人才发展方案.docx

发展人才梯队4在特定的领域保持持续高绩效并超过预期目标。对现在的工作极其了解。精通自己的职能领域内所熟悉的情境。这一格的人对于公司来说有大的价值。或者可以在职能/技术领域内进行提升。Sustained Performance7持续地达到高绩效并超过预期目标。在某个或者某些方面尤其出色，例如相关业务、区域、职能或者专业技能。可以适应新的环境和学习新的事物。可以在跨职能/技术领域进行提升或提升为总经理（GM）9这些人往往是供不应求的。他们负责的所有任务都能取得成功。能够快速学习，并能将所学的东西进行转移。他们善于寻找和利用资源，能够在紧张的资源和时间期限下完成任务。在任何情境下，有能力被提升或者侧面移动来承担新领域的拓展性的任务2一直能达到甚至有的时候超越目标和期望。对现在的工作很了解。在熟悉的领域和环境下感到舒适。在特定的专门的领域内有较好的产出成绩。能在本领域变化的环境中得到成长和提高，但在新的不同的环境中需要帮助使之适应5一直能达到甚至有的时候超越目标和期望。对现在的工作非常了解，并且提高胜任现工作的技能。能够应对必要的挑战和新的环境。能够接受新的工作和角色并且表现良好。可以在本领域垂直提升或者在公司内相关岗位侧面移动。8一直能达到，甚至有的时候超越目标和期望。有能力接受相关性的新的不同的挑战。能轻松地分析和面对挑战和问题。承担新任务的时候，能很快适应并赶上步伐。有向其他领域/环境进行职业转变的潜力。1不能达到预期目标，也不能有效地调整适应新的不同的环境。不愿意也不能去主动改进绩效。在这一格的人需要针对绩效的相关行动。3有潜力贡献更多，但目前还没有展示出来。相对于公司的其他人而言，他们没有达到预期的绩效目标。因此，他们在胜任本岗位方面仍存在问题。可能是刚到公司或者刚到该岗位，也可能是在错误的岗位或者职能领域中。6表现出很高的学习敏锐度，是高潜力人才。通常会认为他们有潜力取得高绩效并且为公司做出更大贡献。他们有潜力，但在未来才能发挥出来。他们不然就是没有时间或者机会来证明他们的能力，要么就是与过去不相一致。其中的一些人可能是最近犯了一些错误但是人们仍旧认为他们有潜力继续发展成为关键的贡献者。可能是将他们放错了岗位或者与现在的情境严重不匹配。Learning Agility持续绩效持续绩效是长期内持续保持优秀成绩的能力. 着重关注在过去3-5年的业绩， 并结合考虑情境、挑战和变化等。持续绩效应该与其环境/情境结合起来 工作内容 领导 经济环境 团队能力 业务目标1A 商业/业务环境 学习敏锐度的四个因素 LA/SP九类人群的分化型发展方案如何激励和保留他们为他们分配什么样的任务让他们在哪些人面前曝光如何指导他们评估和辅导他们的目的方格 9:给他们分配领导国际化的、跨职能领域、公司级别的任务和项目。邀请他们参加特殊的会议和活动等。高层领导团队、人才管理经理和HR应该持续地监控他们的满意度和参与度。这个格子中尤其突出的人才应该被公司层面的人才管理负责人所关注。 每18-24个月就让他们在一系列的充满挑战和多样化的工作中进行轮换。给他们分配高风险、高难度或者需要很强的战略思维的任务。考虑让他们面对挑战，比如艰苦的区域、显著差异化的文化和市场环境等。让他们与不同风格的领导或专家打交道。通过不同的职能、业务、地理区域和问题等来建立他们的视野和能力的宽度。充分利用工作调动和在岗学习。让他们在重要的和相关的高级领导层、董事会成员和关键客户面前增加曝光率。给他们提供定期的与业务和社会人际网络沟通的机会。让他们有机会代表公司出席会议或者业界活动。为他们分配高层管理者作为导师，最好是在方格7或9中的人。也可以考虑从诺华的其他业务分支或者网络中为其寻找导师。对方格9中尤其突出的人，为其选择最高层领导或者董事会成员为导师。为其提供一流的高层辅导来对其进行持续的评估和对现阶段技能给予反馈，以此来积极发展其下一个职位所需的关键性技能和领导能力。在每个发展项目进行和结束的时候进行总结和汇报。方格 8:给他们分配领导跨职能领域或者业务分支的工作任务和项目，让其认识新的人员，积累新的经验。邀请他们参加特殊的会议和活动等。高层领导团队、人才管理经理和HR应该持续地监控他们的满意度和参与度。每24-36个月就让他们在一系列的充满挑战和多样化的工作中进行轮换。为他们分配在清晰度和/或低层职责有明显增加的任务。让他们接触不熟悉的区域、业务、技术或者领域。提供多样化的工作、职能、地理区域、挑战和领导。让他们在重要的和相关的高级领导层增加曝光率。帮助和指导他们建立在专门的行业、区域的内外部人际关系网。为他们分配更高级别的人作为导师（高两个级别），最好是在方格7或9的人。提供内部或者外部的辅导来帮助其定位和发展领导力和技能，并进一步提升和维持绩效。让他们不断更新自己来取得进步。方格7:给他们分配领导本职能或者跨职能领域的关键项目、学习任务组等。高层领导团队、人才管理经理和HR应该持续地监控他们的满意度和参与度。在他们的专业领域内管理跨职能的项目团队来实现重要的充满挑战的目标。这些人是内部的专家，能帮助发起一个新产品、服务或者过程。开展先进的专业领域研究，整合知识并将其应用到业务中来。如果给他们分配的任务是在他们的职能专业领域外的，那么为其提供联系紧密的导师是很重要的。帮助和指导他们建立在专门的行业、区域的内外部人际关系网。增加在专业领域内的高层管理者的曝光率。让他们有机会代表公司出席会议或者业界活动。为他们分配在方格7或者9中的，其他职能的人作为导师来拓展其知识领域。同时，这些人也可以为方格4或者5的人担任导师。提供内部或者外部的辅导来帮助其定位和发展关键的领导能力，来使之能够为GM或业务领导做准备。让他们不断更新自己来取得进步。方格 6:给他们分配领导本职能或者跨职能领域的关键项目、任务组等。给他们一些特别的项目使其能向不同的管理层成员汇报。二线经理和HR应该持续地监控他们的满意度和参与度。除非他们与现有的工作不匹配，不然应该保留他们在目前的岗位/工作上直到其提高和改进绩效。深入讨论在这个岗位和工作中达到优秀业绩所需要的技能和能力，充分利用他们的学习能力来制定具体的获取这些技能和能力的计划。直接经理和所属HR应该验证这些人的潜力和工作匹配度。让他们增加在所属部门的的高层领导者面前的曝光度。为他们分配在方格8中的人作为导师来快速提高绩效。评估他们的业务/技术能力来提高他们的绩效。为其分配内部的辅导来帮助其清晰定位目标和评估工作匹配度，并提供如何利用学习能力来提高技能发展的反馈和建议。方格 5:给他们分配有相关度的工作任务、学习项目组等。二线经理和HR应该监控他们的满意度和参与度。为他们提供机会使之成为面对困难目标和紧张期限的任务组中的一员。让他们去管理专设的、临时的团队，担任这些经验不足的团队成员的教练。鼓励他们通过参加会议、研讨会或者培训来拓展技能。通过OTR为他们提供在可能的潜在领导和HR面前的曝光率，并判断他们是否有其他发展机会。让所属部门的高层领导者能了解他们。鼓励他们寻找在方格7（为了垂直发展）或方格8（为了水平发展）中的人担任导师。直线经理应该为他们提供专门技能发展和职业抱负的辅导。针对现有的以及未来的领导技能进行定期的评估（每18-24个月）。方格 4:为他们分配本领域内的关键工作任务、学习项目组等。充分发挥他们在本领域的专业性来让他们指导和辅导他人，担任导师，培训初级人员等。二线经理和HR应该监控他们的满意度和参与度。为他们分配在人员、组织层级、预算或者复杂性方面变换很大的项目。让他们向不太熟悉部门业务的人介绍部门/职能的战略。利用他们在本职能领域的专业技能或领导力。帮助和指导他们建立在专门的行业、区域的内外部人际关系网。鼓励他们在本领域专业协会/团体担任领导职务。