素材5-高潜人才发展路径图.pdf

工具 4：高潜人才发展路径图 A Maturity Model for High-Potential Strategies 高潜策略的成熟度模型高潜策略的成熟度模型 Our research revealed best practices of effective high-potential strategy.To offer a roadmap for HiPo strategy aligned with these best practices,we define five levels of maturity.本研究揭示了有效高潜策略的最佳实践。为提供与这些最佳实践相符的高潜策略路径图，我们确定了五个成熟等级。High-Potential Strategy Maturity Model provides best-practice information.In addition to these best practices,other points of interest about the Maturity Model include:高潜策略成熟度模型提供最佳实践信息。除了这些最佳实践，其他有关成熟度模型的兴趣点还包括：Not all elements of an organizations high-potential strategy will necessarily fall into the same maturity level;并非所有组织高潜策略要素都必会处于同一成熟等级；Organizations can move from one maturity level to another,either upward or downward;组织可从一个成熟等级升或降至另一个成熟等级；Financial resources do not determine the level of maturity a company can achieve;财力不对企业可达到的成熟等级起决定作用。Company size does not impact a firms ability to attain higher levels of maturity;and,企业规模不影响其获得更高成熟等级的能力；以及 It is not necessarily wrong to be in a lower maturity level but practices consistent with higher maturity levels increase the likelihood of better business results.处于较低的成熟等级不一定就有问题，但是符合较高成熟等级的实践可增加改善业务成果的几率。High-Potential Strategy Maturity Model 高潜策略成熟度模型高潜策略成熟度模型 Level 5:Business-Integrated HiPo Strategy 等级等级 5：业务整合型：业务整合型 HiPo 策略策略 Full executive engagement.Long-term planning for critical positions.HiPo strategy fully integrated with all talent processes and business impact measured.Full disclosure to HiPos of status.HiPo talent visible and shared across enterprise.HiPo transition support is prevalent.高管充分参与。关键职位长期规划；HiPo 策略与所有人才流程充分整合，并测量业务影响；向 HiPo 充分披露其状况；HiPo 人才可见并共享于企业内部；HiPo 转变支持盛行。Level 4:Transparent HiPo Program 等级等级 4：透明化：透明化 HiPo 项目项目 HiPo development implemented consistently across enterprise.Longer-term planning for critical positions.Full disclosure to HiPos regarding their status.HiPo transition support is moderate.企业内部的 HiPo 发展落实情况不一；关键职位较长期规划；向 HiPo 充分披露其状况；HiPo 转变支持一般。Level 3:Standardized HiPo Process 等级等级 3：标准化：标准化 HiPo 流程流程 HiPo strategy integrated with select talent processes.Moderate executive engagement.Short-term planning for critical positions.HiPo transparency is inconsistent.HiPo 策略与精选的人才流程相结合；高管参加度一般；关键职位短期规划；HiPo 透明度不一。Level 1:Reactive HiPo Identification 等级等级 1：被动式：被动式 HiPo 识别识别 No HiPo strategy.HiPo employees identified via ad-hoc processes and without clear criteria.No targeted HiPo development.无 HiPo 策略；无明确标准，只通过临时性流程识别 HiPo 员工；无 HiPo 发展目标。Level 2:Inconsistent HiPo Identification 等级等级 2：不一致不一致的的 HiPo 识别识别 HiPo strategy inconsistently implemented;HiPo development varies and is determined largely by managers.Limited executive engagement and planning for critical positions.No integration of HiPo strategy with other talent processes.HiPo 策略落实情况不一；HiPo 发展不一，总体上由主管决定；高管的参与度与对关键职位的规划有限；未将 HiPo 策略与其他人才流程加以整合。High-Potential Experience Cycle 高潜人才体验圈高潜人才体验圈 Given the importance of cultivating your organizations key leadership talent,its essential that you step back and look at the whole picture.Does your organizations process and design address the organizations current and future needs,encompass the whole person,and address the full experience cycle of high potentials as they move through the leadership pipeline?鉴于培养组织中关键领导人才的重要性，退而纵观全局必不可少。组织的流程与设计满足组织的当前与未来需求、围绕完整的人并面向高潜人才在领导力通道中的完整体验圈吗？