人才盘点会议引导者指南
The Talent Review Meeting Facilitator's Guide
人才盘点会议引导者指南
Tools, Templates, Examples and Checklists for Talent and Succession
Planning Meetings
人才继任计划会议工具、模板、示例及清单
Table of Contents
目录
Section One: What Is Talent Management? (1)
第一章：什么是人才管理？
Talent Management-Typical Job Responsibilities (3)
人才管理——主要的工作职责
Talent Management Concepts (5)
人才管理概念
Talent Concepts: Similarities And Differences (6)
人才概念的异同
Talent Management Terms (7)
人才管理专业术语
The Business Need For Talent Management (9)
人才管理的业务需求
Make Informed Talent Decisions And Reduce Risk (10)
制定明智的人才决策并降低风险
Talent Management: A Win-Win For Everyone (12)
人才管理：双赢模式
Keep Your Sales And Leadership Pipelines Full! (14)
保持销售及领导力通道饱满！
The Leadership Pipeline (16)
领导力通道
Past Performance And Future Potential (18)
过去绩效与未来潜能
Identify Talent Resources To Achieve Business Goals (20)
识别人才资源以实现业务目标
Talent Management Forces (22)
人才管理推动力
Section Two: The Talent Review Meeting (24)
第二章：人才盘点会议
Talent Review Meeting Best Practices (26)
人才盘点会议最佳实践
More Talent Review Meeting Best Practices (28)
更多人才盘点会议最佳实践
Three Phases Of The Talent Review Meeting Process (30)
人才盘点会议流程的三个阶段
Attributes Of Talent Review Meeting Facilitators (32)
人才盘点会议引导者的特征
Your Role As The Talent Management Project Lead (33)
作为人才管理项目引导者的角色
Establishing Internal Talent Management Policies (35)
制定内部人才管理政策
The Roles Of Your Talen T Review Meeting Partners (37)
人才盘点会议合作伙伴的角色
Working With Human Resource Partners (39)
与人力资源合作伙伴协作
Working With The Meeting Scribe (40)
与会议记录者协作
Working With Business Leaders And Assistants (42)
与业务领导者及其助理协作
Section Three: Planning The Talent Review Meeting (44)
第三章：计划人才盘点会议
Defining Your Goals (46)
定义目标
Defining Your Talent Review Meeting Scope (47)
定义人才盘点会议的范围
Defining Your Talent Management Timeline (49)
定义人才管理时间表
A Sample Annual Talent Review Timeline (50)
年度人才盘点时间表示例
A Sample Multi-Year Talent Management Plan (51)
多年人才管理计划示例
Identify Your Talent Meeting Discussion Topics (53)
明确人才会议讨论主题
Sample Talent Meeting Agenda (56)
人才会议议程示例
Sample Meeting Ground Rules (57)
会议基本规则示例
Definitions: What Is A High Potential? (58)
定义：什么是高潜人才？
Definitions: What Is A Successor? (59)
定义：什么是继任人选？
Definitions: What Is A Key Expert? (61)
定义：什么是核心专家？
Begin To Design A Development Program Now (63)
从现在开始设计发展方案
Planning The Length And Logistics Of The Meeting (65)
计划会议的时长和后勤事务
Calculating The Length Of The Meeting (67)
计算会议时长
Case Example: Planning A Talent Review Meeting (69)
案例：计划人才盘点会议
Case Example Worksheet (70)
工作表案例
A Facilitator Preparation Checklist (71)
引导者准备清单
Section Four: Talent Assessment And Preparation (74)
第四章：人才测评与准备
Talent Assessment Tools (75)
人才测评工具
A Tool For Managers: Employee Career Discussions (77)
管理者工具：员工职业讨论
Consistency Is Key (79)
一致性是关键
Defining Talent Assessment Tools (81)
确定人才测评工具
Talent Assessment Tools: The Talent Profile (84)
人才测评工具：人才简介
The 9-Box Chart (87)
九宫格表
Position Competency Models (88)
职位能力模型
Career Growth Descriptions (89)
职业发展描述
Identifying Critical Positions (91)
识别关键职位
Talent Assessment: Rating Leadership Competencies (93)
人才测评：领导能力评级
Case Example: Analyzing Leadership Assessment Data (95)
案例：分析领导力测评数据
