人才管理英文版烘焙门店招聘培训教程

TALENTMANAGEMENT

BA509BuketAkyelWhatisTalentManagement?ThepurposeofTMistoensurethattherightsupplyoftalentedworkforceisreadytorealizethestrategicgoalsoftheorganizationbothtoday

andinthefuture

Organization’seffortstoattract,select,develop,andretainkeytalentedemployeesinkeystrategicpositions.Talentmanagementincludesaseriesofintegratedsystemsofrecruiting,performancemanagement,maximizingemployeepotential,managingtheirstrengthsanddevelopingretainingpeoplewithdesiredskillsandaptitudeTalentManagementTMintroducedbyMcKinseyconsultants,late1990’sTMisidentifiedasthecriticalsuccessfactorincorporateworldTMfocusesondifferentiatedperformance:A,B,Cplayersinfluencingcompanyperformanceandsuccessidentifyingkeypositionsintheorganization!!!SurveysshowthatfirmsrecognizetheimportanceoftalentmanagementbuttheylackthecompetencerequiredtomanageiteffectivelyWhatisTalent?AccordingtoMcKinsey;talentisthesumofaperson’sabilities,hisorherintrinsicgifts,skills,knowledge,experience,intelligence,judgment,attitude,character,drive,hisorherabilitytolearnandgrow.WhoareTalentedPeople?TheyregularlydemonstrateexceptionalabilityandachievementoverarangeofactivitiesTheyhavetransferablehighcompetenceTheyarehighimpactpeoplewhocandealwithcomplexity

(Robertson,Abbey2003)WhyOrganizationsNeedTalentDevelopment?TocompeteeffectivelyinacomplexanddynamicenvironmenttoachievesustainablegrowthTodevelopleadersfortomorrowfromwithinanorganizationTomaximizeemployeeperformanceasauniquesourceofcompetitiveadvantage

Toempoweremployees:CutdownonhighturnoverratesReducethecostofconstantlyhiringnewpeopletotrainTalentManagementModelTherearedifferentapproachestotalentmanagementinorganizationsAsuccessfulTMmodelhastolinkTMcreed(culture,values,expectations)withTMstrategyandTMsystem.(LanceandDorothyBerger,2011)Thevalues,expectationsandelementsofthedesiredcultureandthebusinessexcellenceshouldbeembeddedinHRsystemsasselectioncriteria,competencydefinitions,performanceandpromotioncriteriaanddevelopmentprocesses.TheTalentCreed“ATMcreedisthesetofcoreprinciples,valuesandmutualexpectationsthatguidethebehaviorofaninstitutionanditspeople”ItdescribesingeneraltermswhattypesofpeopleareexpectedtoworkintheorganizationandwhattypeofacultureisdesiredtoachievesuccessTheTalentStrategyDescribeswhattypeofpeopletheorganizationwillinvestinandhowitwillbedoneBesidesthespecificelementsoftheircreed,thetalentstrategyofallhighperformingorganizationsshouldhavethesedirectives:Identifykeypositionsintheorganization(notmorethan20,30%)Assessyouremployeesandidentifythehighperformers(classifyaccordingtotheircurrentandfuturepotential)RetainkeypositionbackupsMakeappropriateinvestments(select,train,develop,reward)AssessingtheEmployeesSuperkeepers-greatlyexceedexpectations(3-5%)Keepers–exceedexpectations(20%)Solidcitizens-meetexpectations(75%)Misfits-belowexpectations(2-3%)(BergerandBerger,2011)AllocatingInvestmentsinPeopleSuperkeepers-receiveabout5%ofalltheresouces;needveryhighrecognition,compensatemuchmorethanthepaymarket,promoteveryrapidlyKeepers–receiveabout25%ofalltheresources,needhighrecognition,compensatemorethanthepaymarket,promoterapidlySolidcitizens-receiveabout68%ofalltheresources,needrecognition,compensateatthemarketlevelorjustaboveMisfits-receiveabout2%ofalltheresourcesforsome,compensateatbelowmarketaverage(BergerandBerger,2011)TalentManagementSystemImplementationprogramofthetalentstrategywhichhasasetofprocessesandprocedures(1)assessmenttools(2)multi-raterassessment(3)diagnostictools(4)monitoringprocessesIfthemanagementisnotwillingtouseassessmentintheirorganizationstheycan’tdotalentmanagement

