工具3executive cession interview guide高管繼任工作手冊(cè)指南

PAGEPAGE1TheBusinessValueofTalentWhyistalentandsuccessionmanagementsoimportantwhentherearesomanybusinessprioritiesinourorganization?Oneofthemostimportantthingsyoucandoasabusinessleaderistoleveragethestrengthsandtheperformanceofthepeopleinyourorganizationtoitshighestdegree.Ifyouthinkaboutitifyouareabletoidentify,retainanddeveloptoptalent,andprovideanenvironmentthatfostersengagementandproductivity,EVERYTHINGelseyouarestrivingtoachieveforyourorganizationwillnaturallyfollow.既然組織已經(jīng)有這么多的業(yè)務(wù)重點(diǎn)，那為什么人才與繼任管理還如此重要呢？作為一名者，你的ThepurposeofthisExecutiveSuccessionnningInterviewGuideistoprovidethetoolstoidentifyanddevelopourfutureleadersandsuccessors.Thisisimportanttocontinuetoday’ssuccessandtofulfillourmissionandprovidehighqualitycaretoourcustomers.本高管繼任規(guī)劃訪(fǎng)談向?qū)У哪康木驮谟?，提供識(shí)別和發(fā)展未來(lái)者和繼任人選的工具。繼續(xù)今天的Talentandsuccessionmanagementisawinfortheandawinforemployees—itwillhelpusprepareforthefutureofourbusinesswhilealsoservingtoenhancethecareersofouremployees.Intoday’sworld,ourtalentisakeydifferentiatorbetweenourorganizationandourcompetitors.Ourtalentisresponsiblefortheadvancementofmedicalcare.Ourtalentservesourcustomersandtheirfamilies,andourtalentmanagestheimportantdailyadministrationofourorganizationeveryday.在世界，人才是區(qū)分我們組織與競(jìng)爭(zhēng)對(duì)手的關(guān)鍵因素。我們的人才對(duì)醫(yī)療護(hù)理的提升負(fù)責(zé)。Tomaintainandenhanceourresultsforourcustomers,ouremployeesandourstakeholders,wemustcontinuouslyretainanddevelopourtoptalenttoleadtheway.要維持并加強(qiáng)為客戶(hù)、員工與股東帶來(lái)的成果，須不斷地保留和發(fā)展現(xiàn)有的頂尖人才，(ExecutiveNameHere)(ExecutiveTitleWhatisSuccessionThebusinesspracticeofsuccessionmanagementisdesigned□yzeourtalentdata,whichincludesareviewofourleadershipstrengths,gaps,talentretentionrisksandfutureleadershipneedsDevelopandexecuteactionnstopreparetalentforfuturerolesthatwillincreaseincomplexityandscopeIdentifysuccessorstoprepareforgrowingleadershipneedsandtoproactivelynforourfutureleadershippositionsWeyzeandbudgetourfinancialresourcescarefullythroughouttheyear.Wemonitorourfacilities,securitysystemsandourtechnicalsystemsdaily.我們?nèi)甓紝?duì)財(cái)政資源進(jìn)行細(xì)致地分析和預(yù)算。我們每天都對(duì)設(shè)備、安全系統(tǒng)與技術(shù)系統(tǒng)進(jìn)行。Inthissameway,successfulorganizationsalso yze,review,discussandnfortalentandleadershipneedstomeetcurrentbusinessneedsandto nforthefuture.Successionmanagementisariskmanagementbusinessprocesswhichincludesdiscussing,nningandactingontalentandleadershipneedsforongoingemployeeandbusinesssuccess.Allsuccessfulorganizationscontinuouslyreviewpastperformanceandidentifystrategiesandresourcesneededforthefuture.Inthe“worldoffinance”everyorganizationconsistentlyandregularlyreviewspastfinancialperformance.所有成功的組織都會(huì)不斷地盤(pán)點(diǎn)過(guò)去的績(jī)效并明確未來(lái)所需的策略和資源。