程琳-職業(yè)生涯分析與規(guī)劃

TalentDevelopment

職業(yè)生涯分析與規(guī)劃雙贏管理咨詢（上海）有限公司CentreforEffectiveLeadership(Shanghai)Ltd.HowdoesyourcompanyunderstandTalentDevelopment

貴公司是如何認(rèn)識(shí)職業(yè)生涯發(fā)展的？ThatisthedutyofHRDept. 那是人力資源部的事；Wedon’tdevelop,webuy. 我們不開(kāi)發(fā)，我們用錢“買”；PerformanceEvaluation+Training 績(jī)效評(píng)估+培訓(xùn)；Overseasexposure海外工作機(jī)會(huì)；Specialassignment分派特別工作任務(wù)；Coaching輔導(dǎo)員工。TypicalMis-understandings

典型誤區(qū)TalentDevelopmentisHR’sjob; “職業(yè)生涯規(guī)劃是人力資源部的事”；Mycompanywillarrangemydevelopment; “公司會(huì)為我安排好我的發(fā)展道路的”；Mycompanyisprettystable,TalentDevelopmentisnotimportant; “我們公司很穩(wěn)定，發(fā)不發(fā)展關(guān)系不大”；TalentDevelopmentispurelypersonal; “職業(yè)生涯規(guī)劃完全是員工個(gè)人的事”；TalentDevelopmentnotrelatedtobusinessneeds. 職業(yè)生涯規(guī)劃與業(yè)務(wù)需求缺乏聯(lián)系。TOP?

模型Talent才能Passion激情OrganizationalNeeds組織需求Distinctiveness特長(zhǎng)CareerBest事業(yè)有成CareerOrientations

不同的職業(yè)取向追求不斷擴(kuò)大自身影響力和顯著進(jìn)步。Influence,Impact&Visibility尋求得到認(rèn)可，工作的安全感，尊重和組織的信任Companyloyalty,Symbolsofappreciation追求刺激，冒險(xiǎn)和先撥頭籌的機(jī)會(huì)Excitement,Adventure,“CuttingEdge”work渴望對(duì)自己工作流程的最大掌控權(quán)Maximumautonomyandcontroloverownwork力求平衡工作、社會(huì)關(guān)系以及自我發(fā)展三者間的關(guān)系。既要避免成為“工作狂”，又要避免工作索然無(wú)味。Equilibriumbetweenwork,relationshipsandself-development積極進(jìn)取型Advancement追求穩(wěn)定型Security追求挑戰(zhàn)型Challenge追求自由型Freedom追求平衡型BalanceTheFourStages

職業(yè)生涯的四階段Stage1:Dependingonothers第一階段：成長(zhǎng)依賴期

Willinglyacceptssupervision主動(dòng)接受指導(dǎo)；Mastersbasicandroutinetasks參與日常工作，掌握基本技能；Shows“directed”creativityandinitiative在指導(dǎo)下能發(fā)揮創(chuàng)造力，主動(dòng)性；Performswellundertime&budgetpressure能承受一定的壓力；Learnshow“We”dothings積極學(xué)習(xí)團(tuán)隊(duì)共同的工作方式。Stage2:ContributingIndependently第二階段：獨(dú)立貢獻(xiàn)期

Assumesresponsibilityfordefinableprojects對(duì)工作盡職盡責(zé)；Relieslessonsupervision;worksindependentlyandproducessignificantresults能獨(dú)立完成任務(wù)，成績(jī)優(yōu)良；Increasesintechnicalexpertiseandability專業(yè)技能有所提高；Developscredibilityandareputation樹(shù)立信譽(yù)與威望；Buildsastronginternalnetworkofrelationships與人建立良好的工作關(guān)系。Stage3:Contributingthroughothers第三階段：指導(dǎo)授能期

Increasesintechnicalbreadth專業(yè)技能有所拓寬；Developsbroadbusinessperspective視野更加開(kāi)闊；Stimulatesothersthroughideasandknowledge以自己的見(jiàn)解和知識(shí)激發(fā)他人；Involvedasamanager,mentor,oridealeaderindevelopingothers以上司，導(dǎo)師和啟蒙者的角色培養(yǎng)人；Representstheorganizationeffectivelytoclientsandexternalgroups有效地代表所在組織與外界交往；Buildsastronginternalandexternalnetwork建立良好的內(nèi)外關(guān)系網(wǎng)。Stage4:Organizationalleadership第四階段：策劃領(lǐng)導(dǎo)期Providesdirectiontotheorganization為組織指明方向；Defines/drivescriticalbusinessopportunitiesandneeds發(fā)現(xiàn)商機(jī)，引導(dǎo)業(yè)務(wù)；Exercisespowerresponsibly負(fù)責(zé)任地行使權(quán)力；Obtainessentialresources能夠利用必要資源；Sponsorspromisingindividualstopreparethemforleadershiproles支持樂(lè)于獻(xiàn)身的個(gè)人成為后備領(lǐng)導(dǎo)人才；Representstheorganizationoncriticalstrategicissues代表組織處理重大戰(zhàn)略性事務(wù)。SymbolsofaNovation

