At the end of the year, it is time to prepare for the talent inventory.
Today I will share with you some dry goods of talent inventory: Alibaba, Tencent, Huawei's talent inventory examples and 4 practical guides for talent inventory.
The case of a large factory is always new, and I believe that some ideas and methods are helpful to everyone.
Case Study of Talent Inventory of Dachang
1. Ali: We are doing this
talent inventory. The word “Talent Inventory” was invented by General Electric (GE). Alibaba probably started to do things in 2008. People are judged by things; you have to grasp things with one hand and people with the other.
People are wrong, what's the matter? Therefore, personnel must be sorted out regularly.
Behind the talent inventory is a system that provides support. There are about 200-300 cards in Ma Yun's hand.
1) Who are the talents?
We need to manage about one deck of cards, 52 cards, and the talent inventory requires three types of people: the
first type of person is your direct subordinate, 5-10 people.
If you can't control your most important 5-10 people, please leave them alone. Ma Yun said that if your subordinates and your wife have a divorce and you don't know it, 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 (the best 20% and the worst 10%), there are about 10-20 people.
This is like a school principal 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 is called "dean's list" in English; just ask 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.
The talent inventory is aimed at these three kinds of people, and they add up to almost exactly one deck of cards.
You should have your own deck of cards, know who is your A, who is your K, who is your Q, and who is your J. Of course, as you manage more and more people, the number of cards in your hand will also increase.
2) Sharing three points of experience
in talent inventory When Dai Shan shared how Ali does talent inventory, she mentioned the three most important experiences:
treat people as people: look at human nature, look at the nature of humans, and have warmth.
Problem-oriented: Be cautious to judge, is it a problem of human ability or business development? Many times the business will change, our business has gone in that direction, but people are still standing here.
From top to bottom: from Jack Ma to Peng Lei personally catch, catch the bright spots of people, give the platform and soil.
3) After the talent inventory, how should talents be evaluated?
First of all, we have to combine each person's resume, performance, queueing, potential, and his gossip to form a basic understanding of him.
Second, we have to observe their "heart, brain, hands and wallet" separately:
heart refers to his interests and passions;
brain depends on family, education, and work experience. Different backgrounds, his way of thinking and habits are also Different;
hand refers to a person’s ability to get results, what the person has done in the past;
wallet refers to what the person’s interests and needs are, and how to combine his interests with the company.
In Alibaba, there are four "metaphors" about talents:
celebrities refer to talented and virtuous employees and use them boldly;
wild dogs refer to talented but virtuous employees and restrict their use;
scalpers refer to employees who are less capable but work hard. , Use it with confidence;
Little White Rabbit refers to the virtuous and incompetent employees, do not use.
Ali takes inventory every year, paying special attention to those who have been in the company for many years but have no potential and have not been promoted for many years, that is, the "old white rabbit".
Because the organization is developing rapidly, more and more of these people are in the company, which will affect the trust of many newcomers in the company;
even because they occupy this hole, they could have created more value because they are there, so there are many opportunities I didn't see it.
When the company was very small, the wild dog would always hurt the company the most; when the company was big and the mechanism was complete, it was not the wild dog that would hurt the company the most. The "old white rabbit" had a great impact.
In addition, when Alibaba is doing talent inventory, it will discuss whether a person has developed too smoothly in the company, whether he has never fallen, whether he has always picked the boss; if he always picked the boss in the company , Then we must change him this time to a boss who may make him feel uncomfortable, to see if he can pass this level; if we can pass this level, we will reuse him in the next step.
Immediately after the evaluation, it will be implemented and become the next step, and a 3-month action plan will be worked out. If it is only an evaluation, without a follow-up action plan, it is a blank deal.
2. Tencent: Combination of "routine inventory" and "anytime inventory"
1) 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;
anytime inventory: According to the needs of business development, inspect and evaluate talents at any time to normalize talent evaluation.
2)
360-degree evaluation of tools used by Tencent’s talent inventory : According to Tencent’s "Emperor Penguin" leadership model, a 360-degree evaluation will be conducted from the six dimensions of "integrity", "passion", "learning", "open", "talent" and "product"; or According to Tencent’s cultural values, behavioral evaluations are conducted from the four dimensions of "integrity", "cooperation", "innovation" and "passion" as a basic input for talent evaluation.
Performance appraisal: From the two dimensions of business performance and management ability, self-evaluation and superior evaluation are adopted to determine the five levels of performance with reference to peer evaluation.
Jiugongge: The high, medium and low ability can be calculated based on the evaluation results of the past two years, and then adjusted by the management team.
TT (Top Talent) inventory: Finally, based on performance and potential, all talents will be re-echelon inventory, and talents will be divided into TT, first echelon and second echelon.
