1、 The Talent Review Meeting Facilitators Guide 人才盘点会议引导者指南 Tools,Templates,Examples and Checklists for Talent and Succession Planning Meetings 人才继任计划会议工具、模板、示例及清单 i Table of Contents 目录目录 Section One:What Is Talent Management?.1 第一章：什么是人才管理？第一章：什么是人才管理？Talent Management-Typical Job Responsibilities.3
2、 人才管理主要的工作职责 Talent Management Concepts.5 人才管理概念 Talent Concepts:Similarities And Differences.6 人才概念的异同 Talent Management Terms.7 人才管理专业术语 The Business Need For Talent Management.9 人才管理的业务需求 Make Informed Talent Decisions And Reduce Risk.10 制定明智的人才决策并降低风险 Talent Management:A Win-Win For Everyone.12
3、人才管理：双赢模式 Keep Your Sales And Leadership Pipelines Full!.14 保持销售及领导力通道饱满！The Leadership Pipeline.16 领导力通道 Past Performance And Future Potential.18 过去绩效与未来潜能 Identify Talent Resources To Achieve Business Goals.20 识别人才资源以实现业务目标 Talent Management Forces.22 人才管理推动力 Section Two:The Talent Review Meeting.
4、24 第二章：人才盘点会议第二章：人才盘点会议 Talent Review Meeting Best Practices.26 人才盘点会议最佳实践 More Talent Review Meeting Best Practices.28 更多人才盘点会议最佳实践 Three Phases Of The Talent Review Meeting Process.30 人才盘点会议流程的三个阶段 Attributes Of Talent Review Meeting Facilitators.32 人才盘点会议引导者的特征 Your Role As The Talent Management
5、Project Lead.33 作为人才管理项目引导者的角色 Establishing Internal Talent Management Policies.35 制定内部人才管理政策 ii The Roles Of Your Talen T Review Meeting Partners.37 人才盘点会议合作伙伴的角色 Working With Human Resource Partners.39 与人力资源合作伙伴协作 Working With The Meeting Scribe.40 与会议记录者协作 Working With Business Leaders And Assist
6、ants.42 与业务领导者及其助理协作 Section Three:Planning The Talent Review Meeting.44 第三章：计划人才盘点会议第三章：计划人才盘点会议 Defining Your Goals.46 定义目标 Defining Your Talent Review Meeting Scope.47 定义人才盘点会议的范围 Defining Your Talent Management Timeline.49 定义人才管理时间表 A Sample Annual Talent Review Timeline.50 年度人才盘点时间表示例 A Sample
7、Multi-Year Talent Management Plan.51 多年人才管理计划示例 Identify Your Talent Meeting Discussion Topics.53 明确人才会议讨论主题 Sample Talent Meeting Agenda.56 人才会议议程示例 Sample Meeting Ground Rules.57 会议基本规则示例 Definitions:What Is A High Potential?.58 定义：什么是高潜人才？Definitions:What Is A Successor?.59 定义：什么是继任人选？Definitions
8、:What Is A Key Expert?.61 定义：什么是核心专家？Begin To Design A Development Program Now.63 从现在开始设计发展方案 Planning The Length And Logistics Of The Meeting.65 计划会议的时长和后勤事务 Calculating The Length Of The Meeting.67 计算会议时长 Case Example:Planning A Talent Review Meeting.69 案例：计划人才盘点会议 Case Example Worksheet.70 工作表案例
9、A Facilitator Preparation Checklist.71 引导者准备清单 iii Section Four:Talent Assessment And Preparation.74 第四章：人才测评与准备第四章：人才测评与准备 Talent Assessment Tools.75 人才测评工具 A Tool For Managers:Employee Career Discussions.77 管理者工具：员工职业讨论 Consistency Is Key.79 一致性是关键 Defining Talent Assessment Tools.81 确定人才测评工具 Tale
10、nt Assessment Tools:The Talent Profile.84 人才测评工具：人才简介 The 9-Box Chart.87 九宫格表 Position Competency Models.88 职位能力模型 Career Growth Descriptions.89 职业发展描述 Identifying Critical Positions.91 识别关键职位 Talent Assessment:Rating Leadership Competencies.93 人才测评：领导能力评级 Case Example:Analyzing Leadership Assessmen
11、t Data.95 案例：分析领导力测评数据 What System Will You Use?.96 将使用什么系统？Talent Management Communication Ideas.97 人才管理沟通理念 Business Leader Content For Communications.98 业务领导者沟通内容 Sample:A Quick Reference Tool For Business Leaders.99 示例：业务领导者快速参考工具 Talking Points For Leaders.101 领导者讨论要点 Preparing The Senior Leade
12、r For The Meeting.104 使高层领导者做好会议准备 Talent Review Meeting Logistics.106 人才盘点会议后勤事务 Section Five:Facilitating The Talent Review Meeting.108 第五章：引导人才盘点会议第五章：引导人才盘点会议 The Roles Of The Talent Meeting Facilitator.109 人才会议引导者的角色 Facilitation Tips:Keeping The Meeting On Track.110 引导提示：保持会议切题 iv Questioning
13、Techniques For Facilitators.112 引导者提问技巧 Sample Talent Review Discussion.114 人才盘点讨论示例 Documenting The Meeting-Scribe Responsibilities.121 为会议做记录记录者职责 Scribe Notes Example.123 记录者笔记示例 Section Six:After The Talent Review Meeting.125 第六章：人才盘点会议结束之后第六章：人才盘点会议结束之后 Sample Questions-Post Talent Review Evalu
