When these kinds of situations occur in enterprises, it is time to do a talent inventory

Now more and more companies are doing talent inventory, and everyone is paying more and more attention to the importance of this section. Then, the first is why we need to carry out talent inventory work, and the second is what stage and under what circumstances companies generally need to carry out this talent inventory work.

Why do a talent review

In fact, before starting the talent inventory work, I think one of the most important questions we need to consider is why we do the talent inventory work. What is the relationship between him and the company's business goals, strategies, etc.? I think most people who are engaged in human resources work will take into account the following questions when matching talent strategies, that is, what kind of talents do we need for the future success of our organization? What is the current state of our talent? What is the current state of our workforce? What talent management policies do we need to have in order to achieve our organization's goals? That is, the need for this tissue diagnosis.

In fact, in order to answer these questions, what kind of talents do organizations need in the future, what is our current talent status, and what kind of talent incentives or development plans and policies should we formulate. To a large extent it requires us to understand what our current talent situation is. As far as our future talent goals are concerned, we need to carry out talent management work.

In most cases, an enterprise is said to be a business goal. The development of a company is to manage companies and enterprises from the perspective of business management. Now, in fact, we also need to treat talents as a capital and an asset to operate. From the perspective of today's talents, we will re-look at our entire human resource management work from a perspective. This is actually a very important angle.

What problems can talent inventory solve

So let's take a look at the talent inventory. From a practical point of view, it will mainly help our company to solve which problems. Then according to our experience, there may be the following aspects.

1. Talent inventory can discover high-potential talents. Or it is called the reserve of echelon talents. Well, there are some companies that actually have some vacancies every year, or promotion of personnel, or a need to promote a group of personnel, etc., then when he is doing these promotions, he will find that if I Find out the current situation of our talents in advance, and know which are our high-potential talents, who can be promoted and promoted as soon as possible. How is his current ability readiness compared to the maturity required by my position, so do such a preparation in advance.

2. Evaluate the current situation of personnel competency according to the development goals. From the perspective of the development of the company's business goals, what are the competency requirements of my key position talents? Then, for the core competency requirements of such key positions, what is the competency of my current personnel, and which ones may be very mature? , the competence is very good, and there may be a relatively large gap, to find this gap, and to make up for some shortcomings.

This is the second purpose to do an assessment of the competency perspective.

3. Improve the quality of talents. When doing talent inventory, it is actually done from the perspective of improving the ability of personnel. I want to find out what the current situation of personnel is, how to make progress, improve the quality of talents, and meet the requirements of enterprise development.

It should be said that these three aspects are the talent inventory that most companies do. I hope to solve some problems or achieve goals.

Under what circumstances do you need to do a talent inventory

So under what circumstances do companies generally do talent inventory?

1. It is in the stage of mature development or transformation development. We know that in fact, most of the growing enterprises, some have been doing it for ten or twenty years, etc., have reached a mature and stable period in all aspects of their business, and the senior management of the enterprise hopes to make a transformation. Then, under the requirements of this new transformation, new business goals or strategies, the orientation of the standard and employment of talents will also change. At this time, enterprises hope to do a talent inventory.

Take a look at the status of my current personnel, and what is his level of fit compared to the goal I am going to transform. Or I can promote and select some of the talents who can best meet the company's future development needs.

Of course, there is actually a tendency for people to be younger and younger. When we were working on a project with a company a while ago, the owner and founder of the company emphasized to us that their other cooperative company, because Great changes have taken place in CEOs and their management. For example, they are younger, they have promoted a lot of young people, and their ideas have become more innovative, which has made their performance increase very well, which is 50%. Seventy, such a degree of growth. It can be seen that what kind of people we select or promote to meet the needs of our business development is still very critical.

Second, the enterprise is in a period of rapid development. At this time, his demand for key personnel in key positions is actually very large. There may be a need for substantial external recruitment or internal promotion. At this time, enterprises will pay more attention to our talent selection and inventory work. We have a client, a real estate company, at that time, they had a newly established business department, and it was not very long. In a large area of ​​the business department, they recruited a large number of relatively high-end talents from the market to enter various industries. The middle manager and business backbone of the department. Then after a year they carried out an inventory of all these middle-level and business backbones. In fact, the main purpose is to see, our company is in this start-up

3. Changes in the senior management team. This stage is when some companies have a second-generation CEO or a new leadership team takes office. He needs to understand the current situation, composition, and future development potential of the team, so he also needs our human resources team to carry out such a job.

Fourth, prepare for future development strategy adjustment. In other cases, companies need to prepare for this expansion strategy in the future, which is a work in advance. He hopes to form his own business echelon through talent inventory work. Expand your business. For example, from regional business to national business, from domestic to international business. Or when he is doing some cross-border development, he needs some special talents. He needs to reserve and prepare in advance. At this time, he will also do a talent inventory. Take inventory and look for Yicai talent management platform.