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Talent inventory project plan
Through a thorough investigation of the company's human resources status, through performance management and ability assessment, we take stock of the overall performance status, strengths and areas for improvement of employees.
Edited at 2020-05-16 10:13:02
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Talent inventory project plan
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- Outline
Enterprise talent inventory project mind map
The significance of talent inventory
Company perspective
1. Achieve business goals
2. Discover high-end corporate talents
3. Establish a talent development system
4. Provide basis for talent decision-making
personal perspective
1. Guide personal development direction
2. Improve personal work performance
3. Implement personal development plan
4. Motivate individuals to grow rapidly
Through a thorough investigation of the company's human resources status, performance management and ability assessment, we take stock of the overall performance status, strengths and areas for improvement of employees.
Talent inventory content
status quo
1. Job matching situation
2. Stability and influencing factors
3. Performance and reasons
4. How to improve performance
future
1. Manpower needs
2. core backbone
3. Talent echelon
4. talent development
1. Organizational perspective: Take stock of organizational strategy, organizational structure, key position responsibilities, staffing, and organizational atmosphere. 2. Employee perspective: inventory of personnel structure and distribution, analysis of talent status, identification of key backbone talents, performance of employees in key positions, competency of employees in key positions, analysis of the turnover rate and reasons of key positions
Talent inventory project team
Team leader (first person in charge)
General Manager/Department Head
1. Complete the evaluation of subordinates;
2. Listen to inventory reports from the heads of subordinate organizational units;
3. Prepare reporting materials for the inventory meeting and report;
4. Implement and promote the implementation of the action plan after the inventory;
Executive team leader (core promoter)
Group HR/subsidiary company HR
1. Develop a talent inventory system and provide methods and tools;
2. Answer questions during the inventory;
3. Assist in the preparation of reporting materials;
4. Host and facilitate talent inventory meetings;
5. Track and promote the execution of the action plan after the inventory.
Team members (key players)
Company manager/department manager
1. Complete the evaluation of subordinates;
2. Prepare inventory meeting materials and report;
3. Track and promote the implementation of post-inventory action plans
Objects to be counted
As the person being counted, complete the series of inventory forms or materials.
Talent inventory project plan progress
Session 1
Discuss with the person in charge of the company to determine the talent inventory method and talent evaluation standards, and formulate an inventory implementation plan
Session 2
Collect and fill in basic information of all employees
HR person in charge releases information collection template to all employees
Supporting materials: Attachment 2-Employee Information Card Attachment 3-DISC Type Questionnaire
Complete the form and submit it to the direct leader
Supporting materials: Attachment 2-Employee Information Card (including DISC)
The heads of each department collect and review employee information cards
Supporting materials: Attachment 2-Employee Information Card (including DISC)
HR collects and reviews employee information cards and fills in the personal information part of the basic information form
Supporting materials: Attachment 2-Employee Information Card Attachment 1-Talent Inventory Basic Information Form
Session 3
Management at all levels conducts inventory evaluation and outputs
The person in charge of HR releases the inventory evaluation template to the management (department heads, heads of each company) and conducts training
Management at all levels completes the evaluation output of all employees under their jurisdiction and submits it to human resources
HR supplements the personal evaluation part of the basic information form based on the evaluation information.
Session 4
Stocktaking meeting
The HR of each hospital organizes the heads of each department to report the inventory of the departments under their jurisdiction to the heads of each hospital. HRM and group HR participate in the entire process.
The general manager of each hospital reports the overall inventory of each hospital to the group's senior management, and HRM and group HR participate in the entire process.
Inventory meeting minutes output
Session 5
Inventory information calibration
Based on the discussion in the inventory meeting, the HR organization calibrates the inventory data
Supporting materials: Part 1 - Talent inventory basic information table Attachment 2 - Employee information card Attachment 4 - Inventory score and nine-square grid Attachment 5.1 - Succession talent map (department & each hospital) Attachment 7.1 - Talent inventory report PPT (department version) Attachment 7.1 - Talent inventory report PPT (company version)
Talent inventory method
content
Basic information inventory
1. Basic personal information
2. learning experience
3. work experience
4. personality test
5. Evaluation of advantages and disadvantages
6. Regional experience
7. career interests
8. bench depth
9. Turnover risk
Talent matching evaluation
Establish standards
Performance in the past two years
potential
1. potential evaluation
2. Marketing power
3. Technical ability
4. Service ability
Benchmarking assessment
performance review
Grading against assessment criteria
evaluation result
Capability
Succession of key positions
Ranking of performance potential
method
subtopic
process
personality assessment
Superior evaluation
Inventory meeting
development seminar
Presentation of talent inventory results
1. Organizational goals and challenges
What are the goals of this business unit/function?