14、ation.126 示例问题后期人才盘点评估 Talent Review Meeting Facilitator Feedback Form.128 人才盘点会议引导者反馈表 High Potential Notification:You Have Choices!.130 高潜人才通知：你可以做选择！A Sample Talent Notification Process.132 人才通知流程示例 What Do They Need To Know?.133 他们需要了解什么？How Do I Develop High Potential Employees?.134 如何发展高潜人才员工？
15、Leadership Development Ideas-Be Creative!.135 领导力发展观点具有创造性！Case Example:Making Development Recommendations.136 案例：提出发展建议 Case Example:Development Recommendation Notes.139 案例：发展建议笔记 Talent Management Metrics.140 人才管理指标 Communicate Your Results.142 传达结果 Appendix.144 附录附录 Talent Management Concepts:Sam
16、e And Different.145 人才管理概念：相同与不同 Case Example:Planning A Talent Review Meeting.147 案例：计划人才盘点会议 Case Example:Analyzing Leadership Assessment Data.149 案例：分析领导力测评数据 Case Example:Development Recommendation Notes.151 案例：发展建议笔记 Frequently Asked Questions.153 常见问题 v HOW TO USE THIS GUIDE 如何使用本指南如何使用本指南 The
17、 purpose of this book is to provide practical advice,ideas,and tools for individuals who are responsible for leading Talent Review Meetings within their own organization.This book is designed to save you time by providing basic checklists and templates for documents to be used before,during and afte
18、r your Talent Review Meetings.本指南为组织中负责引导人才管理会议的个人提供实用的建议、思路及工具，旨在通过为人才盘点会议开始前、进行时及结束后的文件提供基本的清单及模板，为你节省时间。Use this book as your planning guide to help you,your team and your Business Leaders to be fully prepared for the Talent Review Meeting process.Use the information in the book to think through
19、your strategy and processes.Use the checklists to track your action plan progress.Use the templates as a foundation to create your own Talent Review Meeting communications and documents.使用本指南作为计划指导帮助你、你的团队及业务领导者为人才盘点会议流程做充分的准备。参考书中信息考量你的策略和流程；使用清单追踪你的行动计划进度；以模板为基础建立你自己的人才盘点沟通及文件。This book does not p
20、rovide legal advice.Readers are advised to work with professional legal counsel to review and approve all talent assessment,succession planning,and leadership development strategic plans,processes and programs created,modified,and/or implemented within their own organizations.本指南并不提供法律意见。建议读者与专业法律顾问
21、一同审核及批准组织内建立、修改和/或实现的所有人才测评、继任计划和领导力发展策略计划、流程及项目。1 SECTION ONE:WHAT IS TALENT MANAGEMENT?第一章：什么是人才管理？第一章：什么是人才管理？The definition and scope of the term Talent Management may vary within organizations of different sizes,with different cultures and different business needs.One company may be focusing on
22、 succession planning to ensure a strong pipeline of leaders to fill pending retirement vacancy positions,while another organization might be focusing on the identification of high potential employees to develop future leaders and key employees to lead a growing start-up company.However,we can all us
23、e a basic definition of Talent Management as:“人才管理”的定义及范畴因组织的规模、文化和业务需求的不同而有所差异。有的企业可能关注继任计划以确保充足的领导者补给线，填补即将到来的退休所造成的职位空缺，然而有的企业则可能关注高潜人才的识别以发展未来领导者和核心员工来领导发展中的初创企业。尽管如此，我们还是可以给人才管理下一个基本的定义：A focus on the onboarding,identification,assessment,development,and movement of internal talent.聚焦内部人才的入职、识别、
24、测评、发展和调动。聚焦内部人才的入职、识别、测评、发展和调动。The objectives of a Talent Management strategy may include:人才管理策略的目标可以包括：Identification of emerging talent to fill high vacancy risk roles and future leadership needs 识别新兴人才，以填补存在高空置风险的职位并满足未来领导力的需求 Development of specific competencies to ensure emerging talent is prep
25、ared for future roles in the organization 发展特定能力，确保新兴人才为组织未来职位做好准备 Retain key talent and critical expertise within the organization 保留组织中的核心人才和重要专业技能 Identify talent risk areas and develop contingency plans and succession plans 识别人才风险领域，并开发应急计划及继任计划 Increase diversity within the key talent and leade