鼓励他们在另外的非竞争关系的公司中寻找在相似领域有高专业度的人作为导师。这些人也可以担任本领域内的导师，特别是对那些需要了解和发展在该领域的专业的高潜力学员来说。为他们提供所属领域内的高级领导作为教练，以此不断发展他们的专业技能。针对现有的以及未来的领导技能进行定期的评估（每18-24个月）。方格 3:与其一起在回顾过去成功业绩和未来的要求的基础上设立目标。关注其中的主要目标，并关注提高关键领域的绩效。直线经理监控他们的满意度和参与度。首先找出造成绩效问题的原因。探讨在这个岗位和工作中达到优秀业绩所需要的技能和能力，利用他们的学习能力来制定具体的获取这些技能和能力的计划。通过OTR为他们提供在可能的潜在领导和HR面前的曝光率，并判断他们是否有其他发展机会。让所属部门的高层领导者能了解他们。鼓励他们在方格5中寻找在自己所需要发展的相应领域展示出持续绩效的人担任导师。直线经理应该为他们提供专门技能发展、职业发展目标和工作匹配度方面的辅导。考虑技术/职能技能的同级学习/辅导。针对现有的以及未来的领导技能进行定期的评估（每18-24个月）。方格 2:为他们分配自己专长所在的工作。让其与高绩效员工进行更多接触。直线经理监控他们的满意度和参与度。提供机会让他们参与到需要解决迫切问题的任务组中去。可以在产品审查团队工作。发展他们的专长并保持他们的积极性。通过OTR为他们提供在所属部门领导层和职能部门专家面前的曝光率，并判断他们是否有其他机会。鼓励他们在方格4中寻找一个在自己的领域专业度高的同级作为导师直线经理应该为他们提供在所属专业领域已有和将来需要的职能/专业技术的辅导评估其领导力并提供反馈，鼓励和帮助其发展。方格1:为其建立正式的绩效改进计划并定期跟踪。评估其对公司的价值并判断是否要将其保留在公司。为相应的行动设立时限。决定绩效问题在哪里。将其调动到更合适的任务中去或者让其退出。不保证为其提供额外的曝光机会.为他们分配同级别的导师通过密切的指导立刻提高绩效。直线经理应该对他们在现岗位所需要的专业/职能技能进行评估。建立帮助其改进绩效的具体方案。DEVELOPING THE TALENT PIPELINE4Sustained PerformanceConsistently produces exceptional results and high performance ratings in a defined but focused area. Knows current job extremely well. Adapts largely to familiar and evolving situations within his/her functional area. Cell occupants are highly valuable to the organization. May be promotable within functional/technical area.7Consistently produces exceptional results and receives high performance ratings. Is particularly good in one or more areas like businesses, geographies, functions or specialized skills. Can adapt to new situations and learn new areas. May be promotable in multiple functional/technical areas or general management.9The best there is and the best you have. They are typically in short supply but in high demand. Performs well in almost everything they take on. Learns fast. Transfers learning from one area to another. Resourceful. Gets things done under tight deadlines and resources. Has the ability to take on major stretch assignments in new areas with promotions and lateral movement into just about any situation.2Consistently meets and may occasionally exceed expectations. Knows current job well. Is solid and comfortable in familiar territory. Delivers results within a focused, specific professional area. Able to grow and evolve within their own changing environment but may need help to adapt to new and different situations.5Consistently meets and occasionally exceeds expectations of the role. Understands and knows the current job well and enhances skills for their current job as well as the near term future. Can adapt to new situations and challenges as necessary. Able to comfortably take on new jobs and roles and performs well in them in time. Probably promotable a level vertically or could move laterally within the organization.8Consistently meets and sometimes exceeds expectations and has the capacity to take on new and different challenges on a consistent basis. Addresses new challenges and issues with ease. Quickly gets up to speed when taking on a new assignment. Has the potential to make career changes into different situations.1Is not delivering results as expected and cannot effectively adapt to new and different situations. Appears unwilling or unable to take sufficient initiative in strengthening own performance. This is the least