited, but it is used to stew chicken soup. The company's expectations have not been met, and the "hen" has been devastated.
For this reason, Fulcrum went into a number of companies, collected and edited 40 HRD/HRM on site, conducted a survey of super users, and drew three representative cases from it.
-This is a powerful user survey-
The voice of a start-up company HRD
Our company is small, with only more than 50 people. In the transitional stage, the talent structure is rather chaotic, the job planning of employees is not clear, and the turnover of personnel is frequent. We set the overall strategic direction-the online and offline integration of the industry, and began to fill the organization. The current planning for talents is very lacking.
The voice of a medium-sized enterprise HRD
Putting the right person in the right position is actually quite difficult. Many key positions are shouting for lack of people every day, but at the same time, there are a batch of suitable high-potential talents who can take one step and are submerged in every corner of the company.
The voice of a large company HRM (scale 5000+)
In the stage of rapid development of enterprises, the assets are tables and chairs, which are traded every day. Why not check the talents again? When the strategic transition period and key talent loss are serious, talent supply, uneven distribution and other internal and external environments, people are only the assets of the group, so it is necessary to check every year. , In the end, do people add value. We attach great importance to this area.
How do big factories sell
Talent evaluation and management is a science. The employees of the company are like a "deck of cards" in the hands of the CEO. Only by knowing who among them is the "big cat", who is the "A", and who is the "K" can the CEO formulate the best card strategy.
Tencent
Routine inventory + inventory at any time
Tencent's talent inventory is divided into annual inventory and anytime inventory.
Annual inventory: The annual inventory generally starts in December and ends in January of the following year;
Inventory at any time: According to the needs of business development, inspect and evaluate talents at any time to normalize talent evaluation.
Jingdong
With the help of an intelligent platform
Through talent inventory, sort out current managers, comprehensively evaluate talents at all levels, export different talent pools (high potential pools, succession pools, etc.), count core/key post successors, determine employee capabilities and career development plans.
JD.com’s talent inventory is very good. Despite the rapid expansion of JD.com’s staff size, it has grown rapidly from nearly 30,000 in 2013 to more than 130,000 in 2017. The staff composition includes front-line blue-collar employees, white-collar employees and gold-collar employees. Talent management The complexity and fineness of is very high.
However, with the help of an intelligent platform, JD has launched a talent inventory system, built a talent system, recommends talents through tagging talents, and uses the talent pool to deploy at any time.
Huawei
Raise the talent inventory to a strategic height
Huawei only counts its employees, but also raises its talent inventory to a strategic level. Talent inventory is to convey the core values of the company, match the company's business strategy, establish the correct value orientation, improve the efficiency of the company's employees, build a healthy atmosphere, and finally sort out the employee development system.
What makes Huawei's talent inventory unique is that it first establishes standards, then inventory teams, and finally forms a mechanism.
HOW——What is the talent inventory?
Talent inventory requires three kinds of people, a deck of cards:
The first type of person is your direct report, 5-10 people. If you can't control your most important 5-10 people, please leave others alone. Ma Yun said that if your subordinates and your wife have a divorce and you don't know, then you are negligent. So you need to understand your direct reports very clearly.
The second type of people are the "2" and "1" in your subordinates (note: refers to the best 20% and the worst 10%), there are about 10-20 people. This is like the principal of a school who has to manage the school’s head teachers. 5-10 head teachers must be in charge, and then the two ends of each class must also be in charge. It’s called "dean's list" in English. Each class teacher tells himself clearly who is the best student in your class and who is the worst 10% student in each class.
The third type of person is the star in the company, also 10-20 people. In addition to management positions in the company, there are equally important technical positions. In these technical positions are our most important sales, most important designers, most important technical experts, and so on. Alibaba has a technical master, nicknamed Master Feng. He is one of only 10 database experts certified by Oracle in the world. Alibaba has two sets of rank systems, one is M series and the other is P series. All are treated as vice presidents, which means that P11=M6.
Everyone knows the famous "Gallup Path", its basic idea is: soft indicators bring hard results. The so-called hard results (data) refer to the financial results of business operations, while soft indicators refer to people's attitude and behavior indicators. According to Gallup's path theory, excellent managers help employees discover their advantages and use them in accordance with their aptitude, and then achieve dedication. Dedicated employees cultivate and retain loyal customers, and promote corporate profit growth and stock appreciation.
That is to say, the level of corporate management determines the employee's degree of engagement, the employee's degree of engagement determines the customer's loyalty, and the customer's loyalty determines the company's income and profits, and the company's income and profits determine the stock price. The Gallup path is actually reminding us of the importance of people, which is the same as what I said about "people are wrong, things are wrong".
One purpose of doing talent inventory is to form the company's talent view and build the company's talent system to support the company's long-term development. The most important thing is to solve the problem of the company's talent structure, do what is missing, and what to make up.
Talent inventory can create those values for the organization
Based on strategic goals, diagnose organizational health
The starting point of talent inventory is the inventory of the organization. When taking inventory, think about "based on the strategic goals in the next two or three years, what organizational structure is needed to match, how to design positions, how to allocate responsibilities, etc.; combine the 1-3 years of strategic goals, the existing organizational structure and the division of roles What adjustments need to be made? Which roles are critical; in order to achieve the 1-3 year strategic goals, what adjustments are needed in the organizational structure (addition, cancellation, merger), determine the organizational structure, key roles, and talent demand and supply, and export the future Organizational chart, strategic pyramid, organizational core action plan, on how to identify strategic goals, can promote the identification of strategic decoding meetings, strategic seminars or hire third-party consulting agencies (due to limited space, we will not expand in detail).
Define key positions and identify high-potential talents
(1) Identification of key positions.
Need to think: In order to achieve strategic goals, which talents are urgently needed for the development of enterprises? In the current enterprise, what kind of standards can be truly called "talents"? Current enterprise talent status (quantity, performance, quality, potential) How? What is the depth of the bench for key positions (stability, competence).
(2) How to define key strategic positions.
There is a baseline for the evaluation of key strategic positions. In the identification of key strategic positions, it is necessary to determine which positions have an important influence on the realization of the strategy. All positions have value, but not all positions have strategic value. In terms of defining key positions There are four dimensions for your reference:
➤ Strategic influence: It is essential to realize the corporate strategy, usually accounting for 15-20% of the total number of corporate positions;
➤ Performance variability: The performance difference between high performers and low performers in this position is huge;
➤ Top talent influence: The top talent in this position can greatly improve the success rate of the company's business strategy;
➤ Market scarcity: The top talents of this position are difficult to obtain in the market, and it is difficult to be retained by the company.
(3) Identify talent needs
Assess talent supply. Combining the requirements of strategic goals and organizational structure, what are the current gaps in the number and quality of talents? Can it meet the needs of your business in the future?
With the support of strong user research, we have come to the core problem that needs to be solved the most in talent inventory, and is also the core issue of the moment: how to identify talents.
In order to really help you HRM/HRD to solve the related work of talent inventory, in July, the fulcrum will be in this section, and two themed micro-classes will be launched; a series of exclusive interviews with great masters; offline thinking sessions; brand columns..... .Burn the little universe!
Finally, we believe that starting from different purposes and different opportunities faced by enterprises, the content we need to count will be different. But returning to the original intention, talent inventory is ultimately to support business development, and to think clearly about the most painful business pain points.