How Does The Talent Training Plan Destroy The Company'S Business?

< p > < < a href= > //www.sjfzxm.com/news/index_c.asp > > < /a > > personnel training plan was put on the agenda in the third Plenary Session of the 18th CPC Central Committee.

It is pointed out that when you are preparing to cultivate high potential talents in the organization, it is best to consider whether you can tolerate the following common side effects: < /p >

< p > < strong > 1. is training leader for other companies.

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< p > when companies discover that many of the baby boomers in the company retire after a few years, the company leaders may tell me: "we need the high potential leaders program.

Please give us! "When I asked," how does this plan match with the company's leadership strategy? "Usually the other party will pause for a long time, then say," what do you mean by "leadership strategy"? We want to train some leaders, because we will soon be short of leaders.

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< p > if the high potential plan is not part of the rigorous planning leadership development strategy, the result is that you have a very good plan, but the trained personnel will become the future leader of the competition.

This is a very simple mathematical problem.

Every year, you train 30 high potential a href= "http://pop.sjfzxm.com/popimg/fz/index.aspx" leaders, /a people, let them strive for five promotion opportunities, and the remaining 25 do not have the high potential talents to win the promotion. How long will they stay in the company before they can be promoted? A global technology company has launched the high potential plan two years later, five top graduates have the opportunity to job hopping and create a new business in the largest rival company.

Why? They are tired of waiting for the next opportunity.

If your plan is part of an integrated talent training program, you will first think about the potential roles of high potential talents in the coming years and discuss with them.

In this way, they will be much more likely to stay.

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< p > < strong > 2. distinguish employees.

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< p > How do you pick out the first or second leaders of the leadership plan? If the procedure is opaque, it is assumed that this system is used to reward "love will".

Any sign of favoritism will damage the atmosphere of the organization.

When I asked a leader to describe the candidate who was chosen to attend the leadership college, he snorted, "it is not the common candidates. The other way of saying that the high potential talents is the apple polisher."

Paradox is that erroneous procedures may undermine, rather than strengthen, the credibility of those who have been elected.

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< p > for example, you nominate some candidates from each department, and then make the final decision by the high level management team or the human resources committee.

Are you clear that selection criteria are based on the performance needed to develop the right culture? If the criteria are not clearly stated, different units may make recommendations based on the opposite reasons.

In addition, people will compare, "why did I get better performance than someone in three consecutive years, but he was elected?" < /p >

< p > in another company, the overall reputation of high-ranking leaders is impaired, because when the budget is cut down, it fails to fulfill the promise that it will provide training opportunities in the future.

The importance of training future leaders has been repeatedly emphasized, and is now regarded as empty talk.

The two training program that has been held before has made leaders who want to improve their abilities highly interested in such plans, but the success of previous ones has increased the damage caused by this failure to fulfill their commitments.

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< p > < strong > 3. results in excessive pride and conceit of employees.

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< p > if the high potential < a href= "http://pop.sjfzxm.com/popimg/xm/index.aspx" > talent plan < /a > is regarded as a reward for special personnel, it is no wonder that some participants will become arrogant.

I have never been inspired by others to say that I am very smart, and I have achieved better results.

On the contrary, I would like to get more attention and let others know that I am very smart.

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< p > excellent high potential plan starts with a hypothesis. High potential people need more challenges and demands, so we must give them challenges and demands.

All communication content of these plans in the organization must emphasize that the plan has the characteristic of "impossible task": "if you choose to accept it, your task is..." high potential talents need a platform to present excellent results, not a privileged pass.

A client thanked me for reminding him of the difference between pursuing the ambition of promotion and pursuing the ambition of achievement.

We modify the process of selecting candidates and ask nominees to work hard to see if they are eager to contribute.

We cancelled some questions, such as "why do you want to participate in this project?" such problems often produce what I call "Miss America's competitors' answer", which is vague, but ambitious.

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< p > strong > 4. disrupt your core business.

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Are all parts of the P high potential project relevant to the current real business challenges? Some high potential plans allow leaders to lay down their work repeatedly and absorb experience in the classroom, and others plan to design projects that are not related to key business challenges, which not only cost training, but also reduce short-term business performance, but can not prove how they will enhance long-term output.

Not long ago, we met with a learning and training staff of a global energy company. They were proud to show the results of their leadership team: more than 20 projects were clearly linked to the company's current strategic objectives.

Some projects may bring substantial growth opportunities through new markets or new products, and almost all projects are well executed.

Leaders learn good cross-border thinking, collaborative problem-solving, and a broader understanding of their capabilities, and make significant contributions to the success of the company.

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