valued cell in terms of ROI. Occupants of this cell may require performance action.3Has some potential to do more but has not yet fully demonstrated it. Is not meeting performance standards applied to others in the organization and as a result, is struggling to meet requirements of the role. May be new to the job or to the company. May be in the wrong job or function.6Show truly very high learning agility and, as such, high potential. Most would agree that they have the potential to perform and do great things for the organization. They have potential but as the word suggests, the actual playing out of the potential is in the future. They have either not had sufficient time or opportunities to demonstrate what they can do or have been inconsistent in the past. Some may have had one or more significant stumbles recently but people still think they have the potential to break out and be a significant contributor. May be in the wrong job or a poor fit for the current situation.Learning AgilitySUSTAINED PERFORMANCE FOUR FACTORS OF LEARNING AGILITY Sustained Performance is the ability to consistently deliver results over time. The focus is on an individuals Performance over the past 35 years, taking into consideration the context of the individuals performance and the challenges and changes the individual has faced.Sustained performance should be viewed within its environmental context Job itself Boss Economic environment Team competency/capability Business goals1A Business situationDIFFERENTIATED DEVELOPMENT PLANS FOR THE NINE CELLSHow you compensate themHow you engage and retain themWhat assignments you give them To whom you expose themHow you mentor them What you assess and coach them for Cell 9:Aggressive on base and incentives. Ok to pay ahead of market. Really use incentive pay-outs aggressively to differentiate. Use restricted stock grants for retention.Dont lose this person because of compensation!Assign to lead key global, cross-functional, corporate, enterprise-wide task forces, study groups, projects and networks. Arrange invitations to special meetings and off-sites.Senior leadership team, TM, & HR should constantly monitor their satisfaction and engagement. High-level occupants of this cell should be monitored by corporate TM. Move through a series of challenging and diverse jobs every 18-24 months. Provide assignments with high risk, difficult turnarounds, or situations which require significant strategic thinking. Consider challenges such as hardship locations, significant cultural and marketplace differences. Expose to various bosses with different leadership styles and expertise. Vary functions, businesses, geographies, and issues to build perspective and breadth. Use the full set of full job change and develop-in-place opportunities.Expose to significant and relevant senior and top management, Board members and key customers. Provide regular opportunities to interact in both business and social contexts. Provide opportunities to represent the company at conferences and industry events.Assign senior level mentor, preferably a member of Cells 7 or 9. Consider mentors from other Novartis divisions or businesses to expand knowledge and network.Assign High-level occupants