AssessmentToolsforTMThefiveassessmenttoolsshouldbelinkedtoensurethateachassessmentisconsistentwiththefourotherevaluationsCompetencyAssessmentPerformanceAppraisalPotentialForecastSuccessionPlanningCareerPlanningMulti-RaterAssessmentEmployee.TheownerofthecareerplanthatisalignedwiththesuccessionplanBoss.TheprimaryassessorBoss’sboss.ThekeylinkintheverticalsuccessionandcareerplanBoss’speergroup.SourceofpotentialnewassignmentsinthesameorotherfunctionDiagnosticTools

SuperkeeperTMreservoir.SuperkeepersTMareemployeeswhoseperformancegreatlyexceedsexpectations,whoinspireotherstogreatlyexceedexpectations,andwhoembodyinstitutionalcompetencies.KeeperKeypositionbackups.The“insurancepolicies”thatensureorganizationcontinuity.Everykeypositionshouldhaveatleastonebackupatthe“Keeper”(exceedjobexpectations)level.Surpluses.Positionswithmorethanonereplacementforanincumbent.Whileostensiblyapositiveresultofthetalentmanagementprocess,itcanbeapotentialsourceofturnoverandmoraleproblemsifthereplacementsareblockedbyanon-promotableincumbentand/orthereisnorealisticwaymostofthepromotablereplacementscanadvance.Voids.Positionswithoutaqualifiedbackup.Determinewhetheritwilltransfersomeonefromthesurpluspool,developalternativecandidates,orrecruitexternally.Blockages.Non-promotableincumbentsstandinginthepathofoneormorehigh-potentialorpromotableemployees.Problememployees.Thosenotmeetingjobexpectations(measuredachievementorcompetencyproficiency).Giveopportunitytoimprove,receiveremedialaction,orbeterminated.Thetimeframeshouldbenolongerthansixmonths.(LanceandDorothyBerger,2011)MonitoringProcesses

Evaluatetheresultsoftalentmanagementsystemonaregularbasisforquality,timelinessandcredibilityWhatiscompetency?CompetenciesarethecoreelementsoftalentmanagementpracticesTheyarethedemonstrableandmeasurableknowledge,skills,behaviors,personalcharacteristicsthatareassociatedwithorpredictiveofexcellentjobperformance.ExamplesAdaptability,teamwork,decisionmaking,customerorientation,leadership,innovationetc.CompetenciesandDefinitions

