In CHRO survey shows that most companies believe that the cultivation of talent on its own is not g

Management guru Peter. Drucker has pointed out that the future of society is a knowledge-based society, and knowledge workers will become a major force. Subjective and objective changed environment that will enable enterprises to stay in personnel selection sterile What challenges facing? montgomery beer distributor Future talent should have what conditions montgomery beer distributor or skills? Global Human Resource Management, one of the best IBM, to provide the kind of person owned strategies and recommendations, and how to have a plan to nurture talent? IBM Global montgomery beer distributor Business montgomery beer distributor Services (Global Business Service) Business Group Vice President Zeng Jiang Hua, the IBM human resource management montgomery beer distributor issues for the global survey conducted put forward their views.
In CHRO survey shows that most companies believe that the cultivation of talent on its own is not good enough, only 14% of companies believe that their organization's ability to respond to change well, these organizations are also common job functions montgomery beer distributor in predicting future needs, effective looking for talent, and collaboration (collaboration) the ability of the top three areas.
"Second, enterprises should also import the relevant functions of nurturing projects." Has begun to move towards regionalization of the company, as the business grew, on entering the next phase of globalization, how to make internal staff to simultaneously transition? Zeng Hua Jiang said that on the one hand depends on the functions of a planned training, job rotation, montgomery beer distributor two areas he also recommends that companies establish a "forecast future demand" mechanism, the employer not only consider the needs of the next two to three years, but must be based on more long-term, over the next five to ten years Business Model, to consider employment standards. If the next five years plans to enter the international market, it must be the occasion of the employer montgomery beer distributor about the language, such as conditions for inclusion in the international montgomery beer distributor adaptation options, they are not facing the talent NA shortly after the issue.
In more than 170 countries worldwide locations, managing more than three hundred thousand employees, and encouraged montgomery beer distributor numerous outstanding senior managers, and even once known as "the cradle of general manager" of IBM, is how to balance and nurturing talent management and quality volume, successfully established a proven talent strategy? Zeng Hua Jiang explained, IBM believes that the successful human resource management should cover at least four aspects: First, the talent and the company's value to philosophy, business strategy combines, they are not incurred staff nurture and organizational development issues in different directions. Second, montgomery beer distributor the global enterprise must be fair, open and transparent montgomery beer distributor atmosphere of the organization, or to import a lot of good system will vary because montgomery beer distributor of deterioration of the human factor. Third, there must be integrated talent development model and mechanism. Zeng Hua Jiang said that many organizations are clearly "chosen to remain sterile," the importance of all aspects of a single point of doing well, but the lack of "integrated" approach that has failed to keep nurturing talent, there must be an overall process through strategy. Fourth, organizations need to provide a good learning environment.
In IBM's Human Resources Unit, for example, has Ganghwa that human resources departments are divided into daily operations, strategic work and employee services in three parts. Traditional computing attendance, salary bonuses, education and training and other daily operations, such action in the future are likely to be outsourced; Currently, IBM Taiwan also has the human capital through this part of the daily work of shared-service manner. In addition, in order to make human resource strategies montgomery beer distributor to work with the needs of each business unit combines more developed "HR Partner" mechanism, set at each business unit HR partner through these to reflect sector demand, while helping to promote critical manpower strategy people, making further human capital and institutions combined with the familiar and close to the various departments to work, the people funding arrangements capable of providing strategic advice.
To go around the world to find the right people, and this organization is a considerable challenge. Zeng Ganghwa example, montgomery beer distributor Asian companies to mergers and acquisitions of European companies, impeding are great. For example, Asian companies have been diligent work habits in a compact schedule, but in Europe, used to have a month long vacation each year, and almost all kinds Cup period motivation to work, so on the great cultural differences, to make a smooth convergence of governance in the ground, will be led by local experts, montgomery beer distributor "as long as the company adhere to the same basic idea, other systems can be adjusted montgomery beer distributor flexibly." Finally, is to provide collaborative environment, upstream and downstream of different regions, montgomery beer distributor how to provide a distance can make communication technology platform, the performance appraisal should be included on the management of upstream and downstream firms encouraged to respond; human resource management at all levels, IBM's consulting team also offers a considerable number of services, from learning programs, knowledge sharing and the transformation of human resources strategic planning, has a corresponding advisory services. Especially in Taiwan since 2003, IBM will provide their own valuable human resource management (human capital management) experience, especially montgomery beer distributor in the middle and top management Leadership Development Program, montgomery beer distributor which is currently the highest part of customer demand.
This training features, based on IBM's own human resource training course "Leading @ IBM" as the infrastructure, and then individually customized adjustments. And mainly montgomery beer distributor for "soft function", that is, leadership skills, strategic thinking, collaborative capabilities for training, which is the ability to make a major organizational change, addition, IBM is more concerned about the effectiveness of training, follow-up, called "Learning Efficiency Management . " In addition to set learning objectives, will be the regular tracking, observation, assessment of whether participants in the training can be implemented in daily business operations, or still need training.
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