What System Will You Use? (96)
将使用什么系统？
Talent Management Communication Ideas (97)
人才管理沟通理念
Business Leader Content For Communications (98)
业务领导者沟通内容
Sample: A Quick Reference Tool For Business Leaders (99)
示例：业务领导者快速参考工具
Talking Points For Leaders (101)
领导者讨论要点
Preparing The Senior Leader For The Meeting (104)
使高层领导者做好会议准备
Talent Review Meeting Logistics (106)
人才盘点会议后勤事务
Section Five: Facilitating The Talent Review Meeting (108)
第五章：引导人才盘点会议
The Roles Of The Talent Meeting Facilitator (109)
人才会议引导者的角色
Facilitation Tips: Keeping The Meeting On Track (110)
引导提示：保持会议切题
Questioning Techniques For Facilitators (112)
引导者提问技巧
Sample Talent Review Discussion (114)
人才盘点讨论示例
Documenting The Meeting -Scribe Responsibilities (121)
为会议做记录——记录者职责
Scribe Notes Example (123)
记录者笔记示例
Section Six: After The Talent Review Meeting (125)
第六章：人才盘点会议结束之后
Sample Questions- Post Talent Review Evaluation (126)
示例问题——后期人才盘点评估
Talent Review Meeting Facilitator Feedback Form (128)
人才盘点会议引导者反馈表
High Potential Notification: You Have Choices! (130)
高潜人才通知：你可以做选择！
A Sample Talent Notification Process (132)
人才通知流程示例
What Do They Need To Know? (133)
他们需要了解什么？
How Do I Develop High Potential Employees? (134)
如何发展高潜人才员工？
Leadership Development Ideas-Be Creative! (135)
领导力发展观点——具有创造性！
Case Example: Making Development Recommendations (136)
案例：提出发展建议
Case Example: Development Recommendation Notes (139)
案例：发展建议笔记
Talent Management Metrics (140)
人才管理指标
Communicate Your Results (142)
传达结果Appendix (144)
附录
Talent Management Concepts: Same And Different (145)
人才管理概念：相同与不同
Case Example: Planning A Talent Review Meeting (147)
案例：计划人才盘点会议
Case Example: Analyzing Leadership Assessment Data (149)
案例：分析领导力测评数据
Case Example: Development Recommendation Notes (151)
案例：发展建议笔记
Frequently Asked Questions (153)
常见问题
HOW TO USE THIS GUIDE
如何使用本指南
The purpose of this book is to provide practical advice, ideas, and tools for individuals who are responsible for leading Talent Review Meetings within their own organization. This book is designed to save you time by providing basic checklists and templates for documents to be used before, during and after your Talent Review Meetings.
本指南为组织中负责引导人才管理会议的个人提供实用的建议、思路及工具，旨在通过为人才盘点会议开始前、进行时及结束后的文件提供基本的清单及模板，为你节省时间。
Use this book as your planning guide to help you, your team and your Business Leaders to be fully prepared for the Talent Review Meeting process. Use the information in the book to think through your strategy and processes. Use the checklists to track your action plan progress. Use the templates as a foundation to create your own Talent Review Meeting communications and documents.
使用本指南作为计划指导帮助你、你的团队及业务领导者为人才盘点会议流程做充分的准备。参考书中信息考量你的策略和流程；使用清单追踪你的行动计划进度；以模板为基础建立你自己的人才盘点沟通及文件。
This book does not provide legal advice. Readers are advised to work with professional legal counsel to review and approve all talent assessment, succession planning, and leadership development strategic plans, processes and programs created, modified, and/or implemented within their own organizations.
本指南并不提供法律意见。建议读者与专业法律顾问一同审核及批准组织内建立、修改和/ 或实现的所有人才测评、继任计划和领导力发展策略计划、流程及项目。
SECTION ONE: WHAT IS TALENT MANAGEMENT?