在的“金融世Andeveryorganizationpredictsfuturefinancialresourceneedsthroughthebudgetingprocess.Thesameshouldbetrueforreviewingpasttalentperformanceandfuturetalentneeds.Todemonstratethis,thechartbelowcomparesfinancialandpeopleprocesses—howwelookatourpastperformanceandhowwepredictfutureresourceneeds:TalentTalent TalentReviewHighPotentialPerformanceEmployeeMid-YearReviewBudgetingSalesInventory/RawMaterialAnnualProfitandLossBalanceSheetsProfitMarginProcessesandTools:PredictingFutureResourcesProcessesandTools:ReviewingPastPerformanceTheStepsintheSuccessionnningWecanfollowthesestepstodevelopourtalentandsuccessionstrategy,andtoalignourfuturetalentneedswithourbusinessgoals:StepOne:ReviewourTalentPhilosophyandWhatisthecultureandwehaveaboutthetalentinourorganization?Howwillwerewardemployeeswhotakeonchallengingcareerassignments?Howwillwerewardmanagerswhosuccessfullyidentifyanddevelopsuccessorsinourorganization?StepTwo:IdentifyBusinessNeedsandSuccessorCareerWherewillweexperiencebusinessgrowthintheorganization?Wheredowehaveleadershipvacancyrisks,duetoretirementeligibility,newlycreatedpositions,employeeturnover,etc?Whichpositionsaremostdifficulttofillwhenavacancyoccurs?Whattalentwillweneedtoleadourbusinessgoals?Howwillourchangingbusinessneedsaffectourtalentneedsintheorganization?WhatsuccessiondataisrequiredbyourBoardofDirectors,byourshareholders,and/orbyourStepThree:ConsiderLeadershipWhichleadershipcompetenciesaremostimportantinourorganizationtoachieveourcurrentbusinessgoals,andtobemorepreparedforthefuture?Whichsuccessorcandidatesdemonstratethesecompetencies?Whatpositioncompetenciesareneededbyeachsuccessorcandidateforasuccessfultransitionintoanewrole?StepFour:ConsiderPositionalCompetenciesandCreateaSuccessionWhoarepotentialsuccessorsintheorganizationforrecementaspositionsvacanciesoccur?Howcanwemoreeffectivelyretainourtoptalent?Whatdoweneedtodotodevelopfutureleadershiptalent,andtoaddressleadershipskillgapsandrisks?HowcanwebetterleverageourStepFive:FollowWhatspecificdevelopmentactionsdoweneedtoexecutenowandinthecomingyearstopreparesuccessorsfortheirnextrole?Howcanwefollowthroughtobetterprepareournextgenerationofleadershiptalent?Whatprojects,jobassignmentsandon-the-jobdevelopmentactionsneedtooccurtobroadenthemindsetandskillsetofoursuccessorcandidates?展行動(dòng)？要更好地準(zhǔn)備下屆才，我們可如何執(zhí)行？要拓展繼任候選人的思維與StepOne:ReviewOurTalentPhilosophyandEveryorganizationhasa“TalentPhilosophy”thatdrivesthewaythatleadershire,reward,coach,developandcommunicatetoemployees.Manytimes,anorganization’sTalentPhilosophyismadeupofmany“unwrittenrules”thathavedevelopedontheirownovertime.These“unwrittenrules”arepartoftheorganization’sHowever,themosteffectiveorganizationstakethetimetodiscussandntheirTalentPhilosophytoensureitalignswiththedesiredcultureandbusinessexpectationsoftheorganization,ratherthanallowinganunnnedculturetodeveloponitsown.TheanswerstotheseTalentPhilosophyquestionsshouldalsoalignwiththeorganization’scompensationstructure,leadershipcompetencies,employeerecruitingpolicies(forbothinternalandexternaljobcandidates),etc.Theanswerstothesequestionsalsoprovideagoodfoundationforaneffectivetalentmanagementandsuccessionnningstrategy.ExamplesofthesetypesofTalentPhilosophyquestionsareshownonthefollowingpageforreviewandPAGEPAGE7TalentPhilosophyDiscussionPhilosophyDiscussion1.Who“owns”thetalentintheorganization?Howwillwehandleasituationinwhichasuccessorcandidateisneededinmorethanonepositionintheorganization?2.Evenifasuccessorhasbeenidentifiedforapositionthat