人力资源 - 职业生涯规划(ppt 42页)
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资料简介：
人力资源 - 职业生涯规划内容提要：
How to Develop the Individuals
Develop an Exciting Plan for Growth
Be the Coach
Measure and Communicate Performance
At the beginning of a case, the caseteam leader should develop a case-specific skill plan for each team member.
Review capabilities required for a person at their level
Solicit input from the individual
Read previous performance reviews (with the individual’s permission)
Talk to the person’s other managers
Review allocated workstream against capabilities and development needs and adjust as necessary
Myth
The skill plan found on the consensus review form is sufficient for helping people develop
Skill plans are disruptive because workplans rarely match development needs
Skill plan discussions are very time consuming
Skill plans should be filed away at the beginning of a case for review at the end of the case
Reality
The consensus review form highlights a generic list of development needs for an individual. A case-specific skill plan focused on the individual’s workstreams for a particular case is an important supplement.
There are usually a number of ways to meet a generic development need regardless of the case - e.g., a client experience need on a market overview stream could be accomplished through expert and competitor interviews.
Once the workplan has been described, individuals should be asked to draft skill plans. A skill plan should focus only on the two or three most important needs. Reviewing and discussing the plan typically takes less than an hour.
The whole point of a skill plan is to provide an ongoing focus for development needs. Skill plans should be referred to during coaching meetings and regularly reviewed and revised during the case.
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