第一章：什么是人才管理？
The definition and scope of the term Talent Management may vary within organizations of different sizes, with different cultures and different business needs. One company may be focusing on succession planning to ensure a strong pipeline of leaders to fill pending retirement vacancy positions, while another organization might be focusing on the identification of high potential employees to develop future leaders and key employees to lead a growing start-up company. However, we can all use a basic definition of Talent Management as: “人才管理”的定义及范畴因组织的规模、文化和业务需求的不同而有所差异。有的企业可能关注继任计划以确保充足的领导者补给线，填补即将到来的退休所造成的职位空缺，然而有的企业则可能关注高潜人才的识别以发展未来领导者和核心员工来领导发展中的初创企业。尽管如此，我们还是可以给人才管理下一个基本的定义：
A focus on the onboarding, identification, assessment, development, and movement of internal talent.
聚焦内部人才的入职、识别、测评、发展和调动。
The objectives of a Talent Management strategy may include:
人才管理策略的目标可以包括：
●Identification of emerging talent to fill high vacancy risk roles and future leadership needs
识别新兴人才，以填补存在高空置风险的职位并满足未来领导力的需求
●Development of specific competencies to ensure emerging talent is prepared for future roles in
the organization
发展特定能力，确保新兴人才为组织未来职位做好准备
●Retain key talent and critical expertise within the organization
保留组织中的核心人才和重要专业技能
●Identify talent risk areas and develop contingency plans and succession plans
识别人才风险领域，并开发应急计划及继任计划
●Increase diversity within the key talent and leadership populations of the organization
增加组织内核心人才和领导力群体的多元化
●Decrease the high costs associated with external recruiting
降低因外部招聘而产生的高额成本
●Develop more cross-functional career movement and job experiences within the organization,
to avoid a "silo-mentality" that focuses only on upward advancement within one functional area
在组织内开展更多的跨职能部门的职业调动及工作经历，以避免仅聚焦于单一职能领域晋升的“孤岛思维”。
●Provide a structured and consistent focus on talent development and purposeful career
movement in the organization
为组织中的人才发展和计划性职位调动提供结构化、持续性的关注
●Talking with employees about their talents and development interests, and increasing their own
accountability and ownership of their career growth
和员工交流他们的专长、发展兴趣，促进他们职业发展的自身责任感与主人翁意识What additional objectives would you include for your organization?
除上述外，你的组织还包括哪些目标?
TALENT MANAGEMENT-TYPICAL JOB RESPONSIBILITIES
人才管理——主要的工作职责
Some organizations use the term talent management to refer to both external talent recruiting and to internal talent identification. Both external talent acquisition and internal talent management are designed to identify top talent for the organization. However, the focus of internal talent management pertains more to the retention and development of talent, rather than sourcing new talent externally. In addition, the skill sets of employees in external talent recruiting roles (talent acquisition) are very different from those who are responsible for internal talent management, as shown below:
一些组织使用“人才管理”这一术语既涵盖外部人才的招募同时涵盖内部人才的识别。聘请外部人才和管理内部人才都是为组织识别顶尖人才。然而，内部人才管理更关注人才的保留与发展，而非新人才的外部引进。除此之外，负责外部人才招聘与负责内部人才管理的员工所使用的技能有很大不同，如下所示：
试技能
Knowledge of succession planning and Talent
In small organizations, the Talent Management Professional's job responsibilities may include both internal and external talent responsibilities. However, in mid to large sized organizations, there is a strong case to be made for the creation of a Talent Management role to focus solely on internal talent management, which may include some or all of these job functions:
在小型组织内，人才管理专业人士职责可能同时包括内部及外部人才的管理。然而在大中型组织中，有充足的理由需要建立仅聚焦内部人才管理的人才管理角色，该角色可包括以下的部分或全部职能：
●Succession Planning
继任计划
●High Potential Employee Identification and Development
高潜员工的识别与发展
●Leadership Development
领导力发展
●New Employee Orientation and Onboarding
新员工入职培训
●Career Movement and Job Rotational Assignments
职位调动与轮岗任务
●Performance Management
绩效管理
●Talent Assessment Processes
人才测评流程
●Talent and Organizational Review Meetings
人才与组织盘点会议
●Key Expert Employee Identification and Retention
核心专家员工的识别与保留
●Workforce Planning and Organizational Design
员工计划与组织设计
TALENT MANAGEMENT CONCEPTS 人才管理概念
To fully understand talent management, it is important to clarify the similarities and differences between this concept and other human resource strategies that are often associated with talent management.
