How to cultivate high potential talents for survey and design companies?

With the increasing competition of my country's survey and design industry, the importance of talents is self -evident. The complex, vague, and severe market environment requires companies to break through the bottleneck of talent development and win the core advantage for enterprises. At this stage, although most survey and design companies have invested a lot of costs for external recruitment to enrich the talent team, they ignore the development of high potential talents inside. Therefore, how to effectively identify, scientifically evaluate, and systematically cultivate high potential talents, build a talent power system that meets future development, and effectively solve the development of internal talents. It is one of the problems that most survey and design companies need to think about thinking.

The main problems of the development of high potential for survey and design enterprises exist

In the process of practice, the difficulty of many survey and design enterprises for the development of high potential for the development of high potential is that the company cannot accurately identify and evaluate high potential talents, and at the same time does not establish a set of training programs that match the characteristics of high -potential talents. question:

The first is the lack of clear high potential talent identification standards. The definition of internal talent standards of the enterprise is set by the human resources department separately, and the lack of full discussion and communication with the relevant leaders of the business department, which leads to inconsistent the definition of talents within the company. The definition of high -potential talent standards inherits the traditional employment standards of the design industry, focusing on the former performance level, professional level, or management capabilities. Organize future core capabilities to analyze the characteristics and talent standards of posts. In terms of talent standards, there are no competence standards for each position. Whether it is technical positions or management positions, most of them adopt the same indicators and the same weight, and the talent evaluation indicators are not targeted.

The second is the lack of scientific high -potential talent assessment mechanism. The assessment of high potential talents is the basis for implementing high -potential talent development plans, which directly affects subsequent appointment plans and training plans, and also determines the success or failure of the entire high -potential talent development plan. It is understood that most survey and design enterprises currently lack clear and clear high potential talent identification standards and processes. When trying to launch high -potential talent plans internally, they lack accurate understanding and application of corresponding evaluation tools and methods. In the field of use and configuration, the basic conditions are simply determined based on the academic qualifications, professional titles, performance, and daily performance, and the potential information and changes in talent's potential, characteristics and other attributes are not recorded. It seriously affects the validity of evaluation. Some capabilities and characteristics of high potential talents require professional behavior scientific evaluation methods to accurately identify. In the current evaluation process, the evaluations only rely on the subject's description materials and the subjective judgment of the individual for qualitative subjective scores. Lack of lack of The collection of quantitative basis also lacks scientific evaluation tools and methods, which seriously affects the objectivity and accuracy of high -end talent assessment.

Third, the effect of talent training is not effective. In terms of talent development, the management system that failed to establish a conversion between training results and personal development cannot allow employees to experience the dependence relationship between the efforts to achieve achievements, and then to the reward or recognition. The demand for high potential talents is not only to get economic rewards, but also get corresponding recognition in the organization. Most survey and design enterprise function management and technical management channels are relatively complete, but lack of corresponding development channels for talents who focus on technology, which has led to many talents in their career development planning. Corresponding development, it will also be aimless in the training and learning process and lack efficiency. In addition, employees are identified as "high potential talents" and accepted more work tasks and challenges for them. If they are not linked to employees' long -term promotion and development, they will lose the incentive effect of talent training to employees. If employees do not have a strong willingness to improve themselves, but passively accepted learning, it will directly lead to the failure of the development plan of the entire talent.

The main cause of the development of high potential for survey and design enterprises

Lack of corporate development strategic guidelines. The basis for the development of high potential talents is the talent strategy, and the basis for the talent strategy is the company's development strategy. At this stage, survey and design enterprises are in the period of transformation and exploration of business upgrades and transformation, and talent development work will not be effective guidance of the company's development strategy. In this case, the development of high potential talents is difficult to develop talents based on the development status of the industry and the vision of enterprise development, nor can they cultivate talents according to the management indicators of the enterprise and the production and operation conditions. The basis and direction can only do short -term training, and cannot plan for talent training with the goal of medium- and long term, resulting in unclear goals of high potential talent development plans, inadequate measures, and unsatisfactory results.