實(shí)現(xiàn)階段超越的標(biāo)志：IsNot…不是Promotion 職位升遷GrowthofAge 年齡的增長(zhǎng)YearsofService 工齡增加Scholarship 學(xué)歷Skill 專業(yè)技能SalaryIncrease 薪酬增加Training 參加培訓(xùn)Is是…WorkMethod 工作方式Perspective 看問(wèn)題的角度RelationshipNetwork 人際關(guān)系網(wǎng)OrganizationalCapability 組織、活動(dòng)能力BusinessSense 商務(wù)意識(shí)ValueofContribution 所做貢獻(xiàn)的價(jià)值CoachCapability 輔導(dǎo)培養(yǎng)他人的能力3-8KeyResearchFindings

重要研究發(fā)現(xiàn)…Highperformerscontributeinfundamentallydifferentwaysatdifferenttimesintheircareers 表現(xiàn)優(yōu)異的人懂得在不同時(shí)期以不同的方式作出貢獻(xiàn)。Highperformersmovethroughatleastthreeandasmanyasfourdistinctstagesintheircareers 表現(xiàn)優(yōu)異的人通常會(huì)在三個(gè)以上的階段之間轉(zhuǎn)換。Movementthroughthesestagesisnotautomatic 自我超越不是自動(dòng)的。Thereisadirectcorrelationbetweenaperson’sstageandhis/hercontributiontotheorganization 所處階段與貢獻(xiàn)大小有直接關(guān)系。CareerStagnation

職業(yè)發(fā)展停滯ContributionPlateau貢獻(xiàn)高原效應(yīng)Astateofstagnationintermsofpersonalgrowthandhencecontribution. 就是個(gè)人成長(zhǎng)和貢獻(xiàn)的停滯。

PositionPlateau職位高原效應(yīng)Theendofpromotions;i.e.nosignificantincreasesinlevel,status,orformalpower. 就是升職的停滯，即不再有實(shí)質(zhì)性的頭銜，身份的提升或正式權(quán)力的擴(kuò)大。

ContributionCycle貢獻(xiàn)循環(huán)圖ADCB-Interest興趣 ++Ability能力-DevelopmentZone理想發(fā)展區(qū)域-IndividualCapability個(gè)人能力++

ComplexityofJob工作難度-DevelopmentZone理想發(fā)展區(qū)域Ifyourorganizationisfacing…

假如您的組織正面臨以下問(wèn)題…Non-compensationrelatedhighemployeeflowrate; 非薪酬因素引起的員工流動(dòng)率高；Unsatisfyingperformanceafterpromotion; 員工升職后表現(xiàn)不如以前；Overstablenessofthemanagementteam; 管理層人員過(guò)分穩(wěn)定；Employeescomplaininginsufficientcoaching; 員工抱怨得不到有效指導(dǎo)；Newemployeesseemdon’tfittheirpositions; 新員工好象不適合所在崗位；EmployeesrelyonHRfortheirpersonaldevelopment,andcomplainforinsufficientdevelopmentchances. 員工依賴人力資源部為他們制定個(gè)人發(fā)展計(jì)劃，或抱怨公司不提供發(fā)展機(jī)會(huì)。…YoumayneedtoconsiderTalentDevelopment…您應(yīng)該考慮進(jìn)行職業(yè)生涯分析與規(guī)劃教育How“TalentDevelopment”mayhelp?

職業(yè)生涯分析與規(guī)劃的作用Personally對(duì)個(gè)人Self-awareness,cleardevelopmentdirection 認(rèn)識(shí)自我，明確發(fā)展方向Increasejobsatisfaction 增加對(duì)工作的滿意度Keeppersonalmarketvalue 保持個(gè)人市場(chǎng)價(jià)值Organizationally對(duì)組織Increaseteamstability 增加團(tuán)隊(duì)穩(wěn)定性Keepemployeecompetitiveness 保持人才的競(jìng)爭(zhēng)力Increaseemployeecommitment 增加員工的承諾度Toeducateemployeestodevelopwithtime,andavoidbeingeliminated; 教育員工應(yīng)當(dāng)與時(shí)俱進(jìn)，避免被淘汰；Usetheprogramasaguidetoimproveindividualcapability&leadership; 以此為指南，提升個(gè)人技能和領(lǐng)導(dǎo)力；Letemployeesunderstandthatcareerdeve