What are the challenges facing the organization in order to achieve this goal?
What are the needs of this business section/functional department for organizational capabilities and key positions?
2. Organizational structure and division of responsibilities
Organization Chart
Brief description of responsibilities
3. Personnel information card
4. Talent Nine Palaces
5. Competency & organizational talent echelon review
6. Talent structure and health analysis
Talent inventory results application
1. What are the strengths of the entire organization? What other aspects need to be improved?
2. What are the abilities of the people being counted? Who are high potential talents? Who needs to be eliminated?
3. Succession planning: What are the key positions and what are the capabilities of the current people in these key positions?
4. Which key positions are at risk of being left vacant? what is the reason? What is the impact on the organization?
5. Who are the future successors in key positions and why?
6. What is the personal development plan for high potentials?
7. Based on the current situation and combined with the organizational strategy, what is the action plan for the entire organization in the next 6-12 months?
Talent inventory tool
Information
Basic information table
Tools and materials
Basic information table
Instructions for filling out the form;
Usage overview
Summary of all employee information for inventory data analysis;
Roster data citation, HR calibration and supplementation
accessory name
Attachment 1: Talent inventory basic information table
personal information card
Tools and materials
personal information card;
Fill in instructions and examples
Usage overview
The main information of the persons being counted is presented for reporting purposes;
Filled in by employees, confirmed by superiors, summarized by HR
accessory name
Attachment 2: Employee Information Card
Evaluation category
DISC personality test
Theoretical source
From Dr. William Marston's 1928 book called "The Emotions of Human Beings"
Tools and materials
Instructions for filling out personality assessment
DISC Personality Assessment Tool Description
Dominance - Dominant/boss type
advantage
Be firm and courageous, independent and have clear goals;
Pay attention to efficiency, act quickly, be proactive and energetic;
Dare to take risks, work hard to achieve goals, respond quickly, and have strong expression skills;
shortcoming
Inconsiderate of other people's feelings and prone to overlooking details
Too much emphasis on results can easily make people feel oppressive.
Strong subjective consciousness, irritable temper, and does not like to say sorry
Way of doing things
Follow things>Follow people
Caring about work = caring about you
Pain points in communicating with high D types
How to report work to your boss
Why do I always have a lot of work?
"Victory and resolute" refers to this kind of people, typical representatives include Dong Mingzhu, Liu Qiangdong, etc.
Influence-influence/interactive
advantage
Emotional and outgoing, able to inspire and lead others
Enthusiastic, confident, optimistic and active, good at expressing, persuasive and trustworthy
Dare to try, willing to help others, eloquent, and very charming.
shortcoming
More emotional and dislike routine and boring work
Outspoken and outspoken, sometimes impulsive or emotional
Sensitive to interpersonal relationships, favors getting along well with others at work
High I-type concerns
Value the approval of others;
Feelings are more important than actions;
Focus on what’s in front of you
Pain points in communicating with High Type I:
Promises in words but no implementation in writing;
Talk without restraint and gossip;
Talk nonsense and say you can't do it;
Change your mind on the spot and let go;
"People come crazy and become familiar" refers to this kind of people. Clinton and Jack Ma are typical representatives.
Steadiness - Robust/Supportive
advantage
Moderate, patient, calm and easy-going
Adhere to the golden mean, be peaceful and approachable, and be able to deal with changes without being surprised.
Gentle and humble, easy to get along with, willing to support and willing to listen
shortcoming
Lack of enthusiasm, unwilling to change, muddle along, afraid of taking risks and responsibilities
Not very confident and don’t like changing work environment
I don’t like pressure and I am conservative and passive.
High S-type concerns:
Pay attention to team harmony;
Care about safety and be down-to-earth
Pain points in communicating with high S-types:
Don’t know how to refuse, exhausted physically and mentally;
Help others too much and be misunderstood;
Lack of opinion and agrees with others;
Many scientific researchers fall into this category.