The concept of talent development is relatively backward. At this stage, many design institutions have been restructured by public institutions. For many years, the management mechanism has not met the requirements of market -oriented companies. The decision -making level is the reviewer of the company's talent strategy, policies, and systems. The company's senior management attaches great importance to the development plan of high potential talent development plans, and has played a key role in the success of talent development. The decision -making layers of survey and design enterprises are mostly from professional and technical personnel. In terms of enterprise development and talent development, they lack deep management concepts and do not understand high -potential talents. Although executives attach great importance to talent training and development, under the rapid layout of new businesses, they pay more attention to the rapid introduction of external talents, instead of choosing to cultivate the training of internal talents. In addition, the development plan of high potential talent development is a process from top to bottom, and then bottom -up. The overall target needs to be decomposed layer by layer under the authorization of high -level managers. There will be greater difficulties in talent development. Lack of business departments participation. The sponsor of the development plan of high potential talents is the corporate personnel department, and the human resources department is concerned that the opinions of the business department are inconsistent with the opinions of the business department or do not want to trouble the leadership of the business department, so that many tasks are carried out independently by themselves. Therefore, the business department does not know, does not understand, does not support, or buy accounts for the work of the human resources department. What kind of talents do companies need? What standards do you use to choose talents? What key courses need to train candidates? These important issues need to be fully communicated with the technology and business departments. In addition, if HR management has the professionalism of human resources and immersed in the work goals and work planning of human resources itself, it will also greatly reduce the sense of participation of the business department.

The theme measures of the survey and design enterprise high potential talent development plan

Establish a criteria for identification of high potential talents

The implementation of high -potential talent development plans and establishing a standard for identification of high potential talents is an important basic work. The primary task of establishing a standard for talent identification is to clarify the needs of enterprises for talents and define the core capabilities that can support corporate strategy and business.

First of all, the organizational development strategy is the source of the core capabilities of the organization, and the talent ability that supports the core capabilities of the organization is the decomposition of the organizational capabilities on the business unit. In the process of establishing high potential talent identification standards, we must fully integrate the corporate development strategy, clarify the company's core competitiveness and the core capabilities of talents, and set out the evaluation indicators of high -potential talents from the requirements of enterprise development.

Secondly, the employees of the survey and design enterprises are mostly knowledgeable employees who use their brains with more brains than to use their wealth. They usually bring more added value to design or services through their own creativity, analysis and judgment. The design enterprise intellectual workers have high personal qualities, creativity, autonomy, results, and expressiveness. Therefore, when establishing a standard for high -potential talent identification, it is necessary to combine the characteristics of talent, and to identify motivation, demand, and characteristics such as intrinsic factor ,, Should not be based on the standards of evaluating talents such as performance, academic qualifications, and qualifications.

Third, as one of the basis for building a standard for building high potential talents, job duties play an irreplaceable role. In the process of understanding the responsibilities and the actual needs of the department, in addition to the necessary work analysis, the human resources department should reach a consensus with the business department, which is also a crucial step for the success of the development plan of high potential talents. The human resources department must carefully understand and analyze the actual needs of the business department, provide professional talent assessment methods, help the business department translate business demands into a unified talent language, and then transform into a truly valuable and practical talent standard. Ensure that talent capabilities meet the actual business needs of the company.

Establish an evaluation mechanism for high potential talents

Generally speaking, the identification of high potential talents should evaluate it from the visible appearance and the connotation. When identifying high -potential talents, you should not only pay attention to the past achievements, but also pay attention to the possibility of talents in the future. Therefore, when establishing a high -potential talent identification mechanism, we should comprehensively consider three factors: knowledge quality, ability quality and potential traits, and use scientific standards and tools to evaluate to lay the foundation for the next step of talent training and development.

The nine palace -style talent map can intuitively present the distribution of talents and marked the current position of talents. It is a tool that can determine the use of talents and development strategies. The dimension in Jiugongge is actually the dimension of the organization's identification of core talents. It usually involves knowledge, experience, skills, performance, ability, values, personality, personality, style, will, potential and other aspects. The combination of these dimensions can be used as the basis for the classification of Jiugongge.

Jiugong grid talent map

Optimize the training measures for high -potential talents

After identifying high -potential talents, only by conducting targeted cultivation and development work can we land the work of talent development. First of all, it is necessary to continuously improve the talent management mechanism in the organization, build various training development platforms for talents, and continuously stimulate the innovative ability and inherent power of high potential talents in design institutes. High potential talents usually have a strong value of self -realization. It is difficult for them to satisfy generalized transactional work or conventional training. It needs to be continuously innovated in training content and training methods to meet the individual development of each high potential talent. need. Secondly, high potential talents have high creativity and autonomy, pay attention to self -guidance and self -management at work, and tend to highly autonomous work or training measures. Therefore, when formulating a development plan, they should ensure their participation and formulate their participation and formulate them. Cultivation measures that meet the characteristics of high potential talents. In the long run, high potential talents are the most precious wealth of enterprises, and the development of high potential talents will gradually become an inexhaustible driving force for the sustainable development of the enterprise. Facing the increasingly fierce industry competition situation and urgent talent needs, establishing a high potential talent development plan for internal talents, overall planning from three aspects of talent recognition, evaluation, and training will provide effective guarantee for the long -term development of the enterprise. (The author of this article Ren Baiyuan from Zhengzhou University Comprehensive Design Research Institute Co., Ltd.)

Source: "China Survey Design" magazine

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