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MindMap Gallery Talent inventory review mind map

Talent inventory review mind map

Regarding the talent inventory review mind map, it includes 8 questions that must be solved during the talent inventory, 10 key points before, during and after the talent inventory, etc.

Edited at 2023-11-16 12:00:02

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Talent inventory review mind map

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Outline

How to do a talent inventory Three questions you need to think about when taking talent inventory
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Talent inventory review mind map
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Talent inventory

8 questions that must be solved in talent inventory

1. Why should we conduct talent inventory? 2. Talent inventory method 3. Select talent evaluation criteria based on inventory purposes 4. Commonly used tools for talent inventory 5. Commonly used tools for talent assessment 6. Talent calibration meeting 7. Key links and results output of talent inventory 8. Key factors for successful talent inventory

10 key points before, during and after talent inventory

Early stage

1. Clarify the goals and objectives of the inventory (why a talent inventory is needed)

Definition: Talent inventory is a process of assessing the quantity and quality of organizational talent and formulating and implementing plans to bridge the gap in quality and quantity of talent in order to meet organizational development needs. (Talent inventory drives the solution of talent issues)

Business context driving talent inventory

Business stagnation/development/retreat

The core point of talent inventory is to find the gap between talent and business needs/strategy, and develop a plan to fill the gap.

Need to understand and clarify business goals

core positions

Strategy-Business-Organizational Capabilities-Key Competencies-Talent Standards

key capabilities

Capability transformation

The relationship between talent inventory and business development

Understand business strategy

Develop human resources strategies based on business strategies

Whether existing talent can meet business strategy

three dimensions of organization

Are you willing/can/allowed?

Organizational structure is the working environment in which employees live

Does the organizational structure support the implementation of our strategy?

Talent inventory goals and objectives

The goals are divided into 2 categories - disk quantity and quality

Is the quantity sufficient? Is there room for improvement in performance?

With limited resources and energy, who are the talents?

How much supply of core talents do we have to support the strategy and ensure the healthy development of the organization?

Whether the structure is reasonable, how well it matches the business, and the proportion of high-potential talents

Purpose: short and long term

Different purposes determine how to set your previous goals.

Short term: Team member status

Long-term: whether the personnel should be changed, the business situation, and hope to achieve long-term cooperation with the business

Find the stakeholders involved in the inventory

Who initiates, who applies, and who judges

2. Assess the company’s inventory environment

It can take inventory of companies at different stages, but the depth and direction of your inventory are different.

The stage the company is in

Small companies focus on each individual and their strengths, weaknesses and characteristics

Large companies focus more on setting systematic inventory standards.

Manager’s mentality/employee’s perception

Frequency and method of communication

Not suitable for inventory

We don’t have a clear business strategy, we don’t know what our key positions are, and our key capabilities are unclear.

Management maturity is low and senior management does not pay attention to it

3. Target the group of people, clarify the inventory standards, and select tools (talent inventory methods, talent evaluation standards, tools)

type

Open the door and take inventory

Closing inventory

the difference

crowd

Do you want a full board?

Look at the purpose and direction

Management maturity

The middle-level managers may still not be able to do a thorough job of taking inventory and managing people. Doing an inventory of all employees can easily cause your guns to fall apart.

Do all senior executives have to have echelons?

Lock key positions into echelons and calculate echelon rate

standard

How to choose good standards or tools, we must first understand that human beings are complex entities with many dimensions. What dimensions does human beings have?

Before choosing a tool, you must first understand what level each tool corresponds to.

Look at past experiences

environment

Maybe it's his platform that gives him

The structured interview explores what specific behaviors he has done to predict whether this person will produce high performance in the future?

Behavior

Performance depends on the behavioral layer

360° behavioral assessment and cultural fit

Behind behavior is ability, people with what kind of ability do what kind of things

ability

Not showing this behavior does not mean that he does not have this ability. Determined by ability, mentality and cultural atmosphere

Knowledge, skills and traits constitute abilities, and traits are the catalysts of abilities.