ActionOrientationTargetsandachieveresults,overcomesobstacles,acceptsresponsibility,createsaresults-orientedenvironment.....InterpersonalSkillEffectivelyandproductivelyengageswithothersandestablishestrust,credibility,andconfidencewiththemCreativity/InnovationGeneratesnovelideasanddevelopsorimprovesexistingandnewsystemsthatchallengethestatusquo,takesrisks,andencourageinnovationTeamworkKnowswhenandhowtoattract,develop,reward,bepartof,andutilizeteamstooptimizeresults.Actstobuildtrust,inspireenthusiasm,encourageothers,andhelpresolveconflictsanddevelopconsensusinsupportinghigperformanceteams(BergerandBerger,2011)WhyCompetencies?ThechallengeistoidentifywhichcompetenciestheorganizationexpectstoseeintheirpeopleThestartingpointofthemodelisthecreed(values,principles,expectations)andthebusinessstrategiesThroughacompetencymodeltheorganizationsendsaconsistentmessagetotheworkforceabout“whatittakes”tobesuccessfulinthejobHelpsemployeesunderstandwhathelpsdrivesuccessfulperformanceTheCompetencyModelapproachfocusesonthe“How”ofthejob.Competencymodelisbehavioralratherthanfunctional,focusesonthepeopleratherthanjobsCompetencymodelsareoutcomedrivenratherthanactivities(Jobdescriptionsfocusonactivities,competenciesfocusonoutcomes)IntegratesHRstrategywithbusinessstrategy–bothfocusonoutcomesWhyCompetencies?Thecompetencymodelservesasthefoundationuponwhichallworkforceprocessesarebuilt.Competenciespromotealignmentoftalentmanagementsystemsbycreatingacommonlanguagethatenablesthesesystemstotalkwitheachother!Thatis,resultsofoneTMsystemisusedastheinputdataforthefollowingTMsystem.TheCompetencyModelTheCompetencyModelidentifiesusuallythreegroupsofcompetencies:Corecompetenciesfortheentireorganizationtoshapetheorganizationalcapabilitiesandculturerequiredtoachievethestrategicgoals(5or6)Leadershipcompetenciesforthemanagementteamsofvariouslevelsforselection,careerplanninganddevelopmentFunctional(technical)competencies(specificforeachjobfamily)DevelopingaCompetencyModelUsecommonlyavailable“readytouse”modelswithsmalladjustmentsforyourorganizationDevelopowncompetencymodelwithhelpofconsultantsBehavioralBenchmarkingcomparesuperiorperformerswithotherbestpeopleintheorganizationandinotherbenchmarkcompaniesDevelopingOrganization’sOwnCompetencyModelOverviewofcurrenttasksandresponsibilitiesCometoagreementaboutwhatsuccessful“outcomedriven”performancelookslikeReviewofcompetencylibraryandselectionof“musthaves”forthepositionRanktopcompetenciesasdemonstratedbyexemplary(superior)performersIdentifyofthosecompetenciesthatalignwiththevision,missionandstrategicplanoftheorganizationVerifythecompetencieswithalargersampleoftheorganizationChoosingCompetenciesBeforechoosingcompetenciesinanorganizationfollowingrequirementsmusthavebeencompleted:Establishmentofvision,mission,valuesStrategicbusinessgoalsIdentificationofthetasks,responsibilitiesandoutcomesexpectedfromeachpositionIdentificationofthesuperior(exemplary)performersSatisfactorycompetencylibraryTalentManagementTALENT=COMPETENCE+COMMITMENT+CONTRIBUTIONBeingcompetentisnotonlyenoughtobeatalentThecompetentpersonshouldbecommittedtothecausesandgoalsoftheorganizationAndshouldbeableandwillingtocontributetothesuccessoftheorganizationSo,developingyourtalentisnotenough,theorganizationsneedtotakeallthemeasurestomotivate,rewardtheirtalentpooltogaintheircommitmentandcontribution.RetentionisalsoessentialtogauranteefuturealignmentofthetalentwiththerightkeypositionsTalentManagementModelTalentManagementModelExpectationsforthefuture. BusinessesshouldidentifyJobrolesSpesificobjectivesCompetenciesCapabilitiestomeettheexpectationsWorkenvironmentManagerialsupportRewardsandrecognitionRemovingbarriersFeedbacksystemsneededtoFocusTokeepontrackDevelopTalentManagementCycleTalentManagementProcessOrganizationAnalysis-Jobdescriptions-JobspesificationsAssessingtheEmloyeesABCDPotentialCandidatesPerformanceEvaluationBuss.ResultsPersonalDevelopmentActivitiesCareerCommitteesPotancialCandidatesandSuccessionListsApprovaloftheListsAnalysisAssessmentDevelopmentTalentDevelopmentProgramsJanuary-MarchAprilMayon......AssessmentToolsStructureofaTalentManagementProgramBuildingBlock1:IdentificationandassessmentofcompetenciesBuildingBlock2:PerformanceappraisalsBuildingBlock3:SuccessionandcareerplanningDevelopmentoftalent(coaching,mentoring,training)Linkingcompensationwiththeprogram(rewardandmotivate)TargetingcultureasanimportantdriverofTMprogramsSecureseniorexecutives’commitmenttomakethetalentmanagementmodelworkEvaluatetheresultsoftalentmanagementsystemonaregularbasisIntegratedFunctionsofTMPerformanceappraisals,assessmentsofpotential,competencyevaluations,careerplanning,andreplacementplanning(thecoreelementsoftalentmanagement)shouldbelinkedtoeachother.StandalonefunctionsaredestinedtoendwithfailureHRandTMHUMANRESOURCESMANAGEMENTTALENTMANAGEMENTBroadScope(entireemployees)EmphasizeegalitarianismFocusonadministrativefunctionsTransactionalFocusonsystemswithsiloapproachFocusonsegmentation(keygroupofcoreemployeesandkeypositions)FocusonpotentialpeopleFocusontheattraction,developmentandretentionoftalentFocusonintegratationofHRsystemsClassworkand/orHomeworkPreparealistof5competenciesforyourownposition.Explainwhyyouchoosethesecompetenciesandwhatdotheyincludebehaviorally?烘焙门店人员招聘本次课程目录1、招聘的定义；2、招聘的目的和意义；3、招聘的渠道；4、招聘流程和方法；为什么聘用合适的员工如此重要?施工起来会十分顺利材料选得好材料选得不好