Likely,you have witnessed situations in which an organization focuses solely on its objectives.High-potential leaders go through the motions,react with skepticism and/or cynicism,and achieve superficial results.On the other hand,organizations create a win/win when they align their objectives with leaders needs and goals.When they understand and incorporate the needs of both the organization and high-potential leaders into the design,it magnifies the value of the entire program,ensuring engagement,enhancing retention,and accelerating the supply of talented leaders who are ready to step into new roles when needed.你可能亲历过组织仅仅关注其自身目标的情境。高潜领导者只是走走过场，疑窦和/或嘲讽丛生，所获成果流于表面。另一方面，组织如果用领导者的需求与目标校准自身目标则可创造共赢局面。组织若能理解组织与高潜领导者双方的需求，并将二者融入设计当中，那么整个项目的就会升值，敬业度有所保证，保留率提高，可满足不时之需的领导人才供应也会加快。The High Potential Experience Cycle shows how to address needs of both the organization and high-potential leaders in a parallel process.As the organization goes through the process of identifying,developing,and deploying high-potential talent,leaders simultaneously plan and manage their own lives and careers.高潜人才体验圈以平行流程的形式体现了如何满足组织与高潜领导者双方的需求。在组织进行高潜人才识别、发展与配置流程的同时，领导者也在对自身生活与职业进行规划和管理。Organizations Process 组织流程组织流程 High-Potential Leaders Experience 高潜领导者体验高潜领导者体验 1.Forecast talent needs and requirements 预测人才需求与要求 1.Assess and plan for the future 未来测评与规划 2.Accurately identify and engage high potentials 准确识别并任用高潜人才 2.Commit and engage 承诺和投入 3.Accelerate development for high potentials 加速高潜人才发展 3.Develop and learn 发展和学习 4.Manage transitions into new roles 管理新角色转变 4.Transition and perform in new role 新角色转变及表现 5.Address governance,communication,and evaluation 处理管控、沟通、和评估问题 5.Manage work and non-work priorities 工作内外优先项管理 Looking at the two perspectives in tandem,we see that each side comprises five key steps.The organizations talent process for high potentials includes:对照这两个角度，我们会发现，两边各有 5 个步骤组成。组织的高潜人才流程包括：1.Forecast talent needs and requirements 预测人才需求与要求 2.Accurately identify and engage high potentials 准确识别并任用高潜人才 3.Accelerate development 加速高潜人才发展 4.Manage transitions into new roles 管理新角色转变 5.Address governance,communication,and evaluation 处理管控、沟通、和评估问题 The high-potential leaders process involves:高潜领导者体验包括：1.Assess and plan for the future 未来测评与规划 2.Commit and engage as a high potential 承诺和投入 3.Develop and learn 发展和学习 4.Transition and perform in new role 新角色适应及表现 5.Manage work and non-work priorities Organizational High Potential Process 组织的高潜人才流程 High-Potential Leaders Experience 高潜领导者的体验 工作内外优先项管理 Lets dig deeper into each section of the cycle.下面我们来对圈中各部分进行深入挖掘。1.Plan for the Future 未来规划未来规划 For the organization 组织组织 For the Leader 领导者领导者 FORECAST TALENT NEEDS AND REQUIREMENTS 预测人才需求与要求 1.Identify leadership roles and positions to be targeted 确定目标领导角色与职位 C-suite,top 3%,pivotal roles,difficult to fill positions,etc.最高层、前 3%、关键角色、难以填补的职位等。Consider current,near-term,and long-term strategic needs 考虑当前、近期、及远期的战略需求。Where will you need more,better,or different leaders?需要更多、更好或不同领导者之处。2.Define purpose,priorities,challenges,needs,and requirements for each role 确定每个角色的目的、要务、挑战、需求及要求 What kind of leaders do you need to fill those positions?填补这些职位需要哪种领导者？What kind of challenges will they face?他们会面临何种挑战？What do they need to do?他们需要有何作为？3.Define time frames:When do you need them?确定时限：何时需要用到他们？4.Consider the supply:Hire or develop?考虑供给：外聘抑或培养？ASSESS AND PLAN FOR THE FUTURE 未来评估及规划 1.Clarify goals,values,and where you want to go 认清目标、价值观、以及方向 What is most important and meaningful to you at work?对你而言，工作中最重要、最有意义的是什么？What kind of organization(culture,environment,values,mission)do you want to work for?你希望在哪种组织（文化、环境、价值观、使命）工作？What are your short-term and long-term career goals?你有哪些短期与长期职业目标？What matters to you outside of work?What are the implications for your career?