The evaluation of potential can draw on Korn Ferry's learning ability judgment tool.
3) Inventory program
BG (Business Group) first inventory of BG talents and inventory is led by BG OD, and the BG HRBP and the person in charge of BG first inventory, put the talents and backbone in the nine-square grid, and then to the CVP inventory, and finally by BG HRD and BG EVP count the talents of this BG together.
At the end of the group, the COD group is responsible for the overall arrangement and promotion of the entire group’s talent and cadre inventory. The inventory of middle and senior managers is organized by the COD, and the BG EVP reports to the group people committee to confirm the inventory results together.
4) How to take inventory of
HR preparation materials: These materials include basic personnel information, assessment results, 360 evaluation results, etc.;
inventory content: divided into organizational inventory and talent inventory. The BG department and the following organizations count the output organizational structure; the talent count outputs the backbone of the nine palaces and the core talent echelon. The BG-level inventory will finally output the BG organizational structure and the BG middle-level ninth house map, as well as the reserve talent plan.
The output of inventory: organizational optimization strategy and talent 5S strategy. Talent 5S strategy refers to the Buy, Build, Bind, Borrow, and Bounce of talents. Therefore, Tencent will also apply the inventory results through the establishment of projects, such as living water projects, gas station projects and Feilong projects.
3. Huawei: Not only a talent inventory, but also a talent strategy.
Huawei's talent inventory, to be precise, should be an organization and talent inventory.
Because it is not only an inventory of employees, but also an inventory of talents to a strategic level. Talent inventory is to convey the core values of the company, match the company's business strategy, 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.
There are four commonly used talent inventory tools in Huawei: performance potential matrix (square graph), learning ability (potential) evaluation table, workload analysis and performance improvement table, and job matching matrix.
1) Performance potential matrix (square graph)
Various cases of human resource management
Human Resources Case Performance Management Case Salary Management Case Corporate Training Case Recruitment Interview Case Corporate Culture Case Employee Relation Case Employee Motivation Case Labor Dispute Case Recognition and Employment Case
Cases of famous domestic and foreign companies
Huawei Alibaba Baidu Tencent Jingdong Haier Apple Google Walmart Starbucks IBM Microsoft
There are two dimensions in using the performance potential matrix for talent inventory-performance appraisal and quality assessment. The vertical axis is performance or KPI or some quantitative results, while the horizontal axis is behavior or quality, etc. It reflects the overall performance, that is, the results and behaviors, or results and processes of talents achieved in the past year.
Through performance contribution assessment and quality assessment, we can understand the status of the team and the characteristics of talents, formulate targeted training plans, promote superior guidance and train subordinates, help employees understand and develop themselves, and provide a basis for talent use. Huawei also has some principles when using the performance potential matrix for talent inventory:
regular inspections, generally annual organization and implementation, and usually carried out within 1 to 2 months after the annual performance evaluation;
mainly to review performance contribution and quality evaluation, but also to review potential ;
The role of the grid graph is recommended to be greater than 40 people; when the
direct superior determines the location of the grid graph, one-to-one communication with subordinates is required;
the results and application of the grid graph need to be reviewed at least two levels.
After matching talents, how to identify key talents, develop, promote and motivate talents?
Huawei has a table for reference only:
high potential S-capable of taking on higher responsibilities or challenges within 1 year;
medium potential A- capable of taking on higher responsibilities or challenges within 2 years;
Low potential B-ability to take on higher responsibilities or challenges within 3-5 years;
no potential-no ability to take on higher responsibilities or challenges within a few years;
excellent performance S-every job Outstanding, become a role model in the company and even the industry;
excellent performance A-almost always able to complete tasks well, is a trusted and recognized excellent employee;
good performance B-basically able to complete tasks well, and work performance is relatively stable ;
Performance needs to be improved C-more often performance work performance does not meet the requirements.
How to use the results of the grid inventory:
1. Compare the results of the inventory with the business requirements, conduct a gap analysis, and find the key shortcomings; 2. Determine the recruitment and promotion priorities by department to supplement the key capabilities; 3. Determine the commonality and determine the success Batch training program.
2) Learning ability (potential) evaluation table
Potential is equal to learning ability.
Huawei will use a potential (learning ability) test form to evaluate and measure the potential of talents. The assessment of talent potential is mainly conducted from four aspects, namely, mentality, interpersonal emotional intelligence, change and innovation, and result orientation.
Use this to score talents.
Based on the talents' total score of 20 points and above, 14-19 points, 8-13 points, 7 points and below, give talents high, medium, low, and weak potential evaluations.