为了充分理解人才管理的概念，需要明确此概念和其他与人才管理相关的人力资源管理策略 的异同。
Understanding these differences can help you to explain these terms to your Business Leaders, and to answer questions and concerns you may receive from the employees you serve. 理解这些差异可以帮助你向业务领导者解释这些专业术语，帮助你解答员工提出的问题和担 忧。
How would you define the similarities and differences between each of the terms in the table below? 你如何定义以下表格中每组术语的相同和不同之处？
Talent Management 人才管理 Performance Management 绩效管理 Successors 继任人选 High Potentials 高潜人才 High Potentials 高潜人才
High Performers 高绩效者
不同
TALENT CONCEPTS: SIMILARITIES AND DIFFERENCES
人才概念的异同
To fully understand Talent Management, it is important to clarify the similarities and differences between these concepts and other organizational strategies that are often associated with talent management. U se the worksheet below to document your ideas about the differences between each concept. Find suggested answers in the Appendix of this book.
为了充分理解人才管理的概念，需要明确这些概念和其他与人才管理相关的组织策略的异同点。运用以下表格陈述你对各个概念间的差异的观点。可查看本指南附录的参考答案。
TALENT MANAGEMENT TERMS
人才管理专业术语
360-Assessment - An on-line survey and/or personal interview process designed to obtain feedback from those who work and interact with an employee on a regular basis. Feedback is obtained from the employee's manager, peers, and direct reports.
360测评——在线测评和／或个人访谈流程，用于从日常与员工共事并互动的人员那里获得反馈。反馈来源于该员工的上级、同事及直接下属。
Blocker - A position within the organization in which the employee occupying the role lacks advancement ability or desire, and is also in the direct development path of a promotable employee. 阻挡者——组织中在职员工缺乏进步能力和渴望，并阻碍优秀员工晋升的职位。Development Plan - A process and tool for determining and recording the specific development actions in support of an employee's leadership development.
发展计划——确定及记录特定发展行动的流程和工具，用于支持员工的领导力发展。
Fatal Flaw - Refers to behaviors that might cause a person to be unsuccessful in a leadership role. Examples include lack of interpersonal skills, lack of integrity, etc.
致命缺陷——在领导力角色中可能导致失败的行为，例如缺乏人际交往技巧、缺乏诚信等。
High Performer - An employee who consistently demonstrates superior work performance, but does not currently demonstrate a strong ability or desire for rapid advancement, career challenges and risks, and/or leadership roles.
高绩效者——持续展示出高工作绩效，但是当前没有展现对于快速提升、应对职业挑战与风险和/或领导角色的强大能力或意愿。
High Potential - A High Performer employee who also consistently demonstrates high potential for career movement into multiple growth positions, and the ability and desire for rapid advancement into leadership roles.
高潜能者——高绩效员工，持续展示出调动至多种发展职位的高潜能以及快速发展至领导角色的能力和意愿。
Leadership Benchstrength - Refers to the competency and readiness levels of leaders to grow with the organization and to be prepared for new leadership roles. Organizations with a strong leadership benchstrength have multiple successors actively developing in the pipeline (both short and long term successors) to fill current and future leadership roles, as well as high potential employees with the desire and ability to move into multiple potential current positions and into positions that may be created in the future.
领导力后备实力——领导者与组织共同发展及为新领导力角色做准备的能力和准备水平。有着强大领导后备实力的组织拥有充满渴望并具备能力调动至当前多个潜在的职位及未来可能创建的职位的高潜员工，同时在其人才补给线中拥有许多积极发展的继任人选（包括短期继任人选和长期继任人选）以满足当前和未来的领导角色的需求。
Leadership Competencies - The knowledge, skills, and abilities attributed to effective leaders, defined by the organization to reflect the leadership values, culture, and business needs of the company. Best in class organizations identify specific sets of leadership competencies that are
unique to the organization's culture, business needs, and values. These competencies can be used in performance management and talent management initiatives to identify and develop leaders within the framework of the organization's competencies.
