美世《Talent MagnetsIssues and Practical Experiences》34頁(yè)

1、talent magnets hugh bucknall 21 august 2001 - issues and practical experiences nicole sexton guangzhou office opening ceremony seminar talent magnets session 2: practical experiences lessons from other placeslessons from other places what they have done about itwhat they have done about it what does

2、 it mean for youwhat does it mean for you hugh bucknall 21 august 2001 william m. mercer, incorporated2 4 ways to become a talent magnet staff attraction unlimited beverages week off between christmas and new year 36,000 square foot on-site gym on-site day care on-site massages unlimited sick days a

3、nd time to care for sick family lights out at 5:00! * fast companymagazine, 1998 william m. mercer, incorporated30 take aways nhow do you rate ntools you can use william m. mercer, incorporated31 how does your organization rate?how does your organization rate? nshared set of values around talent man

4、agement nunderstand what is required from people in order to meet business plans transitioning the strategy to talent requirements: grade: _ nculture encourages risk-taking nemployees have access to role models nmanagers are held accountable for developing their employees nemployees are recognized a

5、nd rewarded for development npeople promoted are good role models of desired behaviors nsenior leaders participate in training others creating a content that values learning & development: grade: _ nshared set of values around talent management nunderstand what is required from people in order to me

6、et business plans transitioning the strategy to talent requirements: grade: _ ndevelopment is recognized as a corporate priority nfrequent feedback from, multiple source is given nwillingness to put people in stretch assignments npeople are moved cross-functionally, cross business-units etc. develop

7、ing future leaders: grade: _ nbelief that talent impacts the business nmanagers know strengths and weaknesses of employees nunderstand where talent gaps exist ndifferentiates people on performance and potential creating a talent mindset: grade: _ william m. mercer, incorporated32 costs of turnover c

8、osts of turnover culture audit culture audit process design process design competency development competency development communication strategy communication strategy remuneration & benefits remuneration & benefits recruiting strategy recruiting strategy culture change culture change retention analy

9、sis retention analysis process mapping process mapping segmentation segmentation communicating communicating planning planning performance management performance management results tracking results tracking leadership & management development leadership & management development absence management ab

10、sence management absence tracking absence tracking exit interview analysis exit interview analysis organisation design organisation design learning & development strategy learning & development strategy understanding the issues solution design & development solution implementation agreed deliverable

11、s profiling talent profiling talent some of the tools availablesome of the tools available employer brand review employer brand review data analysis data analysis benchmarking benchmarking employer brand dimensions employer brand dimensions william m. mercer, incorporated33 so, in summary nthere are

12、 some who make things happenthere are some who make things happen nthere are others who watch what happensthere are others who watch what happens nthere are even more that wonder what there are even more that wonder what happenedhappened nthe talent war is real the talent war is real losing is not a good optio