The first approach is the most common: neither forecasting the demand nor making a plan to meet the demand. Enterprises that adopt this passive approach basically rely on external recruitment. However, due to the increasing shortage of management talents, this practice has been problematic.
The second approach is only common in large established enterprises, which rely on the complex bureaucratic model established in the 1950s for talent prediction and succession planning. These models were developed in an era when business was easy to predict. However, with the increasingly unstable environment, these models are out of date.
Therefore, enterprises now need a brand-new talent management model, which can take into account the high uncertainty that enterprises are facing now. The author thinks that when solving this problem, we can learn from the research results in the fields of operational research and supply chain management.
Different from the outdated talent management model, the supply chain management model has been greatly improved since the 1950s. In the past, enterprises built large warehouses to store a large number of spare parts, because the competition was not fierce at that time, the market demand was easy to predict, and the company was confident to sell its products. Now, enterprises no longer need such a large warehouse. Since 1980s, enterprises began to adopt JIT manufacturing technology and other supply chain innovations, and constantly improved them. These new methods enable enterprises to predict demand changes more and more accurately and quickly, and adjust products accordingly. What is the new mode of talent training proposed by the author? On-demand talent supply framework? It is similar to just-in-time manufacturing.
This innovative talent management method is based on four standards, which all come from the theory of operation and supply chain management. Two of them are used to solve the uncertainty of talent demand: how to balance the decision of internal training or external training, and how to reduce the risk of talent demand prediction. The other two are used to solve the uncertainty of talent supply: how to improve the return on investment in talent training and how to encourage newly trained managers to work in the company with peace of mind by creating internal opportunities.
Standard 1 Managing risks by combining internal training with external training. It is very expensive to reserve a large number of reserve talents, so enterprises should reduce the forecast of talent demand and recruit from outside in a planned way to fill the talent vacancy. Some positions may be easier to recruit from outside, so enterprises should think carefully and decide where to put valuable talent training resources: talent management is an investment, not a right.
Rule 2 adapt to the uncertainty of talent demand. The uncertainty of demand is an unchangeable fact, and wise enterprises will try their best to adapt. One way is to divide the talent training project into several short-term parts. For example, instead of letting management trainees take part in a three-year functional training plan, the enterprise lets employees of all functional departments take a 18-month course to learn comprehensive management skills, and then return to their respective departments for professional training. Another way is to create a company talent pool, which can be deployed between different departments when necessary.
Rule 3 One of the ways to improve the return on investment in employee training is to let employees share the training cost. For example, let employees volunteer to undertake some additional training tasks. Another way is to keep in touch with employees who have left the company, hoping that one day they will return to the company, so that the investment in skills training can be recovered.
Rule 4: Balance the interests of enterprises and employees and protect investment results. Some people think that the main reason why excellent employees leave the company is that they have found better opportunities elsewhere. This also makes the company's talent training become? Perishable goods? . In order to protect the investment results of personnel training as long as possible, the key is to balance the interests between enterprises and employees and let employees participate in their own development decisions.