Retaining top talent
A. Create a talent inventory
1.Utilizing the skills of your existing staff.
2.Focus on current performance and future potential.
3.Goal--get a collective perspective.
4.Set up talent pool
B.Capability analysis
1.Concentrate on the capability and arability
2.Review key tasks, responsibilities and competencies to be maintained
3.Look at willingness to perform specific functions can also highlight
C.Knowledge transfer
1.Focus on strengthening developing or transferring skills and knowledge through peer
learning.
2.Create an inventory of experti in department
3.Knowledge transfer indentifies internal
4.‘Expert’ can be paired with staff through mentioning or peer coaching
D.Succession Planning
1.Focus on succession for key job roles in conjunction with a talent inventory
2.Management teams can lect critical job roles to asss current and future strength
3.This approach quickly highlights strengths and gaps
4.It provides leaders and managers .with a context for discussing possible development
5. A succession planning
E.8 steps of job analysis
1.Identify the purpo of job analysis
2.Select the analysts
3.Select the appropriate method—18 methods to choo
4.Train the analysts
5.Preparation of job analysis
6.Collecting data
7.Review and verify data
8.Development a JD
F.Job analysis as the foundation of the followingthis
1.Definition of a job domain
2.Description of a job
3.Development of performance appraisals
4.Selection systems
5.Promotion criteria
6.Training needs asssment
7.Compensation plans
G Uful tips with job analysis
1. Top management support is needed.
2. Incumbent should be trained to avoid threat to employee during the process
3. It is beneficial to u at least 2 or more methods in combination
4. Dealing with insufficient time frames
H. Developing job descriptions
A competency bad job description consists of
1. Role Details
2. Reporting structure
3. Purpo of the roles
4. Key performance areas (KPA’S)
5. Duties and responsibilities relating to the KPA
6. Qualifications and experience
7. Competency profile
I. Creating a job scorecard
1. A scorecard is like a JD, but it adds accountabilities to the JD
2. It should be created so that job responsibilities and measurable accountabilities are identified before the interview
3. Armed with the scorecard performance can be measured.
4. When creating a scorecard identify mission and strategy
5. Identify measureable job accountabilities
J-I Hiring scorecard 1—Mission
1. What’s the core purpo of the position you are looking to fill?
2. Determine how you can explain this role to some one in no more than five minutes
J-II Hiring scorecard 2-outcomes
1. What needs to be achieved in this position?
2. The outcomes are specifics as to what needs to be accomplished in this position to be successful
3. Write down at least three core responsibilities
J-III Hiring scorecard 3-Competencies
1. How do you want and ideal employee to act?
expression是什么意思2. The competencies of a position describe how you expect a person to act within your organization
3. The competencies include behaved, emotion and so on.
K. Competitor analysis
K-I Purpo of competitor analysis
1. Important roles in strategic HR planning
2. Michael Porter has defined a competitor analysis framework: Strategy, objective and so on
K-II Q&A of competitor
1. Who are you competitors?
2. Threats they po-Headhunt our talent
3. What are the objectives of our competitors?
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4. What strategies do our competitors u and how successful are the strategies?
5. What are the strengths and weakness of our competitors?
6. What can we learn from them?
K-III Recorded data
1. Annual report &accounts
2. Press releas
3. Newspaper articles
4. Analysts reports
5. Regulatory reports
6. Government reports
7. Prentations or speeches
K-VI Obrvable data
1. Pricing or price lists
2. Advertising campaigns
3. Promotions
4. Tenders
5. Patent applications
K-V Opportunistic Data
1. Meetings with supplies
2. Trade shows
3. Sales force meetings
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4. Seminars or conferences
镇江翻译5. Recruiting ex-employees
6. Discussion with shared distributors
7. Social contacts with competitors
L. Steps of integrating talent
superwomen1. Sourcing attraction recruiting and on boarding qualified candidates (on boarding preparing begin at the first time to say hello)
2. Managing and defining competitive salariespossible是什么意思
3. Training and development opportunities
4. Retention programmed
M. Motivation
1. What people want from work?
2. Personal fulfillment
3. Give feedback
4. Accomplish goals
5. Contributing to something larger than themlves
6. Have the money (fair pay and benefits)
N. Effective employee recognition
1. People who feel appreciated are more positive about themlves and their ability to contribute
2. Employee recognition takes time
3. Meet new employees to learn about their talents’ abilities and skills
O. Early studies and strategies
P. Top 10 ways to retain your great employees
1. A satisfied employee knows what is expected from him every day
2. The quality of the supervision an employee receives is critical
3. The ability of the employee to speak mind freely
4. Talent and skill utilization is another environmental factor
5. The perception of fairness and equitable treatment
6. Tools time and training
7. Opportunities to learn and grow in their careers
8. A common complaint on an exit interview the employee never felt nior managers knew he existed
9. Never ever threaten an employee’s job or income
10. Must fell rewarded, recognized and appreciated.
Q. Why do people leave organizations?
1. Reporting relationship
2. Work content
3. Opportunity for advancement
4. Environment
5. Peer group
6. Locations
7. Money
8. Family considerations
sleep的用法R. Top 10 staff retention strategies
1. Recruit the right people
2. Competitive or fair compensation
3. Opportunities for advancement
4. Involvement in decisions
5. Qualified or effective team members
6. Create a culture of engagement
7. Continue to educate employees
8. Keep staff informed-regular updates
9. Manage expectations
10. Effectives staff management-Generation Y.
S. The five steps to succession planning success
S-I Identifying talent, asssing potential
Each year asss each direct report’s potential to perform at higher-level roles ba on: a. the indivi
dual’s demonstration of skills, knowledge, and behavior in his current role. b. The employee’s performance against leadership and functional capability.
S. Asssing Readiness
1. Asss the readiness of identified potential successors to assume an identified role
2010考研英语2. Identify high potential talent
3. Critical to nior managers as they conduct leadership pipeline metrics and gap
S-II Reviewing identified feeder roles
1. Leadership pipeline positions must be available
2. Help successors develop the skills and capabilities necessary to progress to nior roles
3. Identify positions below top team as feeder roles high potential talent to assume more nior roles.
S-II Complete a talent review template
1. Talent review templates allow information to be captured, shared, and transferred when preparing materials for the next level of discussions
hovercraft2. Helps to ensure global consistency in the succession planning process.
S-IV Completing a gap analysis
1. Identify gaps in the leadership pipeline
2. A clear picture of the current health of the leadership pipelines against leadership pipeline program deliverables
3. Include a plan of action to address key issues discovered and a progress report against goals t at the previous year’s talent review meeting.
S-V Share post talent review feedback with employees
1. After the completion of the talent review process HR notifies managers of the talent review comments
2. After that managers give feedback to their employees.