to senior level mentors from companies of board members.Provide top-notch executive coach to complete continuous assessment and feedback on all current skills and to proactively develop critical skills and leadership competencies for next position. Debrief progress during and at the end of each developmental assignment.Cell 8:Aggressive on base and incentives. Ok to pay ahead of market. Consider retention grant.Assign to lead cross-functional or divisional task forces and projects in which they will be exposed to new people and experiences; arrange special invitations to meetings and off-sites. Senior leadership team, TM, & HR should constantly monitor their satisfaction and engagement. Move through a series of challenging and diverse jobs every 24-36 months. Provide assignments with significant increase in visibility and/or bottom-line responsibility; unfamiliar area, business, technology, or territory. Vary assignments, functions, geographies, challenges and bosses.Expose to significant and relevant senior management. Facilitate internal and external networking in field, industry or area of specialization.Assign senior level mentor (2 levels up) preferably a member of Cells 7 or 9.Provide internal or external coach to identify and develop both leadership and technical skills to enhance and sustain performance. Have them maintain personal portfolio charting their growth.Cell 7:Target to pay high in benchmark range. Aggressive payouts on incentives. Consider retention grant.Assign to lead functional or cross-functional key task forces, study groups, networks, etc.Senior leadership team, TM, & HR should constantly monitor their satisfaction and engagement. Manage a cross-functional project team to achieve an important and challenging goal within their area of expertise. Act as internal consultant to help launch a new product, service or process. Conduct advanced research in the field of expertise and integrate the knowledge back into the business. . If assignment is outside functional expertise, ensure they have access to a “high-touch” mentor.Facilitate internal and external networking in field, industry or area of specialization. Expose to top management in expertise. Provide opportunities to represent the company at conferences and industry events.Assign mentor from Cells 7 or 9 in another functional area to expand knowledge. Can be a mentor to others from Cells 4 or 5.Provide internal or external coach to identify and develop critical leadership competencies to assume GM and/or business leader roles. Have them maintain personal portfolio charting their growth.Cell 6:Low or no increase to base salary. Low incentive pay-outs, but would expect a move to aggressive treatment when issues resolved.Assign to key functional or cross-functional task forces, networks, etc. Assign them special projects that report into different members of management.Bosss boss and Senior HR to monitor satisfaction and engagement.Keep in current assignment or role while working to improve performance unless it is a poor job fit. Discuss the skills and competencies needed to perform in the role and engage the persons learning capability to create a detailed plan to build those skills.Direct Manager and