Guan Peisheng has made remarkable achievements in meeting the needs of enterprises in employing people, meeting the needs of organizational development cadres and supporting the needs of business development management. All enterprises have high hopes for Guan Peisheng, and the training mechanism for Guan Peisheng also has its own advantages.
Generally speaking, there are several kinds: training, tutorial system, rotation, agency ... These training forms also have their own advantages, and we can't say which one is good or not. In fact, they are used in combination to produce the training effect of 1+ 1 > 2.
Is there a logical line between the above training forms to be designed and operated comprehensively? Is there a tool that can completely and systematically string this logic together?
I strongly recommend IDP (Personal Development Plan) here.
First of all, here is my own definition of IDP:
A series of active interventions to achieve personal future development goals, as well as action plans to promote personal promotion and growth.
But in fact, the above definition is broad, that is, IDP can be applied whether the enterprise actively provides support for employees or employees need to grow independently.
But what is special is that Guan Peisheng is a training program led and supported by enterprises, so I also have a narrow definition of Guan Peisheng's IDP:
In order to help employees quickly become competent for the target positions, enterprises have jointly formulated and implemented a series of promotion and empowerment actions with employees according to their current situation and available resources.
Here are three key words, which are the core factors of Guan Peisheng's IDP project: rapid and joint formulation and implementation.
"Fast" points out the essence of Guan Peisheng's training program. If Guan Peisheng grows at the same speed as other employees of the same age, what is the value and significance of Guan Peisheng's training program?
If it takes two years for an ordinary employee to grow into a supervisor, and it takes two years for Guan Peisheng to grow into a competent supervisor, then what is the value of our company's involvement in cultivating Guan Peisheng? The growth rate is the same, why should we invest in the special training action of Guan Peisheng?
Or do we choose Guan Peisheng who is not qualified? It stands to reason that Guan Peisheng, who was selected by the enterprise, should be ahead of employees of the same age in both talent and basic quality, and such people should grow faster.
Therefore, Guan Peisheng's IDP project is to help employees shorten the time to grow to the target position, which is the core purpose and value of the project. It takes two years for an ordinary employee to grow into a supervisor, and Guan Peisheng must be in 1 year to be competent as a supervisor.
"Joint formulation" mainly emphasizes that the development goals of both enterprises and employees should be coordinated and reached a consensus. Enterprises have the training goal of management students based on enterprise development, but employees also have their own career development plans. Enterprises should respect the personal development needs of employees. If you blindly follow the needs of enterprises and ignore the needs of employees based on your own interests, hobbies and ideals, it is very likely that both parties will "strange bedfellows" and break up sooner or later.
The cultivation of Guan Peisheng must rely on the dual efforts of Guan Peisheng himself and the organization. If the two sides fail to resonate, it will certainly not succeed.
Therefore, enterprises need to reach a consensus with employees on IDP objectives and formulate targeted promotion actions according to employees' current strengths and weaknesses. In this process of joint formulation, enterprises can promise to provide resource support, and employees can cooperate with the follow-up actions, which is also conducive to the "implementation" of mutual cooperation.
How to decide Guan Peisheng's mentor?
Guan Peisheng's IDP is generally combined with the tutorial system, and the tutor performs the duties of the enterprise on behalf of the enterprise in IDP. Mentors are generally the direct supervisor of Guan Peisheng, or the head of his department, or other senior employees.
The advantage of being the supervisor of Guan Peisheng is that the supervisor knows more about Guan Peisheng's situation, is more targeted to his training, and is convenient to guide him in his daily work. On the other hand, the training and guidance for Guan Peisheng will also improve the ability of supervisors to coach and train their subordinates.
If the department head serves as a mentor, on the one hand, more resources can be mobilized to train Guan Peisheng in an all-round way, and a higher vision can also help Guan Peisheng establish a higher pattern. On the other hand, it is difficult for the person in charge to spend time and energy to guide the growth of Guan Peisheng for a long time. Moreover, the person in charge is far from the front line, and the answers to Guan Peisheng's questions about specific details are also limited.