esvacant,shouldwestillpostthejobinternally?3.Shouldsuccessorsandhighpotentialshavepriorityoverotheremployeesforopen4.Whoisresponsibleandaccountablefordevelosuccessorcandidatesfortheirnextpotentialpositionintheorganization?5.Shouldwerequireemployeestostayinapositionatleastoneyearbeforemovingintoanewroleinthe?6.Shouldsuccessorcandidateshaveatleastoneyeartenurewiththeorganizationbeforeconsideredforsuccession7.Shouldwehavesomepositionsthataredesignated“developmentalroles”forhighpotentialsand/orsuccessorstomoveintoforcompetencygrowth?8.Shouldweidentifykeyexpertsintheorganizationandhavearetentionprogramforthem?Isitimportantforourorganizationtohaveatechnicalcareerpaththatenablesemployeestoadvancewithoutbeingamanager?9.Whenamanagerisunsuccessfulasaleaderofothersbutissuccessfulandneededasanindividualcontributor,willwecommittomovinghim/herintoanindividualcontributor10.Shouldallleadersinourorganizationcreateasuccession11.Inwhatway(s)willourtalentandsuccessionstrategyencouragecross-functionalcareermovementtobroadenthemindsetandskillsetofourtoptalent?12.WhatresourcesandfundswillbeavailabletomanagerstohelpthemtodevelopsuccessorStepTwo:IdentifyBusinessNeedsandLeadershipToensureourtalentandsuccessionstrategyisalignedwithourbusinessgoals,thenextstepistoreviewourvisionandourbusinessgoals,andthentoreviewthetalentimplicationsofeachgoal.Anexampleofthistypeofnningisshownbelow.Talentimplicationsalignedwithbusinessgoalsmayincludeheadcountchanges,theidentificationofcriticalroles,jobassignments,trainingneeds,promotionalneedsorlalmovementneeds,coachingneeds,organizationalchanges,relocations,etc.BusinessGoalTalentImplicationsExample:TalentImplicationsofBusinessBusinessHRImplications–SampleratingsbyExecutivescommunicatethegoalinemployeemeetingsatalllocationsinthe2ndquarterof2012MoveaninternalhighpotentialemployeeintoaPatientSatisfactionpositiontoidentifyactionns,tonandtrackmetrics,toimplementtheproject,etc.RolloutthennedExcellenceinCustomerCaretrainingprogramtoallemployeesbytheendof2012Changeourhiringprofile,ourjobdescriptionsandourinterviewingtemtetoincludemorefocusoncustomerskillsandbehaviorsUpdateourcompensationstrategytoensurethatexcellenceincustomercareisrecognizedandrewarded AnotherimportantSuccessionnningstrategicnningprocessforleadersistotakealookatthecurrentandfutureleadershippositionneedsthatareexpected,toproactivelylookatleadershipstaffingneeds.Todeterminefutureleadershiptalentneeds,consider:者的另一個(gè)重要的繼任規(guī)劃戰(zhàn)略規(guī)劃流程就是，留意當(dāng)前和未來(lái)預(yù)期的職位需求、積極關(guān)注力安置需求。要確定未來(lái)的才需求，需考慮：New新目DoIneednewleaderstoachievenewgoals? DoIneedtoexpandtherolesofcurrentleaders? Domycurrentleadershavetheskillsetsandattributesneededtoachieveourcurrentandfuture 嗎

成Whatistheratioofleaderstoemployees-isthisratio者對(duì)員工的比例—這個(gè)比例合理嗎DoIneedmore(orfewer)leadersinthecomingyear(s)toleadour Areweopeningsitesorstoresinnewlocationswhichwillrequirenewleaders?

空DoIhaveleaderswhohaveexpressedretirement nsand/orwillbeeligibletoretire? DoIhaveleaderswithahighvacancyriskofleavingmygrouportheorganizationwhomayneedtobere DoIcurrentlyhaveopenleadershippositionstobefilled? Instructions:Considertheleadershippositionsthatreporttoyou.Identifyanypositionsthatarecurrentlyopen,andthosewithahighprobabilityofopeninginthenext12monthsinyourbusinessunit.Discussthepositiondata,status,andpotentialcandidatesforeach.Anexampleofthisexerciseisshownonthefollowingpage.Listallofthefollowingpositioncategoriesonthechart:說(shuō)明：慮向報(bào)告的職位明確前空缺所有職，以未來(lái)12個(gè)月內(nèi)所在務(wù)單很可能出現(xiàn)空缺的職位。