领导能力——高效领导者所具备的知识、技巧和能力。这些由组织来定义，反映企业的领导力价值观、文化及业务需求。卓越组织会明确组织文化、业务需求及价值所独有的特定的领导能力。这些能力可运用于绩效管理和人才管理方案，在组织能力框架中识别与发展领导者。Learning Agility - Learning agility encompasses the ability to learn very quickly and think creatively. Leaders with high learning agility also seek out the ideas and feedback of others, and work towards continuous improvement both for personal effectiveness and team effectiveness. Demonstrating high learning agility includes the ability to be flexible, handle stress well, adapt to change, and to work effectively in ambiguous situations.
学习敏锐度——学习敏锐度包括快速学习及创新思考的能力。高学习敏锐度领导者会主动寻求他人的想法和反馈，并为个人及团队效能的不断改进而努力。高学习敏锐度的表现包括灵活变通、有效处理压力、适应变革、在模糊的环境中有效工作。
Talent Assessment - A manager's evaluation and appraisal of an employee based on past performance and future potential.
人才测评——主管基于员工过去绩效和未来潜能所作的评估与鉴定。
Talent Management - Facilitating the development and career progress of highly talented and skilled employees in the organization, using formalized processes and tools.
人才管理——运用正规流程与工具促进组织中高天赋、高技能员工的发展和职业进程。
Talent Profile - A source of employee information which often includes educational background, work history, major accomplishments, career aspirations, willingness to relocate, and other personal information useful in guiding the leadership team in job placement and development decisions.
人才简介——员工信息资源，通常包括能够引导领导力团队进行工作分配和发展决策的教育背景、工作经历、主要成就、职业期望、调动意愿及其他有效个人信息。
Talent Review Meeting - A meeting facilitated by either a Human Resources Professional or a Business Leader to review the strengths, development areas, and potential career paths of employees and leaders in the organization , as well as discussing position vacancy risks and successors for current and future roles in the organization.
人才盘点会议——由人力资源专业人士或者业务领导者引导的会议，不仅讨论职位空置风险以及组织当前和未来的职位的继任人选，也盘点组织中员工及领导者的优势、发展领域和潜在职业路径。
Workforce Planning - Working with Business Leaders to identify the number of employees required to meet business requirements, the types of positions to be added or eliminated to meet business goals, and the recruiting or reduction-in-force efforts that will be required in specific time periods to ensure compliance with budget and customer needs.
人力规划——与业务领导者共同明确满足业务需求所需的员工数量、实现企业目标所需增设或者撤销的职位类型，以及在特定时期保证符合预算和客户需求所需的扩招或裁员工作。
THE BUSINESS NEED FOR TALENT MANAGEMENT
人才管理的业务需求
The business practice of talent and succession management is still relatively new and is expanding and growing as an important Human Resource function. In today's world, the talent in your organization is a key differentiator between your organization and your competitors.
人才和继任管理的业务实践仍然相对较新并作为重要的人力资源职能正扩大与增长。在当今时代，人才就是你所在组织与竞争对手一决雌雄的关键。
Your talent creates your products and services, serves your customers, and manages the important strategy and administration of your organization every day.
这些人才每天为组织创造产品和服务、服务客户、管理组织的重要战略和行政事务。
This is why top companies know:
这就是为何顶尖企业知道：
MAKE INFORMED TALENT DECISIONS AND REDUCE RISK
制定明智的人才决策并降低风险
Every day Business Leaders use processes and tools to help make the best decisions possible - running a business successfully is both an art and a science. No "perfect" business tools and decision-making processes exist, but these tools help leaders make more informed decisions. In addition, business tools and processes are designed to reduce risk.
业务领导者每天使用流程和工具以做出可能的最佳决策，成功运营一家企业既是一门艺术也是一门科学。不存在完美的业务工具和决策流程，但是这些工具可以帮助领导者做出更明智的决策。除此之外，可使用商业工具和流程降低风险。
Examples of these processes and tools used by leaders on a regular basis to 1) analyze data, 2) and 3) make informed decisions include:
领导者日常用于：1) 分析数据、2) 降低风险和3) 制定明智的决策的这些流程和工具的实例包括：
Talent assessment and succession planning processes are business tools that are also designed to 1) analyze talent data, 2) make informed talent development decisions, and 3) reduce risk (leadership vacancy risk).