Compliance - cautious/corrective
advantage
Deep personality, good at analysis, attention to details, perfectionist
Rigorous thinking, strong logic, emphasis on rules, rigorous self-discipline
Organized, good at listening, and helping others solve problems
shortcoming
Easily depressed, excessively self-reflective, and prone to self-denial
Feeling insecure and paying too much attention to details
Stick to your own opinions, good at being alone, lack flexibility
High C-type concerns:
Data, pursuit of perfection
Pay attention to systems, procedures, norms and processes
Pain points in communicating with high C-types:
Sensitive and suspicious;
Stubborn, paranoid;
Mahatma Gandhi and Ma Huateng are typical representatives.
DISC test result description
Usage overview
The person being counted will complete the assessment by themselves and fill it in the information card;
Used to improve self-awareness and understanding of others
accessory name
Attachment 3: DISC Type Questionnaire
Performance potential evaluation
Talent evaluation model
performance dimension
Grade A Excellent (regularly exceeds expectations) 5%
Grade B meets and occasionally exceeds expectations, accounting for 15%
Grade C meets expectations, accounting for 65%
Level D needs improvement, accounting for 10%
E-level elimination accounts for 5%
potential dimension
literacy indicators
potential indicator
Technical professional indicators
Tools and materials
1. Manager - Rating form for employees at section level and above; Manager’s Jiugongge
2. Marketing strength (including sales, planning, marketing, health education, customer service, network department) rating form; Jiugongge
3. Technical ability rating scale; nine-square grid
4. Rating form for other functional positions; nine-square grid
Usage overview
1. It mainly focuses on the four core competencies of literacy, professional ability and potential to set evaluation standards, which are used to evaluate the potential dimensions of the group;
2. Rank the persons being counted in a nine-square grid from the two dimensions of performance and potential (drawn from the four main lines);
3. Mainly based on the evaluation of direct superiors;
4. Applicable objects of each ability evaluation form:
1. Managers - Applicable to employees at section level and above in various departments;
2. Marketing force-sales, planning, marketing, health education, customer service, network department;
3. Technical ability
4. Other personnel will be evaluated on their potential by their superiors on a 5-point scale.
accessory name
Appendix 4: Inventory score and nine-square grid
Succession Talent Map
Tools and materials
Succession Talent Map
Usage overview
1. Take stock of job matching and an overview of the succession of key positions;
2. HR can assist managers in completing this;
3. Make determinations based on performance ability assessment and potential assessment, and discuss them at the inventory meeting
accessory name
Appendix 5: Succession Talent Map
Reporting
Talent structure and team health
Tools and materials
1. Talent structure key indicator table
2. Completion Instructions
3. Team health;
4. Completion Instructions
Usage overview
1. Analyze organizational health through talent structure and Jiugongge distribution;
2. HR will make output based on basic information data and Jiugong grid distribution;
3. It is only displayed when reporting at the company level, hospital level and group level.
Attachment 6: Inventory structure data report
Talent inventory report PPT
Tools and materials
1. Report PPT template
2. Inventory meeting minutes table
Usage overview
Used for inventory reporting meetings at all levels
accessory name
1. Attachment 7-1: Talent inventory report PPT
Corporate Edition
Department version
2. Attachment 7-2: Inventory meeting minutes
Development
action plan
Tools and materials
1. Talent Development Archives
2. organizational action plan
Usage overview
1. The Talent Committee special meeting discusses the overall organizational development plan;
2. Organizational development plan: the organization’s overall talent structure or capability improvement plan (such as outputting development plans for different categories of groups through surveys, classifications, etc.);
3. Personal development plan: Department heads collaborate with HR to formulate employee personal development plans
accessory name
Attachment 8: Talent Development File
Type characteristics
Nine-square grid distribution and corresponding health distribution
There are no qualities that are good or bad: no strengths, no weaknesses, just characteristics. DISC theory emphasizes two characteristics: the first emphasizes the tendency of behavior, and the second emphasizes variability. For example, some people are accustomed to holding chopsticks with their left hand, and some people are accustomed to holding chopsticks with their right hand. If you are given a pair of chopsticks, you will basically use your accustomed hand to pick up the chopsticks every time. This is a behavioral tendency. It is precisely because a person's behavior has tendencies that it deserves to be studied. Management scientist Simon once said that "management is prediction", so once we know our own tendencies, we can better understand ourselves and develop ourselves. If we are now forced to use chopsticks with another hand, that is, holding chopsticks in a way we are not used to, can we do it? It can be done, but it will feel awkward and uncomfortable. If we practice for a few days, this awkwardness and discomfort will gradually lessen.