业余生活中你看重什么？它们对你的职业有何影响？2.Assess capabilities and development needs 评估能力与发展需求 What are your key strengths and how can you best deploy them?你有何关键优势，如何对其充分利用？What are your key weaknesses and how can you mitigate them?你有何关键劣势，如何缓解其影响？3.Assess career options and opportunities 评估职业选择与机会 Where can you find or create the best opportunities to achieve your goals?你可于何处发现或创造机会实现自身目标？What do you need to do to be successful in this organization?要在组织中获得成功，你需要有何行动？2.Identify High Potentials 识别识别高潜人才高潜人才 For the organization 组织组织 For the Leader 领导者领导者 ACCURATELY IDENTIFY AND ENGAGE HIGH POTENTIALS 准确识别并任用高潜人才 1.Define required attributes of high-potential leaders 确定高潜领导者必备属性 Review relevant research 参考相关研究 Define terminology:potential,performance,readiness,fit 定义术语：潜力、绩效、准备度、适合度 Specify high-potential criteria and attributes 针对以下对象规定高潜标准与属性 for your organization 组织 for specific roles and positions 特定角色与职位 2.Identify high-potential candidates 确定高潜人选 Structured talent reviews 结构化人才盘点 Nominate,screen,and assess 提名、筛选并测评 3.Inform and engage 通知与任用 Clarify communication strategy and steps 阐明沟通策略与步骤 Discuss mutual expectations,commitments,and benefits 讨论彼此期望、承诺与收益 4.Align with HR systems(e.g.,succession,selection/promotion)配合 HR 部门（如继任、选拔/晋升）COMMIT AND ENGAGE AS A HIGH POTENTIAL 以高潜人才的身份做出承诺并投入 1.Understand what it means 理解下列涵义 Organizational commitment and expectations 组织承诺与期望 Potential benefits 潜在收益 Personal time and energy required 所需个人时间与精力 2.Evaluate priorities 评估优先事项 Assess benefits relative to your personal and career goals 评估与自身个人与职业目标相关的收益 3.Commit to invest time and energy 承诺会投入时间与精力 4.Maintain humility and perspective 保持谦卑并坚持立场 3.Develop and Prepare for Future Roles 为未来为未来角色角色进行发展与进行发展与准备准备 For the organization 组织组织 For the Leader 领导者领导者 ACCELERATE DEVELOPMENT 加快发展 1.Drive individual development 驱动个体发展 Clarify development goals and objectives with individual leaders 向 领 导 者 个 人 澄 清近、远期发展目标 Craft short-term and long-term development plans 精心制定短期与长期发展规划 Monitor and provide regular feedback on progress 监控并提供定期的进度反馈 Clarify changing needs and expectations 认清需求与期望变化 Review and update development plans 回顾并更新发展规划 Hold leaders and their managers accountable for progress 让领导者及其主管对进程负责 2.Drive systemic development processes 驱动系统性发展进程 Design development programs and experiences tailored to strategic needs and to leaders goals,values,and development needs 根据战略需求与领导者目标、价值观及发展需求设计发展项目与体验 Orchestrate short-term and long-term development activities 协调短期与长期发展活动 tactical development programs,projects,and tasks 策略性发展规划、项目与任务 DEVELOP AND LEARN 发展并学习 1.Prepare development plans 准备发展规划 Tactical plan to build capabilities for current/near-term performance 建设当前/近期绩效能力的策略规划 Long-term/career plan(e.g.,desired assignments and experiences over time)to prepare for future leadership roles 为未来领导角色做准备的远期/职业规划（如各时段所需任务与体验）2.Learn strategies and skills for self-directed development 为自主发展学习策略与技能 3.Adopt attitude of learning 持学习的态度 Cultivate curiosity;avoid arrogance and defensiveness 培育好奇心；避免自大与自我防御心理 Take risks and stretch yourself 冒险并自我拓展 4.Engage in development activities and on-the-job learning 参加发展活动与在职学习 5.Monitor and measure progress 监控并测量进度 Address barriers 克服障碍 Revise and update plans 修订并更新规划 job assignments,rotations,and key experiences 工作任务、轮岗、以及关键体验 3.Reinforce a learning culture 巩固学习型文化 Equip everyone to be self-directed learners 为所有人都成为自主学习者提供条件 Support,recognize,and reward leaders who develop and share talent 支持、认可并奖励培养并分享人才的领导者 Support and protect leaders who experiment,take risks,and accept stretch assignments 