关键岗位人才盘点与发展

来重点培养的高潜力人才（HighPotential)；

岗位实践人际关系培训

步骤一：实施网上领导力测

360QQ12 Lenovo2006C01.OurcompanyisfunctioningwellasaglobalC02.Myfellowemployeesareoptimisticaboutthecompany’sC03.EmployeestakeaccountabilityfortheresultstheyareexpectedtoC04.MysupervisorencouragesmetotakecalculatedC05.HighlytalentedpeopleareattractedtojoinourC06.Itrustthatthecompanywillalwaysactintheemployee’sbestC07.TheskillsofouremployeeswillallowustoachieveourC08.ThestrategyofthecompanyprovidesacleardirectionfortheC09.TherearetherightprocessesandsystemsinthecompanytodeliveryonourC10.MysupervisorprovideshelpfulcoachingandC11.ThecompanyvaluescommunicatedbyourmanagementaremeaningfultoC12.Thecompanychangesandimprovesfasterthanourcompetitors组织3-5 步骤二：上级评 用到的评价工具/

待发展的素质：用具关键决策时，优柔寡断，喜欢把决策责任推给上级评价工具2评价工具2用到的评价工具/ 岗位名 Job Job Job Job Job 当前任职者姓Name

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Name(Current 人才盘点会议（OrganizationandTalent Let’sDiscusskeytalentsLet’sDiscusskeytalentsand 总监介绍自己对下属是如何进行评价的（九格图结果和排序结果），回答现场

与所有总监的盘点会议结束后，与“总经理”召开盘点会议。该会议需要HRVP的 步骤四：实施个人发展计 所有的经理：由其上级负责反馈所有的总监：由其上级负责反馈 以鼓励和发展为导向反馈具体的行为和发展建议听取其发展需求（如果是高潜力人才）与确认个人发展行动计划–学习和发展主要通过

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