討論各職位的職位數(shù)據(jù)、狀態(tài)以及潛在候選人。下頁(yè)提供了本項(xiàng)練習(xí)的一個(gè)CURRENT:AllleadershippositionsthatarecurrentlyvacantinyourHIGHRISK:AllleaderswhoareviewedasahighvacancyriskinthecomingRETIREMENT:AnyleadershippositioncurrentlyfilledbyanincumbentwhohasdeclaredintentionofNEW:Anynew/futureleadershippositionsyoumightcreateinthecomingyeartoaddressorganizationalgrowth,ortoleadnewinitiatives,newcustomers,etc.PositionDatePositionisExpectedtoOpenPotential(Designatebothandexternalcandidatesasapplicable)Status/ nsHighHighHighHighHighReviewofLeadershipPositionNeeds–TitleandOpenorisExpectedto期Status/VPFinanceThisisapositionforincumbentJerry現(xiàn)任者JerryThispositionhasbeenvacantsinceMay,200920095HighPaulFrank,FinanceDirectorPaulFrank，財(cái)務(wù)MarthaRush,ControllerofXBYThesethreefinalcandidatesarecurrentlyinthelastphaseoftheinterviewprocess,interviewingwithourCFO.Weexpecttomakeafinaldecisionthismonth.流程的最后階段——由CFO面MarthaRush，XBY咨詢(xún)企業(yè)主MaxYoung,FinanceDirectorofOPRMaxLenBrown,VPSourcingandLenBrown，采Weneedtofindanew,positionforLenwithinthenext12monthstoretainhiminthe12個(gè)HighJulieYoung,JulieYoung，財(cái)NoneLenfeelshehasreachedateauregardinghiscareerandhiscompensation.AlthoughLenhasastrongfinancebackground,healsohassalesexperienceandisanaturalsalesleader.MovingLenintoapositioninthesalesgroupwouldprovidethepotentialtoincreasehiscompensationaswellashisjobsatisfaction.Inaddition,hisfinancialbackgroundwillbeanassettothesalesteam.天生的銷(xiāo)售者。將Len調(diào)至銷(xiāo)VPTaxHarrietRuthHarrietRuth，ThispositionisexpectedtobevacantbyMarch,20102010年HighNone無(wú)UnknownneedtobeginsourcingHarrietformallyannouncedhernnedretirementtotakeceMarch,2010.Whilewehavefuturesuccessorsindevelopmentforthisposition,wedon’thaveanypreparedsuccessorsatthistime,andweneedtobeginexternalsourcingforthisrole.Harriet正式宣布其計(jì)劃于2010年3月前退休。雖然正在為該職位發(fā)Leadershipcompetenciesrefertotheabilitiesneededtobesuccessfulasaleaderinanorganization.Reviewourorganization’skeyleadershipcompetenciesbelow.Considerthesecompetenciesasyoubegintoidentifysuccessorcandidates. LeadershipBehavioralOrganizationalSavvyTeamLeadership團(tuán)隊(duì)StrategicThinkingBusinessAcumenInnovationLeadershipEthicsProductandIndustryKnowledgeInternalOrganizationalKnowledgeCustomerFocusStepFour:IdentifySuccessorsandHigh步驟四：確定繼任人選和人TheSuccessionnningprocesstypicallySuccessorsforspecificrecementTalentpoolsforpositionswithsimilarQualificationgapsthatmustbefulfilledorcorrectedtodevelopfuturesuccessorsintoQualifiedSuccessorcandidatesYouwillneedtoformdefinitionsforleaderstoidentifysuccessorsinaconsistentfashion.Somesampledefinitionsareshownbelow.SuccessorQualifiedSuccessors:Employeeswhocurrentlypossessanddemonstratealloftherequiredqualificationsfortheincumbent’sposition.ThisdoesnotmeanthataQualifiedSuccessorforthepositionhasEVERYcompetencythattheincumbentleaderdemonstrates,buttheyarequalifiedtointerviewfortheposition,andtheyarequalifiedtobeconsideredforthepositionifitwerevacanttoday.Theyareatleastasqualifiedasanexternalcandidatethatthewouldconsiderforthisposition,ifnotmore這并不意味著該職位的合格的繼任人選具備現(xiàn)任者展現(xiàn)出的每項(xiàng)能力，而是說(shuō)，他們有資格面試該職位，而且一旦該職位出現(xiàn)空缺，他們則有資格被該職位考慮。