How Can Enterprises Achieve Talent Planning?

< < p > < < a href= > http://www.91se91.com/news/index_c.asp > > talent planning > /a > first, we must make clear two premises: what kind of talents do we need to achieve the enterprise strategy? What kind of talents do the enterprises have at present? From what channel, what path to go, what methods to use, and how long the number and quality of enterprise talents match with the development of enterprises is the talent planning.

< /p >

< p > the strategic objective of the enterprise in the next three years and five years determines the demand for talents.

Large enterprises can consider ten years, eight years or even longer term < a href= "http://www.91se91.com/news/index_f.asp" > strategy < /a >, and small and medium-sized enterprises should have a clear strategy of three years and up to five years.

Every strategic goal of the enterprise is to be accomplished by people. What is the number of talents and the structure of the needs of talents, such as the needs of the senior personnel, the intermediate talents and the primary talents, that is, the combination of the quantity and quality of the talents.

First, we need to clarify the needs from a strategic perspective, and then find out the quantity and structure of the existing talents from a realistic perspective.

How many talents are there in the enterprise? Several of them are competent, few are lacking in capacity, and several are vacant.

If we find out the status of the talents one by one, the next plan will be simple.

< /p >

< p > for the competent persons, they should plan their health, stability and promotion plans. If they can not be retained, enterprises will inevitably have new talent vacancies. If there is no guarantee of their health, there will be a shortage of talents in enterprises.

A lot of enterprises make plans for talents, often ignoring the planning of talents. It seems that people will be healthy and steady and work with you for a lifetime.

Knowledge will also deteriorate. If a person fails to update his knowledge and develop a promotion plan, his ability will decline and his competitors will be overtaken.

< /p >

< p > for the lack of talents, how to improve the key planning and make them achieve competency within a certain time.

The training of such talents should start from two aspects. On the one hand, enterprises should draw up training plans, and on the other hand, they should also guide them to make plans for self enhancement so that they can combine personal development plans with enterprise development strategies, and only when staff development plans coincide with enterprise development plans, such talents are the object of enterprise training.

Enterprises should not only consider the competent factors of talents, but also consider the cooperation factors of talents.

< /p >

< p > for the vacant talents, the introduction or < a href= "http://fz.sjfzxm.com/" > recruitment training < /a >.

Direct introduction of vacant talents is no doubt a matter of relief, but there may be greater risks.

It is the talent that all has the individuality, is the talented person all has the work request, therefore plans the introduction talented person and the enterprise existing talented person's fusion to appear very importantly.

If the standard of work environment, living treatment, rewards and punishments is not uniform, or there is no clear rules and regulations, it is not good to introduce talents to stay.

If vacant talents are scarce in the industry and can not be imported, they can only choose to cultivate or recruit potential talents with a fostering basis internally.

After the recruitment or selection of training objects, it is suggested that the two sides sign a training commitment letter, one is to ensure that talents can learn to use, the two is to urge the training objects to be enterprising and not to change jobs arbitrarily, of course, there must be a reward and punishment agreement.

The so-called punishment is that you do not contribute to the enterprise, learn to leave, you must return the enterprise to cultivate the cost of your investment.

< /p >

< p > generalize, the talent planning of enterprises is to make clear: what talents are needed for the development of enterprises, how many, and how many, and how many vacancies there are.

Then we will work out a stable plan for qualified personnel, an improvement plan for the lack of qualified personnel, and an introduction or training plan for vacant talents.

Planning how to do, how to do and when to do it is a qualified talent plan.

< /p >

< p > of course, like enterprise strategic planning, talent planning should be rolled out every year, and talent planning is also part of enterprise strategy.

< /p >

< p > in fact, what I am talking about above is only the formulation process of talent planning.

After the drafting of the draft, the staff of the HR department must organize discussion and soliciting opinions, especially seeking the opinions of the backbone talents, and then can report to the decision-making level to organize discussions and argumentation. The scale enterprises may be repeated many times until the concentration of the whole staff intelligence and the match of the enterprise's strategic needs are completed.

< /p >