26、rship populations of the organization 增加组织内核心人才和领导力群体的多元化 Decrease the high costs associated with external recruiting 降低因外部招聘而产生的高额成本 Develop more cross-functional career movement and job experiences within the organization,to avoid a silo-mentality that focuses only on upward advancement within one
27、 functional area 在组织内开展更多的跨职能部门的职业调动及工作经历，以避免仅聚焦于单一职能领域晋升的“孤岛思维”。2 Provide a structured and consistent focus on talent development and purposeful career movement in the organization 为组织中的人才发展和计划性职位调动提供结构化、持续性的关注 Talking with employees about their talents and development interests,and increasing thei
28、r own accountability and ownership of their career growth 和员工交流他们的专长、发展兴趣，促进他们职业发展的自身责任感与主人翁意识 What additional objectives would you include for your organization?除上述外，你的组织还包括哪些目标除上述外，你的组织还包括哪些目标?3 TALENT MANAGEMENT-TYPICAL JOB RESPONSIBILITIES 人才管理人才管理主要的工作职责主要的工作职责 Some organizations use the term t
29、alent management to refer to both external talent recruiting and to internal talent identification.Both external talent acquisition and internal talent management are designed to identify top talent for the organization.However,the focus of internal talent management pertains more to the retention a
30、nd development of talent,rather than sourcing new talent externally.In addition,the skill sets of employees in external talent recruiting roles(talent acquisition)are very different from those who are responsible for internal talent management,as shown below:一些组织使用“人才管理”这一术语既涵盖外部人才的招募同时涵盖内部人才的识别。聘请外
31、部人才和管理内部人才都是为组织识别顶尖人才。然而，内部人才管理更关注人才的保留与发展，而非新人才的外部引进。除此之外，负责外部人才招聘与负责内部人才管理的员工所使用的技能有很大不同，如下所示：In small organizations,the Talent Management Professionals job responsibilities may include both internal and external talent responsibilities.However,in mid to large sized organizations,there is a strong
32、 case to be made for the creation of a Talent Management role to focus solely on internal talent management,which may include some or all of these job functions:在小型组织内，人才管理专业人士职责可能同时包括内部及外部人才的管理。然而在大中型组织中，有充足的理由需要建立仅聚焦内部人才管理的人才管理角色，该角色可包括以下的部分或全部职能：Succession Planning 继任计划继任计划 High Potential Employe
33、e Identification and Development 高潜员工的识别与发展高潜员工的识别与发展 Leadership Development Talent Acquisition Competencies 人才招募能力人才招募能力 Knowledge of external talent sourcing,and effective screening and interviewing skills 外部人才资源知识、高效筛选及面试技能 Knowledge of succession planning and talent assessment tools,leadership d
34、evelopment and talent meeting facilitation继任计划和人才测评工具知识、领导力发展及人才会议引导 Talent Management Competencies 人才管理能力人才管理能力 4 领导力发展领导力发展 New Employee Orientation and Onboarding 新员工入职培训新员工入职培训 Career Movement and Job Rotational Assignments 职位调动与轮岗任务职位调动与轮岗任务 Performance Management 绩效管理绩效管理 Talent Assessment Pro
35、cesses 人才测评流程人才测评流程 Talent and Organizational Review Meetings 人才与组织盘点会议人才与组织盘点会议 Key Expert Employee Identification and Retention 核心专家员工的识别与保留核心专家员工的识别与保留 Workforce Planning and Organizational Design 员工计划与组织设计员工计划与组织设计 5 TALENT MANAGEMENT CONCEPTS 人才管理概念人才管理概念 To fully understand talent management,i
36、t is important to clarify the similarities and differences between this concept and other human resource strategies that are often associated with talent management.为了充分理解人才管理的概念，需要明确此概念和其他与人才管理相关的人力资源管理策略的异同。Understanding these differences can help you to explain these terms to your Business Leader
37、s,and to answer questions and concerns you may receive from the employees you serve.理解这些差异可以帮助你向业务领导者解释这些专业术语，帮助你解答员工提出的问题和担忧。How would you define the similarities and differences between each of the terms in the table below?你如何定义以下表格中每组术语的相同和不同之处？Talent Management 人才管理人才管理 Performance Management 绩效
38、管理绩效管理 Successors 继任人选继任人选 High Potentials 高潜人才高潜人才 High Potentials 高潜人才高潜人才 High Performers 高绩效者高绩效者 相同相同 不同不同 6 TALENT CONCEPTS:SIMILARITIES AND DIFFERENCES 人才概念的异同人才概念的异同 To fully understand Talent Management,it is important to clarify the similarities and differences between these concepts and o