就就職資格而言，他們至少不ToidentifyQualifiedSuccessors,askthequestion,“Ifthepositionwereopentoday,whichemployeesinthewouldbequalifiedtointerviewforthepositionnow?”Future-GapSuccessors:Employeeswhoarenotcurrentlyqualifiedfortheincumbent’spositionbutcoulddeveloptherequiredcompetencies,education,and/orworkexperiencewithinashort-timeframe.Identifyingcompetencygapsalsoleadsintospecificdevelopmentactionnningforsuccessors,asshown未來(lái)差距繼任人選：目前尚無(wú)資格擔(dān)任現(xiàn)任者職位，但短期內(nèi)可以發(fā)展所需能力、教育和/或工作Bonnieisa2-GapSuccessorfortheHRDirectorrole. eaQualifiedSuccessor,shewouldneed1)obtainherSeniorProfessionalinHumanResourcescertification,and2)obtainexperienceandconfidenceworkingwithDirector-levelleaders.Bonnie’sdevelopmentnwillincludetherequirementtoobtainthecertificationbyaspecificdate,andtoworkonaDirector-levelprojectteambyaspecificdate.Bonnie是一個(gè)HR總監(jiān)職位的2-差距繼任人選。為了成為一名合格的繼任人選，她需要1)獲得人力資源高級(jí)專(zhuān)家認(rèn)證，并且2)通過(guò)和總監(jiān)級(jí)別者的合作獲得經(jīng)驗(yàn)和信心。Bonnie的發(fā)展計(jì)劃將包EmergencyCandidates:Oneormoreemployeeswhocouldhandlethepositiononatemporarybasisuntiltheincumbentreturnsfromaleaveofabsenceoruntilthepositionisfilled.Oftentheemergencycandidateswilltakeonexpandedjobresponsibilitiesoftheincumbentuntilthepositionisfilled.CreateaCompetencyMapforYourOwnSuccessionCompetenciesrefertotheknowledge,skillsandabilitiesneededtobesuccessfulinaspecificposition.Herearesomepotentialquestionstoconsiderwhenidentifyingyourownsuccessors:DoesthecandidatedemonstrateourLeadershipIsthecandidateinterestedinmy該候選人對(duì)我的職位感嗎Doesthecandidatedemonstrateboththedesireandabilitytobealeader,oraretheirtalentsbettersuitedforanindividualcontributorrole?Doesthecandidatedemonstratethestrategicthinkingskillsrequiredtokeepthegrouporfunctionmovingforward?IsthecandidaterespectedbyothersintheDoesthecandidatepossesstherequirededucationfortheTobeginselectingpotentialsuccessors,aleadercancreateasimpleCompetencyCharttoidentifytheknowledge,skillsandabilitiesrequiredforhisorherownposition...Attributes/BSDegreeinFinanceorGH,KJ,TM,LT,Peopleleadershipskills–effectivehiring,coachinganddevelopmentofpeople TM,LT,HastheabilitytoyzefinancialdataandformstrategicnsfromthedataGH,KJ,TM,CPA–CertifiedPublicAccountant GH,KJ,TM,SuperiorExcelspreadsheetskillsandoverallcomputerskillsExcel電子表格技能和GH,KJ,TM,Isabletoinfluencecross-functionallyandisrespectedby KJ,CPA–CertifiedPublicAccountantpresentationskillstocommunicatefinancialnsIsdetail-orientedtoensureaccuracy,butisalsoabletoseethebiggerpicture GH,KJ,TM,GH,KJ,GH,KJ,TM,...andthencetheinitialsofpotentialsuccessorsonthechartiftheyalreadydemonstratetheknowledge,skillandtalents.Thisexercisewillidentifythemostpreparedsuccessors,aswellasidentifyingstrengthsandqualificationgapsforeachcandidate.ThissimpleexamplehelpsustoseethatsuccessorcandidateLisaThomas(LT)isthemostPreparedSuccessor,andthatsheisqualifiedfortheposition,eventhoughshecouldbenefitfromincreasingherpresentationskillsandherabilitytoinfluencecross-functionallyandtobemorevisible/respectedacrossthe以上簡(jiǎn)例有助于我們看到，繼任候選人LisaThomas(LT)CreateYourOwnPositionCompetencyUsethechartbelowtoyourownknowledge,qualifications,skills,andattributesandtalentsthatyouholdandrequiretobesuccessfulinyourownposition.Thencetheinitialsofpotentialsuccessorcandidatesnexttoeachcompetencyifthecandidatealreadypossessesthatqualification.Or,useanexistingjobdescriptionforthisexerciseifacurrentjobdescriptionisavailable.