施工时就不得不花费额外的时间精力和资金为什么聘用合适的员工如此重要?员工-素质-知识-技能行动员工怎么工作

公司的前途产品/服务组成公司门店招聘是指门店为了发展的需要,根据人力资源规划和工作分析的要求,寻找并吸引那些有能力又有兴趣到组织任职的人员,并从中选出适宜人员予以录用的过程.

门店招聘是什么？招募、录用、轮岗、配置、晋升、解聘等

招聘的6Wwho——招聘谁why——为什么要招聘what——招聘来干什么when——什么时候招聘where——到哪里去招whom——为谁招聘how——怎样去招聘销售员招聘要求一、招到合适的人；1、年龄合适（16-25岁），本地人，有住处；2、身体状况良好（精神状态佳）；3、对销售和烘焙行业感兴趣；4、为人正直、积极向上；二、这个人能做合适的事；1、形象好、笑容好；2、口才好、有礼貌；3、做事快；4、服从安排；1、关系到门店的业绩和企业的发展；2、使团队战斗力强、员工素质更优良；3、人力成本投入和产出成正比；4、促进企业外部形象提升；5、获取企业需要的人才；6、减少员工进出组织的流动率；7、是企业的一种较好的广告形式；8、保持企业活力的一种方式；

招聘的意义：招聘信息发布填写工作申请表，初步筛选面试入职手续办理试工（三天）签订合同、购买保险新人培训、传帮带人员招聘的一般程序内部招聘

来源：1、内部提拔2、工作轮换3、内部公开招聘4、重新雇佣或5、召回以前的雇员方法：1、推荐法2、档案法3、布告法（张贴海报）1、刊登广告2、职业中介机构3、门店现场招聘4、校园招聘5、熟人介绍6、网络招聘7、自荐外部招聘招聘的渠道劣势内部招聘外部招聘1、对组织目标更有认同感，更不容易辞职2、了解全面，准确性高3、可鼓舞士气，激励员工4、可更快适应工作5、使培训投资得到回报6、选择费用低1、来源广，余地大，利于召到一流人才2、带来新思想、新方法3、可平息或缓和内部竞争者之间的矛盾4、人才现成，节省培训投资5、有利于树立企业形象

1、来源局限、水平有限2、“近亲繁殖”3、可能造成内部矛盾1、进入角色慢，不熟组织流程2、对应聘者情况缺乏深入了解3、可能影响内部员工积极性优势内外招聘之比较

发布招聘信息的渠道报纸新闻发布会杂志电视电台布告口头

不同类型的人员，招聘途径不同人员类型招聘途径管理人员专业人员办公人员和秘书生产工人主要途径是顾问或同行的推荐、猎头、招聘广告、主动上门征聘等主要途径是招聘广告、高等院校、其它公司中的同类人员、自荐或他人推荐主