As shown in the figure below:
From the four aspects of thinking, reform, results, and interpersonal understanding, five dimensions are divided, and each dimension can be scored 1-5. According to the total score, 20 points and above, 14-19 points, 8-13 points, 7 points and below give high, medium, low, and weak potential evaluations.
3) Work quantitative analysis and efficiency improvement table
Work quantitative analysis table can help employees further clarify the workload and practice allocation ratio, determine the focus of work and possible resources, and find room for improvement in work efficiency.
4) Position matching degree matrix
The position matching degree matrix can help supervisors to clarify relevant information such as job satisfaction, matching degree, and personnel potential, and effectively support the selection, training, use and retention of organizational talent management.
The amount of information inside is very large. First of all, at the top is the director of XX, the number is 17/11. The former is the department's total establishment, and the latter is the number of existing personnel. The 2A2B here refers to the performance level of the past four times. In addition, it can also include information such as length of service, seniority and salary level, and whether personnel are transferred or borrowed frequently.
If you use this form frequently, you can clearly see the full picture of the talents within the organization, including the organizational structure, the relationship between the superior and the subordinate, as well as the personnel information and personnel status, and the various situations are clear at a glance.
Talent inventory Q&A
1. Who should initiate the talent inventory project?
There are actually three types of project initiators for talent inventory: boss, HR, and general manager.
The business always initiates a project. Although it is not normal, once it is initiated, it means that he must feel that the current department has a particularly big problem, so once he becomes the demand side, the project will run very smoothly.
The boss initiates the project. There are usually two types, which are actually very common in private enterprises. Is it the first or second generation to initiate the project? We sometimes say that in private enterprises, the first generation is the boss who used the most traditional entrepreneurial method to lay the groundwork; and often, the transformation of enterprises is driven by the second generation. So when the boss initiates a project, we need to confirm what the boss’s main purpose is.
HR initiated the project. In fact, the main hope is that through the project, the current situation of the enterprise can be summarized and the next work direction and focus can be determined.
In summary, we will find that different roles initiate this project, and the value is different, so we should make this point clear before starting the project.
2. Who should be counted for the talent inventory project?
In the course of our project, we will find that there are generally two types of inventory objects.
One is more common, that is, starting from the middle level. Basically, there are 8 items out of 10 projects. Ask the HR who wants to count, and HR will say that they want to count the middle level. So this is a universally meaningful way to segment from the hierarchy.
But from the original intention of inventory, the talents we want must be based on the current business challenges and are very important to the company. Therefore, in addition to segmentation according to levels, in fact, we should also focus on core talents.
Internet companies, product managers, and R&D teams are more important;
sales teams are more important in fast-moving goods industries that tend to sell; in
real estate industries, cities are always more important.
We will find that in different companies, whoever comes to the chassis must be based on the development of the current company, which type of population is relatively scarce, and which talents are the core talents of the company.
So to sum up, when considering who to count, we must consider two aspects. The first is the level, and the second is the core talent of the enterprise.
3. In the inventory, what should be done if the assessment results of talents are different from the boss's perception? What does the boss care about? We may need to clarify the standards in this. Generally speaking, it may involve experience, performance, work attitude, etc.
The first step is to clarify the standards of talent. For this position or the person who will be in this position in the next three to five years, what kind of potential he needs and how to meet the company's requirements, we need to unify the standards first. In the second step, after we get the inventory results, we need to hold a calibration meeting with the boss. The calibration meeting is particularly attractive, and it is a place that particularly reflects the professionalism of HR.
There are two starting points for calibration:
First, it needs high-level attention, that is, the boss himself must participate in the inventory meeting, listen to everyone's opinions, and conduct in-depth discussions.
Second, as an HR, you must be fully prepared in advance. Regarding the person's past performance, work performance, and even the opinions of many colleagues, subordinates, and cooperating department personnel, it is necessary to fully collect all the information to ensure the smooth progress of the calibration meeting.
4. How to apply the results after inventory?
First, we may use it to identify the distribution of internal talents. How many high-potential talents in the company, 20% of potential talents with experience value, and 5% of high-potential talents in the company, can be clearly positioned in the organization.
Second, check the leadership level of managers. A three-dimensional leadership map can be formed by counting the results. It is used to encourage retention, to give more rewards than those with high potential and good performance, and to provide more targeted training to those who are not so good. Third, job placement. Candidates are not suitable for the current position, and their performance and potential are not good. At this time, consider whether there are other positions within the company that are more suitable. (End)
[Talent inventory not only allows the entire company to understand the talent standards and enhance the talent management capabilities of the management, it is also an effective way to drive performance culture and activate the organization; it
is to cultivate land fertility for the company and ensure the company next year and the future 3- Talents needed in the future of 5 years or more.