What is Talent Management?

Talent management refers to a series of activities that plan, organize, coordinate and control the internal and external factors that affect the role of talents.

Talent management

(Talent Management Concept)

Right!

Talent management refers to a series of activities that plan, organize, coordinate and control the internal and external factors that affect the role of talents.

Chinese name

Talent management

Foreign name

Talent Management

Short name

TM

Appear time

the 90s

Types of

Management plan

The concept of talent management was introduced in the 90's and is used by many companies

Based on the above definition, talent management needs to include: content, process, and software. We need to consider three aspects of the army at the same time:

1. The orientation and internal drive of institutional innovation are market-oriented and market-driven rather than administrative-driven.

1. The basis for talent strategy and goals comes from national development strategies and regional economic and social development needs, rather than a single administrative performance requirement.

2. The innovation of talent management system should be changed from administrative drive to real market drive. Only market-oriented human resource reform and innovation can truly enhance the marketization of talent allocation in a country or region, and can truly integrate regional talent markets into international talent markets. .

3. Marketization of talent intermediary services and government-led transformation and withdrawal of talent intermediary service organizations.

4. Marketization and socialization of talent concept and scope.

The core of talent management system innovation and change is the reform and innovation of talent value creation, value evaluation and value distribution.

1. Replace the official-based mechanism with the talent-based mechanism, and establish a mechanism to eat on the basis of ability and performance rather than on political skills; from a single official channel to multiple career channels, from operating positions (powers) to operating capabilities (responsibility ).

2. The innovation of talent evaluation mechanism. Establish a talent evaluation and appointment mechanism based on job titles and abilities, centering on responsibilities, taking the quality model as the standard, and using personnel assessment as the means.

3. Recognize the value of knowledge innovators and entrepreneurs, and promote the capitalization of intellectual resources (human resources and human capital) by allocating institutional innovation.

4. Multiple value distribution forms (hierarchical and categorized salary distribution system, diversified value distribution forms)

5. The improvement and innovation of talent value creation protection system.

6. Talent credit and innovation of moral system.

3. The talent management system and mechanism must go from a single innovation to a system innovation, and system innovation must be carried out at the four levels of mechanism, system, process and technology.

4. The innovation of talent management system and mechanism should aim at improving the level and ability of human resources products and services

V. Innovation of Talent Flow Mechanism

6. Innovation of talent capital investment mechanism

1. To make the personnel system public, procedures must first have a good personnel system, such as a system that focuses on the selection and training of young people, more opportunities for personal development, and fair competition. Then, the personnel system must be made public,

Talent is the first capital of an enterprise. "International competition is, after all,

1. localization

First of all, in order for foreign-funded enterprises to take root in China, they need a group of people who are proficient in Chinese affairs to serve them. Secondly, China has abundant human resources to provide foreign companies with selection and training. Third, Chinese senior talents are relatively foreign

The management experience and changing trends of foreign companies in human resources have provided us with valuable experience and lessons, and also brought more inspiration.

1. Scientific and systematic training to ensure that employees' capabilities are highly developed. today's

1. Talent has become the most important resource in the enterprise

Some personnel managers do not like to refer to people as resources. They think that people should not be juxtaposed with other resources such as land, materials, equipment, information, technology, channels, products, customers, and markets. They believe that materializing people will reduce their meaning to people Recognition. I don't think it is important to call talents. The key is whether the bosses and managers really realize the importance of talents and whether they can help you build a future talent outlook. Matsushita Konosuke has asked and answered, "What does Panasonic produce? It produces excellent people, and by the way, it produces electrical appliances!" If we also have this understanding, if we believe that people are more important than machines, we will associate people with people. Inputs such as recruitment, wages, bonuses, benefits, training and development are considered investments rather than costs. The right view of talent will be the key to our future victory in the competition.

2. Talent competition will become increasingly fierce

This trend is obvious: China's demographic dividend is disappearing, the overall supply of labor will be reduced, and the demand for labor and talent will continue to increase as the economy continues to grow. In the labor market, the buyer's market (that is, the company has an advantage) is gradually becoming a seller's market (where the job seeker has an advantage). The change in the values of the new generation-more in pursuit of self-realization, more in the balance of life and career-has also led many managers to traditionally like talent-career-centric-supply has been greatly reduced.

3. The dilemma of talent quantity and quality will continue

At the 2nd Yizhong Annual Meeting, Professor Wu Guoyu of Peking University School of Economics predicted that China's economy would grow at an average rate of more than 7% in the next 10 years. I also believe in this judgment, that is, China's development speed will be slower than the previous 30 years, but it will still grow at a high speed compared with other countries and economies. The rapid growth will not reduce the demand for talents, and the transformation of the ongoing corporate model will lead to a significant increase in the quality of talents. This has led to a dilemma in talent management for Chinese companies: both quantity and quality.

4. Increasing labor costs cannot be curbed

There are three reasons why the increase in manpower costs cannot be curbed: first, the shortage of talents leads to structural personnel costs, the second is the expected increase in basic wages due to inflation, and the third is the mandatory requirements of government labor security and social welfare Rising other labor costs. These three cost drivers will not change in the short term, and companies must be strategically prepared to cope with rising labor costs in the long term.

5. Talent issues will become increasingly difficult to resolve in the short term

The rapid development of the past three decades has led many companies to get "runaway syndrome": the scale of the company is getting larger, the number of newcomers is increasing, the management ability is greatly diluted, and the quality of all aspects from products and services to internal management is getting better difference. Compared with foreign countries, the average age of director-level Chinese managers is 8-10 years younger, and the training period of these people is 3-5 years shorter. This may be the root cause of big problems for many well-known companies. This problem has not been resolved in the short term before, and it will not be resolved in the short term. The reason is that our requirements for talent quality and ability are not reduced, but increased, so the theoretically required training time is longer. And China's existing education system cannot effectively provide a solution for talent supply, and the concept of "professional managers" has also proven to be unsuitable for China. The only feasible way to adapt to this trend is to spend time on cultivating talents yourself, in the words of Suning Zhang Jindong: Cultivate your own "career manager".