候選人業(yè)已具備某項(xiàng)資格，則將其首字母寫(xiě)在該項(xiàng)能力旁邊。如果可以獲得當(dāng)前的工作說(shuō)明，本項(xiàng)練習(xí)KnowledgeandAttributes/Creatinga Instructions:ReferringtothedatainyourPositionCompetencyMap,usethetablebelowtoenteryour Enteryourcurrentjobtitlehere: Thedateofcreationforthissuccessionnis: 此繼任計(jì)劃的創(chuàng)建日期： whocreatedthissuccessionn 此繼任計(jì)劃的創(chuàng)建人 Note:Ifnosuccessorcandidatesareavailableinacategory,cethewordNONEinthecandidateswhoarequalifiedtointerviewforthepositionCandidateswith1-3gapsbeforerequirementsfortheposition.Whatarethegapsand/orreadinessdevelopmentareasforeachsuccessorWhatdevelopmentactionswilladdressthesegapsand/orreadinessareas?Yourownsuccessionn:YourPositionWhatistheemergencyntocoveryourroleforatemporaryperiodofNOTE:Youmightneedto“split”yourbetweenmultiplepeople–ifso,entereachwhowouldhandleeachroleinyourabsence. nSummary–Functionor1-2QualificationWhatarethegapsand/orreadinessforeachsuccessorWhatdevelopmentactionswilladdressthesegapsand/orreadinessYourTownsend,VPHumanResources2-GapSuccessor1)TakeSarbanesOxleysuccession無(wú)Oxleyknowledge,2)SettingStrategiclearningcourseandquiz,AttendStrategicThinkingWorkshopandsetstrategicYourOxle知識(shí)，2)設(shè)定goalswithRaylenefor1)參加SarbanesOxleySVPHumanRaylene2014年DirectReport-FunctionalVPof屬：招TannerSmith,DirectorofSmithWendyFlores,DirectorofGapSuccessor織發(fā)展總監(jiān)1-差Tanner:TannercanincreasehisreadinessbyhandlingmorerecruitingprojectsWendy:WendyneedstocompleteherSPHR-CATannerwillbeassignedtohandleallexecutiverecruitingprojectsfortherestofthisyear.WendywillcompleteherSPHR-CAcertificationbyMay,2014.Wendy20143certificationtobefullyqualified.WendyWendy需完成SPHR—CA認(rèn)SPHR-CADirectReport-FunctionalArea:Directorof無(wú)無(wú)Wewillneedtosourceexternallyifweneedtofillthisrole;includethisexpenseinour2014入2014年預(yù)算。DirectReport-DirectorofTannerSmith,DirectorofTanner無(wú)TannerhasbeenaDirectorinthepast.Toincreasehisreadiness,hewouldneedtocomeuptospeedonourPayforandcompensationTannerwillworkasaprojectteammemberonour2013Compensationstrategyandprocedureupdateteam.Tanner將擔(dān)任我們2013Followsthroughwithlearningassignmentsanddevelopments堅(jiān)持Isself-motivatedandhighlyengagedintheorganizationWhatisFollowsthroughwithlearningassignmentsanddevelopments堅(jiān)持Isself-motivatedandhighlyengagedintheorganizationThetermhighpotentialemployeeisusedtoidentifypeoplewhodemonstratetheASPIRATIONandABILITYtomostrapidlyandsuccessfullyadvanceandmovelallyinleadershiprolesintheorganization.Thelistsbelowfurtherdefinecharacteristicsofaspirationandability.什么 WhatisaHighDesiresleadershipadvancementandla movestobuildskills渴 Isopento什么 WhatisaHighDesiresleadershipadvancementandla movestobuildskills渴 Isopentocareermovement,challengingrolesand/orrelocation Iswillingtomovela llytoincreasebreadthofskillsSeeksandactsonfeedbackforcontinuousHastheabilitytomoveintomultiplesignificantleadershiproles Demonstrateshighlearningagility,creativityandstrategicthinkingIsabletoworkinanambiguousandrapidlychangingenvironmentDemonstratessuperiorinter skillsandisrespectedEffectivelydealswithstress,organizationalpoliticsandemotionsLeveragesstrengthsanddevelops(orcompensatesfor)weaknessesWhatisaTalentBenchstrength(9-Box)TheTalentBenchstrengthGuideisavisualaidtobeusedinTalentReviewmeetingstodiscussthe“point-in-time”ineach’scareer,andtoidentifyappropriatedevelopmentactionsforeachindividualdiscussedintheTalentReviewmeeting.Thistoolalsoprovidesa“picture”ofthetalent-careerstagesandneedsintheoverallorganization.