人才测评与继任计划流程是商业工具，用于1）分析人才数据；2）制定明智的人才发展决策；3）降低风险（领导力空置风险）。
While you will not see 100% of your successor candidates filling open positions as they become available, you can expect your internal fill of open positions to increase, your retention of top talent
to increase, and your position vacancy risks and external recruiting costs to decrease. 虽然继任候
选人已做好继任准备时，你会发现他们并不会100%填补你的空缺职位。但是可以期待空
缺职位内部填补率会上升、顶尖人才保留率会提高、职位空置风险率和外部招聘成本会降低。
As you lead the talent management strategy, you are spending valuable time discussing the strengths, development needs, potential career movement and action plans for the most valuable assets of your organization—your people.
当你引导人才管理策略时，就是把宝贵的时间花在为你组织中最有价值的资产——你的人
员的优势、发展需求、职位空置风险、可能的职业发展及行动计划的讨论上。
TALENT MANAGEMENT: A WIN-WIN FOR EVERYONE
人才管理：双赢模式
Talent assessment and succession planning processes are business tools that are also designed to analyze data, make informed decisions, and reduce risk (leadership vacancy risk). While you will not see 100% of your successor candidates filling open positions as they become available, you can expect your internal fill of open positions to increase, your retention of top talent to increase, and your position vacancy risks and external recruiting costs to decrease.
人才测评与继任计划流程是业务工具，还用于分析数据、做出明智决策并减少风险（领导力空置风险）。虽然继任候选人已做好继任准备时，你会发现他们并不会100%填补你的空缺职位。但是可以期待空缺职位内部填补率会上升、顶尖人才保留率会提高、职位空置风险率和外部招聘成本会降低。
Talent Management is good for the company and good for employees, as shown below:
人才管理对企业与员工都有好处，具体如下：
So how will Talent Management save you money?
人才管理如何为你节约成本？
You will decrease your external recruiting costs and fees
降低外部招聘的成本与费用
●Your retention of top talent and performance will increase
提高顶尖人才保留率并提升绩效
●You will decrease the costs of onboarding and training new employees
减少新员工入职培训的成本
●Your "time-to-fill" for open positions will decrease
缩短填补空缺职位所需的时间
●Your key position vacancy risk decreases
降低关键岗位空置风险
IMPORTANT: Be sure to obtain baseline metrics before you implement or enhance your talent management strategy so you can accurately measure your future results.
重要提示：确保在实施和强化人才管理策略之前获得基准指标，以准确评估未来成果。
KEEP YOUR SALES AND LEADERSHIP PIPELINES FULL! 保持销售及领导力通道饱满！
What does it really mean to have a strong leadership pipeline? 拥有强大的领导力通道意味着什么？
First, think of a successful sales group. The organization will have new customer markets they are just looking into, potential customers they are contacting for the first time, prospective customers who are in the sales process, customers they are about to close the deal with, and current customers. 首先，设想一个成功的营销团队。该组织将拥有他们正在寻求的新客户市场、第一次接触的 潜在客户、销售流程中的未来客户、即将完成交易的客户以及现有客户。
The Sales Pipeline 销售通道
New Contacts 新客户
New Markets 新市场
Pending Close 即将完成
Current Customers 当前客户
Consider what would occur if there were any gaps in the sales pipeline: 思考假若销售通道中存在缺口会发生什么：
●
If new markets and new contacts are not pursued, current markets become saturated 如果不追求新市场和新客户，那么当前市场将会渐渐饱和。
●
If active and pending sales slow, the organization knows that future financial results will be impacted
如果主动及和待完成销售放缓，组织未来财务业绩将受到冲击
●
If the organization loses current customers, there is an immediate financial impact to the company and to shareholder perceptions
如果组织失去了现有客户，会立刻对企业和股东看法产生财务上的影响。
Active Sales 主动销售