In the training plan of reserve talents echelon construction, it is inevitable that people who have just entered the workplace or have been in the workplace for a long time will have difficulties in the workplace. So how to write the training plan for the echelon construction of reserve talents? Let's take a look.
Training scheme for echelon construction of reserve talents 1
Summary of echelon construction of reserve talents
(1) building category
1. For the current senior manager-"locomotive plan"
2. For senior echelon talents (on-the-job middle-level employees)-"succession plan"
3. For middle-level echelon talents (on-the-job backbone employees)-"elite plan"
(II) Construction purpose
1. Incorporate a group of talents with development potential into the human resources development system, and give play to the key role of core talents of xx Real Estate in every step through the implementation of the training plan based on the company's development strategy.
2. Guide and standardize the training of reserve talents, and establish the hematopoietic mechanism of reserve talents.
3. Solve the problem of how to find and train new cadres as soon as possible.
(3) Construction principles
1, the principle of choosing useful things. Personnel entering the reserve management talent pool should have clear appointment positions.
2. The principle of continuity. In principle, reserve management personnel training should be conducted at least once every two years to ensure a steady stream of outstanding talents.
3. The principle of co-education. The training plan is formulated by the implementation unit, and all departments and subsidiaries of the company serve as training bases to jointly implement the training work.
4, talent sharing, the principle of giving priority to the recommendation department. If the recommendation department is not appointed due to business changes, the company can help recommend the appointment.
5. "Three personalities". Need to reflect the hierarchy; Gradually deepen and progress from low level to high level; Systematization between levels.
(4) Organizational form
1. The human resources department of the company is responsible for organizing and implementing the training of reserve talents and providing support for the training of talents in various departments.
2. Each department is responsible for the training of reserve talents in its own department, and cooperates with the Human Resources Department to implement relevant personnel training.
Second, the reserve talent echelon construction procedures
strategic map
● Wisdom, supervision, self-confidence, initiative and determination.
2. Select the program
1) Registration is made by individuals themselves (fill in the recommendation form of backup echelon, with no limit on the number of people) and submit it to the Human Resources Department.
2) The primary election should follow a scientific and reasonable process to ensure the scientific and normative training. Among them, the selection procedure should at least include the following links:
● Basic qualifications screen the organization of the Human Resources Department.
● Career orientation test: MBTI personality test is conducted by both middle and high level.
● Ability and potential assessment: leaderless group discussion (Harvard Business School MBA case analysis and discussion), "taking office"
The speech is divided into middle echelons.
Talent echelon training plan and high-level echelon two groups, according to the group arrangement, draw lots to decide the topic. The Human Resources Department leads the leaders of organizations, departments and companies to participate in the evaluation.
3) Check the interviews of senior leaders.
4) The publicity selection process should be open and fair, and the selection results will be publicized through the company's OA platform, and the publicity time should not be less than one week.
5) After the results are publicized, the reserve talents of each echelon formally enter the reserve talent pool.
Construction and training scheme of reserve talent echelon 2. Construction and training scheme of talent echelon of a group company
I. Background:
● The Group is in a stage of rapid development and needs a group of high-level talents for regional expansion;
● External recruitment costs are high, and risks such as stability are unpredictable.
● According to the research decision of the superior, it is planned to select and train from within the company.
Second, the purpose:
● According to the needs of the development of a certain group, select and train a group of localized deputy general talents in China;
● Encourage managers at all levels of the company by selecting senior talents, condense the company's morale and strive for strong competitiveness.
Three. Goal:
● Total target selection: 5 people. Mode:
● The first round: 50 people participated in the evaluation: 20 people were retained and 30 people were eliminated, with an elimination rate of 60%;
● Second round: 20 people participated in the training, and 10 people were eliminated, with an elimination rate of 50%;
● In the third round: 10, 5 people were eliminated, and the elimination rate was 50%. The remaining five are winners.
Fourth, the strategy:
● Principle: Select outstanding talents with potential from the managers of all departments of the company as the training object of vice-president talents;
● Direction: the selection direction is: pyramid selection mode, which is presented and eliminated step by step, and the five people at the top of the pyramid are candidates;
● Mode:
The first round: 50 people participated in the evaluation: 20 people were retained and 30 people were eliminated, with an elimination rate of 60%;
The second round: 20 people participated in the training and comprehensive test, and ranked according to the results. After elimination, 10 was selected, and 10 was retained before;
The third round: 10 people participated in the debriefing speech, and 5 people were eliminated, with a elimination rate of 50%. The remaining five people are winners;
● Time: It lasts for one year and is selected and cultivated in seven stages;
Methods: Seven stages: evaluation+systematic training+test+debriefing speech+internship+writing special experience+evaluation.
Expected effect of verb (abbreviation of verb):
● Candidates who meet the competency characteristics of vice presidents can be effectively screened through evaluation;
● Trainers can distinguish the rigor and level of students' thinking through systematic training (including classroom case analysis and answering performance) and comprehensive tests.