The advantage of being a mentor is that senior employees can provide a first-line perspective to solve problems and give more in-depth and specific guidance. However, the shortcomings are also obvious. On the one hand, the ability of senior employees to mobilize resources is limited, and the training coverage of Guan Peisheng is limited. On the other hand, senior employees often focus on the specific operational level, and it is difficult to cultivate a higher vision for Guan Peisheng.
Senior staff as mentors are more suitable for Guan Peisheng's rotation, so that Guan Peisheng can get the best teaching in every position.
After determining Guan Peisheng's tutor, you can make a specific IDP.
First, make clear the development goal of Guan Peisheng. Here I suggest setting two goals, a three-year long-term goal and a one-year short-term goal. Look up at the road and walk with your head down. 3-year long-term goals should be guided and drawn, and 1 year short-term goals should be grasped and followed up. Generally speaking, the development goals here are mostly specific positions. For Guan Peisheng, it may be a department manager, a project manager, a person in charge and so on.
For example, the three-year development goal of students majoring in training management is to be competent as a training manager, and the goal of 1 is at least competent as a training supervisor.
Secondly, define the qualification or competency model of the target position. Only when the qualification of the target position is clear, will our management training direction be more clear. Here, it is mainly necessary to define the competency model of the target position in 1. For example, a training supervisor needs the ability to tap training needs, make training plans, coordinate and manage training instructors, implement training programs, evaluate training effects, and even need the ability to develop and teach courses.
Post competency will give us a yardstick to measure and evaluate the growth of Guan Peisheng.
Furthermore, clear the advantages and disadvantages of employees themselves. The SWOT analysis method can be used to deeply analyze Guan Peisheng, so that Guan Peisheng can know himself objectively and correctly, which is the basis of IDP. Only on the basis of employees' own status quo can we design subsequent targeted promotion actions.
By comparing the current situation of employees' own ability with the competence of the target position, we will get what is the focus of training employees. For example, if employees are good at coordination and overall planning, then our training in project management may not be as important as that in demand mining.
Finally, design a specific development plan. The development plan here is mainly to complete the development goal of 1 before. In order to enable employees to master the above-mentioned abilities, we need to give employees resource support through a series of actions such as specific project practice, task practice, study and training, and tutor guidance, so as to accelerate the realization of training effects.
In this link, it is through IDP that various training forms are connected in series, so that the development of various training forms has a logical line with unified purpose, "scattered in form but not scattered in spirit", and the advantages of different training methods are used to maximize the growth and promotion of Guan Peisheng.
For example, training can be used to supplement the obvious shortcomings, tutors can be used to make up for the questions and answers of employees' personalized questions, rotation can be used to help employees quickly establish a panoramic view of internal cooperation and division of labor, and when employees grow to a certain extent, they can also apply the form of agency to "seek politics in place" to enhance the status and vision of management students and exercise their overall planning ability, decision-making ability and balance ability in actual combat.
Designing a specific development plan, the lowest purpose is to exercise and improve the ability, but in fact, it is best not to focus on the ability, but to complete specific tasks, in order to traction and promote the exercise and improvement of the ability.
Because ability is abstract and difficult to measure and evaluate, it is also difficult to cultivate and cultivate. But the specific task is more specific, and the result of the task is easier to evaluate. By completing the task, Guan Peisheng grows automatically in the process of upgrading and fighting monsters.
Only the ability of the scene has value and significance. Without the scene, the ability to talk is tantamount to building castles in the air. Ability is the by-product of IDP project, not the main product, which is an objective law that needs to be respected in training logic.
In addition, it should be noted that our development plan should conform to the SMART principle, that is, it must be specific, measurable, achievable, relevant to the goal and have a clear deadline. For example, submit a training demand survey report for a position within 3 months.
Finally, remember to let Guan Peisheng sign a contract with the tutor, so that both parties can claim their respective responsibilities.
Making a scientific and effective IDP is half the battle, and the rest lies in its full implementation. Making IDP is "doing the right thing" and strictly implementing it is "doing the right thing", both of which are very important and indispensable.
First, all matters dominated by the organizational level are best coordinated and promoted by the tutor or the direct superior of Guan Peisheng. After all, Guan Peisheng has just arrived at the company and his ability to mobilize resources is limited.
