1. Clear inventory goals and objectives
Inventory Objective Category 2 - Quantity and Quality of Inventory
Is the quantity sufficient? Is there room for improvement in performance?
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
3. Target the crowd, clarify the inventory standards and select tools
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
performance ability (behavior)
360 evaluation
Thinking - Does knowing equal doing?
performance potential
Performance: His past and current results
Potential: a space for future development
potential 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
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
4. Set up inventory process and mechanism
The specific implementation part of process (scientific)
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?
5. Internal publicity and implementation, reaching consensus with business departments
Learn more about what the business needs are
Formal and informal channels of communication
6. Carry out inventory and carry out process intervention
Do a good job in risk management and control
7. Data collection, inventory results calibration
Without calibration, the scope of use of the inventory results is limited.
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
8. Data analysis and result presentation
different presentation methods
9. Application of inventory results
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
What are the core resources? Core force and incremental force
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