● The debriefing speech can verify the speaker's strategy, planning, communication, expression and adaptability; You can observe decision-making, decisiveness and interpersonal sensitivity by interviewing and answering questions.
● Through internship and writing experience report, verify whether you have the necessary ability for the post of vice president, and finally comprehensively evaluate it as the comprehensive acceptance of vice president candidates.
Six, the implementation stage:
The first stage: determine the quality model (taking the competence of the vice president position as an example);
1. Qualification:
Education (taking vice president of manufacturing as an example)
● MBA or above, major in electrical manufacturing or mechatronics;
Age:
● 38-48 years old;
Experience:
●/kloc-more than 0/0 years management experience.
2. Ability:
● Achievement orientation; ● Influence (leadership); ● Decision-making ability; ● Communication and expression skills; ● Sensitive interpersonal relationship; ● flexibility.
3. Basic qualities:
● Risk awareness; ● Decisive; ● Logical thinking ability; ● Pioneering ability; ● Emotional intelligence; ● Under pressure (AQ).
The second stage: implementation evaluation (primary election):
1, Introduction of external institutions:
● Selection of external institutions; ● Evaluation agencies go to the company for investigation; ● Know the truth and exchange views; ● Test questions and system adjustment; ● Both parties sign a contract; ● Make a detailed evaluation plan.
2. Implementation evaluation:
● Precautions before evaluation; ● Implement the evaluation according to the plan; ● The evaluation results are sealed or kept secret; ● Complete the evaluation and leave;
3. Submit the evaluation report:
● Computer automatic statistical analysis of evaluation data; ● Form a professional evaluation report; ● Give expert advice; ● Submit it to the leaders of XX Company for reference.
The third stage: selecting talents (selecting qualified objects for evaluation)
1, determine the selection principle:
● Objective and fair; ● Meet the requirements of education, age and experience; ● Meet the competence; ● Meet basic qualities; ● Excellent performance and work performance.
2, the implementation of screening:
● Select qualified candidates according to the evaluation results; ● Statistical elimination of candidates; ● Leaders discuss resolutions; ● Report to the senior management for approval; ● Complete the first round of screening; ● Publish the list of qualified personnel;
3. Decide the winner:
● Publish the list of qualified personnel; Organize seminars for qualified personnel; ● Notify qualified personnel to attend company training.
The fourth stage: systematic training (implementation of systematic training)
1, training demand analysis:
● Strategic level; ● Department level; ● Personal level, and so on.
2. Make a training plan:
● Training purpose; ● Training objectives; ● Training course setting; ● Training teachers; ● Training time; ● Training expense budget.
3. Training:
● Training points system; ● Attendance management; ● Attendance and discipline should be assessed.
4. Effect evaluation:
● Written test after all courses; ● Experience report; ● Special research; ● Transfer to subordinates; ● Comprehensive score = classroom performance+academic score+attendance management score+written test score ● Select the top 10 according to the score and enter the next stage of training.
The fifth stage: debriefing speech (implementing personal debriefing speech)
1, voice announcement:
● Issue a notice of speech; ● Make a speech plan; ● Clarify the theme and personnel list, and so on.
2. Establish evaluation criteria:
● Establish evaluation systems and standards; ● Clarify the judges; ● Identify other matters that need to be avoided, and so on.
3, to carry out a debriefing speech:
● Organize debriefing speeches; ● Judges' questions and answers; ● On-site scoring; ● Statistical results; ● Maintain on-site discipline, and so on.
4. Decide the winner:
● Statistical achievements, sorted by grades; ● Admission of the top 5 students; ● Publicize the list of 5 people admitted; ● Prepare for the next stage of internship.
Stage 6: Internship (completing different project tasks)
Internship requirements:
● Arrange high-level post internships purposefully and in a planned way;
● Appoint a senior leader as an internship guidance coach for senior posts; Learn professional knowledge and core technologies in this field;
● After each stage of internship, a special report must be submitted;
● The special report shall be examined and approved by the jury and given guidance;
● Special reports should not be copied from books or downloaded online;
● Special reports shall be properly kept for the record.
Stage 7: Comprehensive evaluation (comprehensive evaluation and acceptance)
Acceptance and inauguration:
● Training for three months and internship for three months must be fully accepted;
● Those who pass the examination will be assigned to corresponding senior positions, and those who fail will continue to receive training. The statistical list of human resources department should be put on record;
● KPI assessment indicators and related assessment rules for vice president's post, salary scale, welfare and other matters shall be formulated by XX Company.
Seven, the cost budget:
The cost budget is as follows:
● Selection fee:? Yuan dynasty (1206- 1368)
● Training cost:? Yuan dynasty (1206- 1368)
● Internship fee:? Yuan dynasty (1206- 1368)
Total cost:? Yuan dynasty (1206- 1368)