Second, all development plans should have one-on-one conversations with tutors before, during and after implementation.
Talk to Guan Peisheng about the background and purpose of the task before implementation, listen to Guan Peisheng's own ideas and give him suggestions;
Understand the progress in the process of project implementation, ask questions, put forward constructive suggestions and give support;
What are the gains and losses, gains and losses and lessons in the whole process after implementation? What you can do in the future.
Through the whole process of dialogue and feedback, the tutor helps Guan Peisheng to strengthen his perception of the workflow and the matters needing attention in each link.
Third, report to Guan Peisheng's stage. Through debriefing or reporting, Guan Peisheng is forced to sum up, reflect and review, learn from practice and improve from experience.
Inviting superior leaders to listen to the debriefing, on the one hand, let the leaders know the current situation of Guan Peisheng, on the other hand, let Guan Peisheng realize that the company attaches importance to his growth, on the other hand, give opinions and suggestions from the perspective of leaders.
This action is actually reminding the tutor that the cultivation of Guan Peisheng is very important to the enterprise, and the leaders are also paying attention to it. You should eat more snacks.
Fourthly, it is best to write Guan Peisheng's IDP into the performance indicators of tutors and direct supervisors, integrate Guan Peisheng's training into their work, and make them responsible for the results. This will make Guan Peisheng's IDP participants pay more attention and ensure the successful implementation of IDP.
Fifthly, the goal of 1 should be re-evaluated after one year, and the goal and development plan for the next year should be appropriately adjusted if necessary, so as to make it closer to the aim and anchoring of the three-year long-term goal. Once IDP is fixed, it should not be fixed, but should be dynamically adjusted in order to accelerate the growth of tube students.
There is almost no mention of HRBP, so should HRBP participate in Guan Peisheng's IDP project? How to participate? What should be the position and role of HRBP in this project?
The answer is yes. As the main person in charge of personnel training and echelon construction, HRBP has the responsibility to participate in promoting the IDP of Guan Peisheng.
I think HRBP can play a role in these aspects: first, the overall planning of Guan Peisheng's IDP project, including project design, start-up, coordination, follow-up, implementation and resumption of work; The second is to authorize and support Guan Peisheng in the management of IDP.
From a professional point of view, HRBP has professional and scientific ideas and tools to design Guan Peisheng's IDP project. From a functional point of view, HRBP promotes the whole project. First, it has a global vision and can provide professional guidance for the project; Second, responsibility, having enough time and energy; Thirdly, HRBP is convenient for coordinating all participants, linking the IDP of Guan Peisheng with training, performance and even salary, and ensuring the overall landing of the project.
After all, in terms of the concept and importance of Guan Peisheng's training, tutors and direct supervisors are easily disturbed by professional work, and the project is easily anticlimactic, so HRBP, a relatively independent "third party", must follow up, which is the organizational guarantee to ensure the success of the project.
In addition, the natural advantages of HRBP in management can provide comprehensive and professional guidance for Guan Peisheng to cultivate management ability.
In Guan Peisheng's IDP project, only when the tutor, Guan Peisheng, direct supervisor and HRBP cooperate closely can Guan Peisheng's IDP be better implemented and the training effect be the best.
1. The core purpose of Guan Peisheng's IDP is to accelerate the growth of Guan Peisheng and shorten the period required for him to be competent for the target position.
2.IDP needs to reach a consensus with employees and establish a suitable tutor.
3, the development plan must anchor the goal, the foothold of the development plan must be based on the completion of the task, rather than the cultivation of ability, ability is difficult to cultivate, but it can grow naturally in the process of completing the task.
4. Tutors and direct tutors should communicate with Guan Peisheng one-on-one before, during and after the implementation of each development plan. Only by doing a closed loop can they exert their greatest effectiveness. Department heads and even company executives should participate in stages.
5.HRBP must be the designer and coordinator of Guan Peisheng's IDP project.
In fact, Guan Peisheng's IDP can do this, and so can other employees' IDP. It's just that IDP has invested a lot of organizational resources, so it's a bit unrealistic to apply it to all employees, which is why this article specifically discusses Guan Peisheng's IDP.
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