We all say that whether he will do something, we must first see if he knows it, and then see if he will do it. Whether he does well or poorly is related to his characteristics.

Traits are innate potentials

Core job competencies and potential assessment

values

What kind of relationship do I have with the world? I generally don’t have such in-depth conversations with employees.

value observation evaluation

identity

HR, lecturer

What kind of person am I? The role determines what kind of values you will have. The values will determine where I can accumulate abilities.

professional personality traits

mission

Why did you come to this world?

Motivational factors/motivation assessment

When resources and time are limited, mentality and abilities can be empowered

tool

Jiugongge

The use of Jiugongge must be classified and graded

type

Performance ability (knowledge and skills)

Taking stock of the present, this person cannot see any development potential in the future.

The difference between a and b is that a measures cognition, and b measures behavior that has already occurred.

Measuring the comprehensiveness of cognition

for development

performance ability (behavior)

360 evaluation

Thinking - Does knowing equal doing?

For promotion

performance potential

Performance: His past and current results

Potential: a space for future development

Staff reserve

potential ability

Your current ability

Potential is your future development space

Do future talent development

Suggest performance as a threshold

Performance Behavior (Cultural Competency)

Cultural fit: The ability, ability and behavior that the company needs you to demonstrate

For personnel optimization

Three-dimensional nine-square grid

How to play

performance

In addition to quantitative indicators, performance appraisal also adds the dimensions of "ability" and "values", and refines the evaluation standards and mechanisms.

The performance of the long-term selection period shall prevail. Because you are selecting talents for sustainable development in the future, they must be able to have stable performance output.

ability

Aiming at the assessment of ability, there are qualifications and competencies. Qualifications are more technical positions and are highly standardized; competency models are used to model the difference between high performance and poor performance.

potential

Learning ability, thinking ability, influence, self-driving force

The potential in talent inventory focuses more on leadership potential

Talent map

Job experience map

Assessment Tools: 360 Assessment/Assessment Tools

4. Set up inventory process and mechanism

The specific implementation part of process (scientific)

Establish talent files (talent management platform)

Kick-off meeting

Talent assessment

Talent pool

Talent development

Mechanized (application) personnel empowerment/linkage with other modules/management personnel requirements

Mechanically ensure project implementation

Systematization (continuity): Is it done continuously? Is there systematic thinking and support? How to do data precipitation and inventory system?

Can the inventory results be used after one year?

medium term

5. Internal publicity and implementation, reaching consensus with business departments

Learn more about what the business needs are

Formal and informal channels of communication

targeted communication

Foreshadowing in advance

6. Carry out inventory and carry out process intervention

Do a good job in risk management and control

7. Data collection, inventory results calibration (calibration meeting)

When will the calibration meeting be held?

process

Without calibration, the scope of use of the inventory results is limited.

Without calibration meetings, the preliminary work of talent inventory is just a bunch of data, reflecting the situation of talents.

The core purpose of the calibration meeting is to build consensus among managers on the matter of talent.

Person-post matching, person-post separation, behavioral events, process guidance

later stage

8. Data analysis and result presentation (result output)

granularity of results

different presentation methods

Ability detonation: talent development/communication feedback/cultivation of managers’ ability to recognize and employ people

ability to buy

9. Application of inventory results

personal company

short term/long term

10. Develop continuous inventory of results

The "evaluation" & "profile" functions are embedded in the talent development project, and the trial is started with a small group of people, and concepts such as talent data comparison, ability analysis, and selection criteria are established, and gradually have an impact. Embed "team building" related themes in manager training to cultivate the concept of "talent inventory" among managers, and promote managers to conduct preliminary inventory of their own teams through learning tasks.

static inventory

HR-led and systematic focus

Dynamic inventory

Business-led, focusing on timeliness

Extreme inventory

Informal stocktaking to build awareness among managers

From the epidemic

What are the core resources? Core force and incremental force