支持并保护实验、冒险并接受拓展任务的领导者 4.Transition into New Roles 新角色转变新角色转变 For the organization 组织组织 For the Leader 领导者领导者 MANAGE TRANSITIONS INTO NEW ROLES 管理新角色转变 1.Assess readiness and fit for relevant roles 评估相关角色的准备度与适合度 Utilize available information from succession processes,high-potential programs,development plans and progress 利用从继任流程、高潜项目、发展规划与进度中得到的可用信息 Gather other pertinent information 收集其他相关信息 2.Select based on fit and opportunity for continued development 根据持续发展的适合度与机会进行选拔 Ensure the organization and hiring managers know which talent is TRANSITION AND PERFORM IN NEW ROLE 新角色适应及表现 1.Evaluate offer and decide whether to accept position 评估任职建议并决定是否接受该职位 2.Clarify expectations,priorities,and objectives for the role 认清该角色的期望、要务与目标 What are you supposed to achieve and contribute?你应该有何成绩与贡献？What are you supposed to learn?你应该学习哪些内容？3.Manage your Five Agendas as a Leader 管理自己作为领导者的五项议程 Business agenda 业务议程 learn the business and key metrics 了解业务与关键指标 develop strategic and tactical action plans 制定战略性与策略性行动方案 Leadership agenda available 确保组织与招聘主管了解可用人选 Ensure high potentials know which roles and positions are available 确保高潜人才了解空缺角色与职位 3.Support transitions 支持转变 Convey clear expectations for balancing performance and development 传达对平衡绩效与发展的明确期望 Provide transition coaching and support 提供转变教练与支持 4.Reset expectations for the leader 重设对领导者的期望 Acknowledge the risks in making this move 承认调动存在的风险 Allow time and space for learning and for adjustment to new role 留出学习与适应新角色的时间与空间 Discuss their status as a high potential going forward 讨论高潜人才发展状态 5.Maintain focus on engaging and meeting the broader needs of the leader 始终聚焦于切合并满足领导者的需求 领导力议程 review and refresh your leadership values and principles 回顾并更新自己的领导价值观与领导原则 communicate and live your values as a leader 以身作则，传达并践行自身价值观 Learning agenda 学习议程 reset assumptions 重新设想 tune into what you need to learn and unlearn to perform in the new role 了解担任新角色所需学习与摒弃的内容 Relationship agenda 关系议程 engage and align team 加入并配合团队 build relationships with key stakeholders 与关键利益相关者建立关系 Personal agenda 个人议程 clarify overall priorities and maintain equilibrium 认清总体要务并维持平衡 leverage your strengths and resilience during the transition 在转变期间利用自身优势与承受力 5.Manage the Broader Context 管理大环境管理大环境 For the organization 组织组织 For the Leader 领导者领导者 ADDRESS GOVERNANCE,COMMUNICATION,AND EVALUATION 处理管控、沟通、和评估问题 1.Set up high-potential management system and programs 建立高潜管理体系与项目 Allocate adequate resources and leadership 分配足够的资源与领导力 Align with other systems and processes 配合其他体系与流程 2.Clarify governance policies and practices 澄清管控政策与实践 Transparency and communication 透明度与沟通 Talent stewardship 人才管理 Transitions across boundaries 跨界转变 3.Create and implement a communication plan 创建并执行沟通方案 4.Ensure management support and alignment 确保管理支持与校准 Senior execs:teach,mentor,recognize,reward,role model 高级主管：传授、知道、认可、奖励、模范 Managers:support,develop,and share talent 主管：支持、发展并分享人才 5.Define employee brand and value proposition and how they apply to high-potential leaders 确定员工品牌与价值主张及其对高潜领导者的适用性 6.Evaluate impact and effectiveness 评估影响与有效性 MANAGE WORK AND NON-WORK PRIORITIES 工作内外优先项管理 1.Develop an authentic,holistic vision for yourself and your life 真诚对待自己及生活并将其视为整体 Clarify what really matters to you:personal and life goals and values 认清自己真正看重什么：个人与生活目标及价值观 Figure out where work and career fit in your life 弄清工作与事业在自己生活中的恰当位置 2.Make appropriate choices to integrate work and non-work priorities 做出恰当选择以整合工作内外的优先项 Family 家庭 Health and fitness 健康 Financial 财务 Community and social life 社区与社交生活 Recreation and leisure 休闲娱乐 Spiritual 精神