local HR should affirm their potential and confirm job fit. Provide exposure to local senior management.Assign a mentor from Cell 8 with the goal of enhancing performance quickly.Assess functional/technical skills to enhance performance. Assign an internal coach to help clarify goals and job fit, and to provide feedback on how to use learning capabilities to enhance skill development.Cell 5:Moderate base salary increases. Aim to pay at benchmark +/- dependent on breadth of contribution. Use incentive payouts aggressively to differentiate high performance.Assign to relevant task forces, study groups, and networks. Bosss boss and Senior HR to monitor satisfaction and engagement. Provide opportunities to be a member of a task force or team with an important and difficult goal and a tight deadline. Assign to manage an ad hoc, temporary group of inexperienced people as their coach. Encourage to expand skills by attending conferences, seminars, and/or training.Provide exposure to potential bosses and HR through OTR to evaluate them for other opportunities. Improve visibility to local senior management.Encourage person to seek a mentor preferably from Cell 7 (for vertical development) or from Cell 8 (for horizontal development)Direct manager should coach for technical skill development and career aspirations.Provide periodic assessment (every 18-24 months) on current and future leadership skills.Cell 4:May pay base salary at high end of benchmark range. Payout incentives aggressively for truly high performance. Consider retention grant.Assign to lead key functional task forces, study groups and networks. Leverage them and their know-how to coach, mentor and teach others and train junior people.Bosss boss and Senior HR to monitor satisfaction and engagement.Assign projects with sizable shift in the size of the job regarding people, organizational layers, budget, or complexity. Present the unit/functional strategy to others not familiar with the units business. Leverage their technical or leadership expertise within the function. Facilitate and support internal and external networking in field, industry or area of specialization. Encourage leadership roles in professional associations.Encourage person to seek a mentor from another (non-competitive) company who has expertise in a similar area. Assign as mentor to others in their area of specialty or for a high potential that needs to develop understanding of their technical expertise.Provide internal senior leader from within the function as coach to continue the development of expertise. Provide periodic assessment (every 18-24 months) on current and future leadership skills.Cell 3:Low or no increase to base salary. Low or no incentive payouts.Work with associate to establish goals based on past successful performance and future requirements. Focus on a few major goals and focus on improving in a few areas.Direct bosses accountable for retention and treatment.Find out cause of performance issue first. Discuss the skills and competencies needed to perform in the role and engage the persons learning capability to create a detailed plan to build those skills.Provide exposure to potential bosses and HR through OTR to evaluate them for develo