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首页 Convenient enterprise training way to identify m…

Convenient enterprise training way to identify maxima(识别千里马的便捷企业培训途径).doc

Convenient enterprise training …

April王平
2018-12-19 0人阅读 举报 0 0 暂无简介

简介:本文档为《Convenient enterprise training way to identify maxima(识别千里马的便捷企业培训途径)doc》,可适用于社会民生领域

Conveniententerprisetrainingwaytoidentifymaxima(识别千里马的便捷企业培训途径)Conveniententerprisetrainingwaytoidentifymaxima(识别千里马的便捷企业培训途径)Atpresent,thetalentassessmentbusinesshasdevelopedrapidlyinchinaThereasonisthatfromtheexternalenvironment,thecompetitionamongenterprisesismoreandmoreinclinedtothecompetitionoftalentsTheemergenceoftheconceptofhumancapitalisthebestevidenceAfamousentrepreneuroncesaid,inthiscase,youcangiveupthepresententerprise,butaslongasthereareanumberofcoretalent,canfullystageacomebackThisalsoshowsthat,tosomeextent,talenthasbecomeoneofthetopresourcesforbigenterprisestocompeteforGoodtalentissomaxima,howtoidentifyandusemaxima,howtofindtheadvantagesanddisadvantagesofemployeesandreasonableplacement,hasbecomeamajorproblemplacedinfrontofenterpriseIftheenterpriseiscomparedtoamachine,thentheemployeesarepartsThemachinecanrunefficientlyandefficientlyonlyiftherightpartsareassembledinthecorrectwayHowever,theevaluationofthepersonisoftenthemostdifficult,becausepeoplearenotcoldandstiffafterallmachines,buttherichthought,truetolife,vividindividualWearetocaptureoneexplicitinformationeasily,height,weight,education,familybackground,suchas"heisalittleloveofthemiddleagedpeople"Atthesametime,wearealsoeasilyconfusedbythesuperficialphenomenonofpeople,butitisdifficulttofindsomeimplicitfeatures,especiallythejudgmentoftheindividual'sabilitylevels,itisfarfromdifficulttoobservetheexternalfeaturesAssessmentisarelativelyscientificwaytohelpusdeepenourunderstandingandunderstandingofouremployeesOntheapplicationofenterpriseevaluationresultsmainlyhasseveralaspects:first,theselectionofpersonnel,includinginterviews,placement,promotion,transfer,maintenanceandeliminationtwo,enterprisetraining,inviewoftheexistingproblemsandstafftocarryouttargetedtraining,inordertoobtainbetterresultsThree,careerplanningforemployeesThedevelopmentofenterprisesandthedevelopmentoftheirownstaffcloselytogether,ontheonehandforthedevelopmentofenterprisestofindbackupforces,ontheotherhandtoallowemployeestoidentifyenterprises,andenhancethesenseofbelongingtotheenterpriseInshort,theimplementationoftheevaluationprojectofenterprise,thefundamentalintentionistomakebetteruseofemployees,makethebestuse,eachpartsareinstalledtothemostdesiredpositionTheuseofemployeesbyenterpriseshasashorttermutilizationandalongtermreserveEmployeeswhoperformwellbuthavelittlepotential,andthecompanytakesashorttermapproach,hopingthatitwillcontinuetoserveinitscurrentposition,butitdoesnotpaymuchattentiontoitsfuturedevelopmentEmployeeswhohavegoodperformanceandhavegreatpotential,companiesholdthedesireforlongtermreserves,payattentiontothecareerdevelopmentofemployees,andhopethattheycantakeonanimportanttask,asareserveforceforenterprisedevelopmentButtheperformanceisnotgood,thepotentialofthegeneralstaff,enterprisesusuallydon'tpayattentionto,takeontherotationeliminatedmethod,orTheclientsIworkwitharefacingthecrisisofbraindrainThewellknownenterprisesintheindustryhavebeenpouringintothelocalmarketalmostovernight,andthecompetitionhasbeenheatingup,especiallythecompetitionfortalentCustomersaremorewellknownlocalenterprises,competitorsarealsocompetingfortalenttargets,lessthanamonth'stime,hassixcoreemployeeshavebeenpoachedbyopponentsInthiscase,thecustomerhopestoenterprisesindozensofmiddlemanagerswereevaluatedtoidentifythetruemaxima,pickoutthepotentialeliteintothetalentreservesplan,astheobjectinthefuturefocusontraining,paymoreattentiontothesalaryandpositionetcOurworkisdividedintoseveralparts:qualitymodeldetermination,interview,writtentest,evaluationreport,etcAccordingtothecharacteristicsoftheenterprises,theindustrycharacteristics,groupcharacteristicsandpositionofmiddlelevelmanagers,eightcorequalitymiddlemanagementpersonneloftheenterpriseshouldbedeterminedthroughinterviewsandquestionnaires,establishedthecompetencymodelThen,accordingtothequalityofthebehavioraleventinterview,combinedwiththeinterview,alsousedthetoolwrittenaptitudetestandpersonalitytest,projectivetest,basket,caseanalysis,theevaluationofpersonnelobservation,analysis,evaluationTheevaluationmethodscomplementeachotherandverifyeachotherFinally,apersonalizedevaluationreportshowsthequalityandlevelofeachoftheeightqualities,personalitytraits,workstyleandsoonThereportbasicallycapturesthemaincharacteristicsofthetestedpersonnel,andhasbeenhighlyrecognizedbythecustomersatthetoplevel,whichverifiestheeffectivenessoftheevaluationmethodsInadditiontothepersonalityandabilityofeverymanager,wealsofoundthatsomecommonfeaturesofthemiddlemanagers,mainlyinthemiddlelevelpersonnelmanagementability,especiallythemanagementdecisionmakingabilityisgenerallylow,notuptotherequirementsofmiddlemanagementpositionsMostmanagersaresubordinateandlackofinsightintotheproblemsinthedevelopmentofenterprisesAfewmanagershavemoreideas,butdaretothinkanddarenotspeakThisfullyexposestheinfluenceofcorporatecultureonemployee'sthinkingandlimitsthespaceandabilityofindependentthinking"Alsomanagersareyoung,promotedtoofast,lackofexperience,andcannotwelladapttojobrequirementsSometechnicalprofessionalsareplacedinmanagementpositions,followupsupportcannotkeepup,itisdifficulttoentertheroleofmanagersTheseproblemsreflectthatintheprocessoftherapiddevelopmentoftheenterprise,theconstructionofqualifiedpersonnelhasnotkeptpacewiththepaceofdevelopmentAlthoughenterprisesregularlycarryouttraining,butlackoftrainingtargeted,didnotseizethemaincontradictionListentothepersonalizedreportreport,thecustomerhasafurtherdemand,wehopetobeabletothemiddlemanagementlevelhasabilitytograsptheoveralllevel,andthedistributionofthemanagementpersonneltoapreliminaryunderstandingofthepotentialforthedevelopmentofenterprisesinthefuture,asthereferenceofthepersonneldecisionTheauthorusestwodimensionstovisuallydemonstratethecharacteristicsofthemiddlemanagerswhotakepartintheassessmentOneofthedimensionsistheabilityandqualityofthetestedperson,theresultoftheevaluation,andthescoreoftheindividualineachqualityTwoofthedimensionsarethedevelopmentalpotentialoftheassessed,usingtheindividual'sscoresontheaptitudetestandtheageweightingoftheindividualThetwofactors,aptitudetest,scoreandage,areusedtoanalyzeindividualdevelopmentpotentialThefollowingaspectsaremainlyconsideredOne,standardizedaptitudetesthastwofunctions:diagnosticfunction,thatistodeterminewhatkindofabilityadvantageapersonhas,andthepredictivefunction,thatistopredictthepotentialofanindividualinfutureworkTwo,forthedevelopmentofindividuals,ageisafactorthatcannotbeignoredInanenterprise,thedevelopmentofemployeesisnotlimitedbyageYoungemployeesandolderemployeeshavedifferentexpectationsfromtheiremployees,andeachhasitsownemphasisonitsuseandtrainingInaddition,fromtheperspectiveofindividualintelligencedevelopment,fluidintelligencebegantodeclineinearlyadulthood,whilethedevelopmentofcrystalintelligencesloweddowninthelateadulthoodThree,bothaptitudetestscoresandagearequantifiable,measurable,andhighlyoperationalThecalculationmethodsofthetwodimensionsareasfollowsThetotalscoreoftheevaluatedpersonissortedintoninegrades,fromlowtohigh,withonetoninefiguresThisistheassessmentoftheabilityofthequalityofthestatusquo,thatis,graphicsintheabscissaTheageoftheassessedisdividedintofivegrades,onefromfivetotheotherAccordingly,aptitudetestscoresintofiveThefiveoftheaptitudetestscoresandfiveageweregivenacertainweight,weightobtainedbytheevaluationintheenterprisedevelopmentpotentialoftheoccupationscores,thenintoaverysystem,namelyastheordinateTheabovefigurehasseveralfunctions:first,youcanclearlyandvisuallyseetheexistinglevelofallthetestedpersonnelTwo,youcanseetheabilityofeachofthecurrentassessment,comparedwithotherpeople,inwhatpositionThree,wecanclearlyseethefuturedevelopmenttrendofindividualsFromthediagram,wecaninitiallydistinguishemployeesFandGisbetterability,andhavegreaterpotentialfordevelopmentemployeesDandEabilitycenter,butDdevelopmentpotentialisobviouslyhigherthanEAislocatedattheleftendoftheabscissa,ThelowestendoftheordinateAisaseniormemberoftheenterpriseItjoinedthecompanyduringthestartupperiodandwitnessedthedevelopmentprocessoftheenterpriseInthisassessment,Aperformanceingeneral,thequalityofthescoringisnothigh,thecomprehensivescoreinallmiddlemanagersarethelowestMoreover,Aistheoldest,andtheaptitudetestscoreisthelowest,andthecareerdevelopmenthasbeenstereotypedandisbasicallyastateofstandingBusinessesnolongerbothertoplanthefutureofA,butconsidertheirretirementGisamiddleagedpersonwithanupwardcareer,andtheresultsshowthatthescoresarehighandthecomprehensivequalityisexcellentAndquantitativedevelopmentpotential,theresultsshowthathehasgoodtrainingvalue,isthebackboneofthefuturedevelopmentofenterprisesWhenwepresenttheresultsofthescatterdiagramtothecustomer,thetopmanagementofthecustomergivesagoodevaluationTheresultscalculatedbythequantitativemethodarebasicallyconsistentwiththoseofthehighlevelpeople,anditisprovedthatthescatterdiagramhasbetterpracticabilityintheworkIftheamountofdataisaccumulatedtosomeextent,afunctionalrelationcanbeestablishedbetweentheabscissaandtheordinate,orthemodelisestablishedAfterverification,thechangeoftheordinateispredicteddirectlybythevalueoftheabscissaThen,itispossibletopredictthedevelopmentpotentialofanindividualwithouttheneedforcomplexmeasurementsIfyouareoutside,othersimilarenterpriseemployeesunderstandintheindustrylevel,thesamequalityofstaffinthesameplotthatcanbemoreintuitivetoseethehumancapitalgapbetweendifferententerprisesEnterprisesaremostconcernedabouttheperformanceofemployeesAsaresult,youcanchooseotherdimensionsastheabscissaoftheperformance(seechart)Thiswilldistinguishbetweengoodandpotentialemployeesasthefocusoffutureconcern,andgreaterresponsibilityGoodperformance,butlimiteddevelopmentpotential,tomaintaintheexistingpositionPerformanceisnotgood,butthereispotentialfordevelopment,targetedtrainingPoorperformanceandlimiteddevelopmentpotential,internaltransferoreliminationWiththisquantitativemethodtoassistqualitativeanalysis,ithascertainreferencesignificanceforenterprisepersonneldecisionmakingAtthesametime,theverticalcoordinateoccupationdevelopmentpotentialdimensionscanalsoconsidertheindividual'sattitudeandmotivationfactors,forexample,someemployeesabilityisverystrong,buttheattitudeisveryloose,whatthingsareindifferent,withtotalindifference,evenifsuchemployeescanbecompetentforthecurrentjob,cannotdoasthebackbonethepowerofenterprisedevelopmenttrainingHowever,itisdifficulttoquantifythesesubjectivefactors,andhowtoexaminethemneedsfurtherstudyandverificationTheauthorofthispaperisamanagementconsultant,andifyouneedtoreprint,pleasecontactthemarketingdepartment,Performance(Performance)WhatisperformanceTheword"performance"comesfrommanagement,anddifferentpeoplehavedifferentunderstandingofperformanceSomepeoplethinkthatperformancereferstotheefficiencyandeffectivenessofworksomepeoplethinkthattheperformanceisthatafterworkbehavior,assessmentmethodsandresultsmorepeoplethinktheperformancereferstotheemployee'sworkresultsisreachedwithbenefit,withcontributionofcorporategoalsinthemanagementoftheenterpriseisoftenintheevaluationofhumanresourcesPerformanceistheeffectiveoutputoforganizationsatdifferentlevelsinordertoachievetheirgoalsTosumup:performanceisthecombinationofachievementandeffectiveness,andistheobjectivebehaviorofworkbehavior,mode,resultandtheobjectiveeffectinacertainperiodInanenterprise,employees'performanceisembodiedinquantity,quality,cost,andothercontributiontotheenterpriseCharacteristicsofperformanceIthasmanyfactors,suchasmultidimension,multidimensionanddynamic,multifactorialBecauseoftheimpactofthatisaperson'sperformancedependsonmanyfactors,includingtheexternalenvironment,opportunities,personalIQ,EQandithastheskillsandknowledgestructure,andenterpriseincentivefactors,multidimensionalMultidimensionalistosaythataperson'sperformanceshouldbeanalyzedfromseveralaspectsandperspectivesInordertoobtainmorereasonable,objectiveandeasytoacceptresults,dynamicDynamic,thatis,theperformanceofapersonvarieswithtimeandposition

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Convenient enterprise training way to identify maxima(识别千里马的便捷企业培训途径)

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