39、ther organizational strategies that are often associated with talent management.Use the worksheet below to document your ideas about the differences between each concept.Find suggested answers in the Appendix of this book.为了充分理解人才管理的概念，需要明确这些概念和其他与人才管理相关的组织策略的异同点。运用以下表格陈述你对各个概念间的差异的观点。可查看本指南附录的参考答案。
40、运用以下表格陈述你对各个概念间的差异的观点。可查看本指南附录的参考答案。Talent Management 人才管理人才管理 Performance Management 绩效管理绩效管理 How are they similar?Both are designed to review and enhance employee performance.两者的相同之处两者的相同之处?两者的目的都是盘点与加强员工绩效。两者的目的都是盘点与加强员工绩效。Document their differences below.下面请描述两者的不同之处下面请描述两者的不同之处 Successors 继任人选继
41、任人选 High Potentials 高潜人才高潜人才 How are they similar?Both are designed to improve the companys leadership pipeline.两者的相同之处两者的相同之处?两者的目的都是为了改进企业领导力通道。两者的目的都是为了改进企业领导力通道。Document their differences below.下面请描述两者的不同之处下面请描述两者的不同之处 High Performers 高绩效者高绩效者 High Potentials 高潜人才高潜人才 How are they similar?Both a
42、re critical to the success of the organization.两者的相同之处两者的相同之处?两者对组织的成功都至关重要。两者对组织的成功都至关重要。Document their differences below.下面请描述两者的不同之处下面请描述两者的不同之处 7 TALENT MANAGEMENT TERMS 人才管理专业术语人才管理专业术语 360-Assessment-An on-line survey and/or personal interview process designed to obtain feedback from those who
43、 work and interact with an employee on a regular basis.Feedback is obtained from the employees manager,peers,and direct reports.360测评测评在线测评和或个人访谈流程，用于从日常与员工共事并互动的人员那里获得反馈。反馈来源于该员工的上级、同事及直接下属。Blocker-A position within the organization in which the employee occupying the role lacks advancement ability
44、 or desire,and is also in the direct development path of a promotable employee.阻挡者阻挡者组织中在职员工缺乏进步能力和渴望，并阻碍优秀员工晋升的职位。Development Plan-A process and tool for determining and recording the specific development actions in support of an employees leadership development.发展计划发展计划确定及记录特定发展行动的流程和工具，用于支持员工的领导力
45、发展。Fatal Flaw-Refers to behaviors that might cause a person to be unsuccessful in a leadership role.Examples include lack of interpersonal skills,lack of integrity,etc.致命缺陷致命缺陷在领导力角色中可能导致失败的行为，例如缺乏人际交往技巧、缺乏诚信等。High Performer-An employee who consistently demonstrates superior work performance,but doe
46、s not currently demonstrate a strong ability or desire for rapid advancement,career challenges and risks,and/or leadership roles.高绩效者高绩效者持续展示出高工作绩效，但是当前没有展现对于快速提升、应对职业挑战与风险和/或领导角色的强大能力或意愿。High Potential-A High Performer employee who also consistently demonstrates high potential for career movement i
47、nto multiple growth positions,and the ability and desire for rapid advancement into leadership roles.高潜能者高潜能者高绩效员工，持续展示出调动至多种发展职位的高潜能以及快速发展至领导角色的能力和意愿。Leadership Benchstrength-Refers to the competency and readiness levels of leaders to grow with the organization and to be prepared for new leadership
48、 roles.Organizations with a strong leadership benchstrength have multiple successors actively developing in the pipeline(both short and long term successors)to fill current and future leadership roles,as well as high potential employees with the desire and ability to move into multiple potential cur
49、rent positions and into positions that may be created in the future.领导力后备实力领导力后备实力领导者与组织共同发展及为新领导力角色做准备的能力和准备水平。有着强大领导后备实力的组织拥有充满渴望并具备能力调动至当前多个潜在的职位及未来可能创建的职位的高潜员工，同时在其人才补给线中拥有许多积极发展的继任人选（包括短期继任人选和长期继任人选）以满足当前和未来的领导角色的需求。Leadership Competencies-The knowledge,skills,and abilities attributed to effect
50、ive leaders,defined by the organization to reflect the leadership values,culture,and business needs of the company.Best in class organizations identify specific sets of leadership competencies that are 8 unique to the organizations culture,business needs,and values.These competencies can be used in