職業(yè)階TalentBenchstrengthSMSolidAbilities–TheseemployeesgettheSolidAbilities–Theseemployeesgetthejobdone.Theyareloyaltotheorganizationandarehappyintheirrole.Recognizecontributionsandprovidedevelopmenttokeepknowledgecurrent.Leadersinthisgroupshouldfocusoncoachinganddevelo KeyExpert–Theseare“go-to”employeeswhomentorandprovideexpertiseintheorganization.Createaretentionn,andasuccessionn.Recognizetheircontributions,formaretention theirknowledgeandtheytrainandmentorJobFitIssue–Urgentlyprovideacoachingsessiontolisten,toprovidefeedbackandtoidentifypotentialissueswithjobfit,employeeengagement,careerfrustrations,etc.Identifywhyabilitiesarelowandaspirationsarehigh.Provideanactionnandmonitorprogress. UrgentDevelopment–Identifyandactondevelopmentneedsurgentlytoimproveabilitiesandcompetencies.Identifycareeraspirationstoincreasemotivationtoperform.Providefrequentfeedbackanddevelopmentresources,andrecognize Ability/AspirationIssues–BothAbilityandAspirationarebeloworganizationalexpectations.Provideimmediatefeedback,coachingandaPerformanceImprovementnwithscheduledcoachingandprogressmeetings.能力/志向問(wèn)題—不論能力還志向都低于期望。安排 和進(jìn)會(huì)議提供即反饋、輔導(dǎo)效HihPtentil高意Cndid意CndidAspirationLow Solid中 HighUsingtheTalentBenchstrengthEmployeeswillmovearoundontheTalentBenchstrengthGuideatvariouspointsintheircareers,basedonfluctuatinglevelsofabilityandaspirationeveryoneexperiencesthroughouttheircareer.Mostpeople(ifnoteveryone)experiences“abilityhighsandlows”inourcareer(i.e.whenwestartinanewposition)and“aspirationhighsandlows”inourcareer(i.e.whenwehaveanewpriorityinourlivesorwhenwearenotsurewherewewanttogonextinourcareers).基于整個(gè)職業(yè)生涯中的能力與志向波動(dòng)情況，在職業(yè)的不同時(shí)間點(diǎn)，各人在人才后備實(shí)力向?qū)系奈恢脮?huì)出現(xiàn)變動(dòng)。大多數(shù)人（如果不是所有人）都會(huì)在其職業(yè)生涯中經(jīng)歷“能力起落”（即就任）（）。HerearesomeideastoconsiderwhenusingtheNEWTALENT:EmployeeswhohavelessthansixmonthsintheircurrentroleshouldnotbecedontheTalentBenchstrengthGuidebecausewedon’thaveenoughdatainthenewroletoevaluateabilityandaspirationforthenextrole.Fortheseemployees,ensuretheyhaveanewemployeedevelopnoratransitionallearningn.新人才：入職不足6個(gè)月的員工不應(yīng)置于人才后備實(shí)力向?qū)?，這是關(guān)于其在該新角色上的表現(xiàn)的SUCCESSORCANDIDATES:Thefutureleadersintheorganizationareprimarilyfoundwithintheblueandgreenboxes.Successorcandidatesshouldbeselectedfromtheblueandgreenboxesinthe繼任候選人：組織中的未來(lái)者主要分布于藍(lán)色和綠色方格內(nèi)。繼任候選人則應(yīng)該從向?qū)У腡ALENTGROWTHANDDEVELOPMENT:EmployeesareexpectedtomovewithintheblueandgreenboxesontheTalentBenchstrengthGuideduringtheircareers,inordertobroadentheirskillsetandtheirmindset.Alackofemployeemovementwithintheseboxesovermultipleyearsisanindicatorofalackofbusinessgrowth,and/orcareergrowthforemployees.SOLIDPERFORMERSANDKEYEXPERTS:Ultimay,mostemployeesreachaSolidAbilitiesoraKeyExpertlevelintheircareers,astheyreachtheirexpertisepeakand/ortheirowncareeraspirationpeak.EmployeesinthepurpleboxesontheGuideprovidecriticalknowledge,skills,andloyaltyintheorganization,andtheycanmentorothers.HIGHPOTENTIALS:HighPotentialsshouldbeselectedfromthegreenboxesontheGuide.Thedesignationof“HighPotential”identifiesapoint-in-timeintheemployee’scareerwheretheyareperformingatpeakability,theydemonstratesuperiorleadershipskills,andtheircareeraspirationsandneedforlearningandgrowthareattheirpeak.ToptalentwilllikelymoveintotheHighPotential“box”multipletimesthroughouttheircareer,astheymasternewrolesandarereadyformorecomplexroles.人才：人才應(yīng)該從向?qū)У木G色方格中挑選?！叭瞬拧敝Q(chēng)確定的是員工職業(yè)中的一個(gè)時(shí)間點(diǎn)——他們于當(dāng)時(shí)到達(dá)能力巔峰，展現(xiàn)出卓越的技能并且其職業(yè)志向以及學(xué)習(xí)與成長(zhǎng)需求也處于頂峰。在其職業(yè)生涯中，頂尖人才可能多次進(jìn)入人才方格，因?yàn)樗麄冋莆樟诵陆巧⑶襆OWABILITIESORASPIRATIONS:Anyemployeeswhoaredesignatedinthetan/brownboxesontheGuideshouldreceiveimmediatefeedback,coaching,developmentnsand/orperformanceimprovementnstoidentifyandaddresstheissues.The umamountoftimeanemployeemightremaininalowperformingboxshouldbeoneyear.SampleTalentTalentProfilesareusedasa“quickreferenceguide”toanemployee’scareerinterests,workhistory,strengthsanddevelopmentneeds.Name:Name:Janice：JaniceBrownCurrentPositionTitle:OperatonsManager當(dāng)前職位名稱(chēng)：Inthispositionsincedate):January2009從何時(shí)任該職：20091月OriginalHireDate:February,2002最初入司時(shí)間：2002年2月WorkLocation:SanDiego,CA工作地點(diǎn)：SanDiego,CATwoPreviousPositionTitles:1995-1997:McDonaldsStoreManager1997-2002:7-ElevenRegional兩個(gè)曾任職位名稱(chēng)：1995-1997: 經(jīng)理1997-2002:7-Eleven區(qū)域經(jīng)Education/Degrees:BSDegreenBusiness,MBA教育 商業(yè)理學(xué)學(xué)士Certifications/Licenses/SpecialSkills:Servant/執(zhí)照/特長(zhǎng)服務(wù) CertificationLanguages:NumberofYearsofFormalLeadership PositionVacancyRisk:Moderate—Janiceishighlyengagednherpositon,andsaysthatsheenjoysherjobSheisverydedicatedtotheHowever,shedoesdesirerapidadvancementandshehasastrongexternalnetworkandsheisverymarketableJanice對(duì)其崗位高度投入并且表示喜歡這份工作。她對(duì)公司非常投入。然而，她確實(shí)渴望快速提升，并擁有強(qiáng)大的外部關(guān)系網(wǎng)，而且炙手可熱。CareerPotential:JancedemonstratesboththeambitionanddemonstratestheabilitytoultimaymoveintoanexecutivepositionasshecontinuestogainexperiencenleadershippositionsCurrentlyshehasmorethan15yearsofmanagementexperience;however,sheneedstoexpandhercareercross-functionallytoincreaseherabilitytoseethebigpictureandtounderstandotherfunctionsoftheorganizationJaniceisreadyforaDrector-levelrolenow,butshewouldneedamentorwithastrengthnStrategcThinkingandBigPicturethinkngabilitytobemostsuccessfulatthislevel職位潛能在不斷獲得職位的經(jīng)驗(yàn)的同時(shí)，Janice還展現(xiàn)了最終進(jìn)入高管職位的志向與能力。目前，她擁有超過(guò)15的職業(yè)拓展以增強(qiáng)縱觀(guān)全局的能力和理解組織內(nèi)其他職能的能力。現(xiàn)在，JaniceRelocationRelocationAbility:Janiceisopentorelocationwithnthe地域調(diào)動(dòng)能力：Janice接 國(guó)內(nèi)的地域調(diào)動(dòng)InterestinLeadershipPositions/Advancement:JanicehasstatedherdesiretomoventoaDirector 職位/提升 ：Janice已經(jīng)表達(dá)過(guò)想要調(diào)動(dòng)至總監(jiān)職位的意愿LeadershipStrengths:Janiceisveryself-motivated,andshesetshighstandardsforherselfandherworkteamSheholdsteammembersaccountableSheenjoysvisibleroles,andshedemonstratesapolishedimageShepresentsnformationwellanddemonstratestheabilitytoleadandtomotivateothersShelearnsquicklyandenjoysachallengeHerbusnes