1、Defining and Developing High Potentials (HIPO) 高潜质人员的鉴别和发展,Presented by: Training & Development,2,Content 主要内容,Current Reality at Yum!百胜的现状Selecting HIPOs高潜质人员的鉴别HIPOs Development Planning高潜质人员的发展规划,3,Current Realities for Yum! China (RSC) 百胜中国的现状,4,Current Reality 现状,HIPOs Tracking (From 2004 2006,
2、 level 8 +) 高潜质人员的跟踪情况 （2004年-2006年，8级以上）,Finding 我们的发现: Nearly half of our HIPOs fall out of HIPO status after a year and majority fall out after two years. 将近半数的高潜质人员在一年以后无法继续成为高潜质人员；两年以后，大部分人不再是高潜质人员了。,5,Current Reality 现状,Findings 我们的发现: We are not promoting our HIPOs as aggressively as we thoug
3、ht. 我们并没有像我们想象的那样积极地晋升我们的高潜质人员.,* The difference in total was due to double promotion in the same year.,6,Selecting HIPOs 高潜质人员的鉴别,Are both of them HIPO? 他们是否都是高潜质人员?,Both Jane & Mike have /Jane 和 Mike 都有,High Potentials are functionally competent, high performer but Functionally competent, high per
4、former High Potential 高潜质人员一定具有职能胜任力和良好的工作表现 但是 职能胜任力,良好的工作表现高潜质人员,High Potentials = promotable by at least 3 levels in the next 3 years 高潜质人员 = 未来三年内至少能晋升三级,7,Selecting HIPOs 高潜质人员的鉴别,8,Selecting HIPOs A deeper look 高潜质人员的鉴定 深入分析,So, who should you select as an HIPO? 那么，你该选谁为高潜质人员呢?,Both Jane & Mik
5、e possess the same profile.Jane 和 Mike 有相似的资质.,9,HIPO Determinants - Growth Factors 高潜质人员的决定因素- 成长要素,According to many researches done by organizations such as DDI, Hay, Corporate Leadership Council, a HIPO possesses the attributes show on the right. 根据DDI, HAY, Corporate Leadership Council等机构的长期调查，
6、一个高潜质人员应具备右边这些特征.,10,Definition of Growth Factors 成长要素的定义,Thinking Beyond the Boundaries 跨界思考 Can apply conceptual thinking to broad questions and make useful connection 可以把概念思维应用到广泛的问题上并做出相关的联系Natural Curiosity and Eagerness to Learn 好奇心和学习心 Ask questions that push the boundaries. 问那些可以打破框架的问题 Desi
7、re to take on different and challenging assignments (even when these do not represent a promotion) 渴望承担不同的有挑战性的工作 （即使这些工作不代表可以晋升）Social Understanding and Empathy (Interpersonal Sensitivity) 社交与同理心 (人际交往的敏感度) Desire and ability to understand others 渴望并能够理解他人 Ability to see a person as a whole influen
8、cing, teamwork, developing others 能够全面的了解他人 影响，合作，发展他人Emotional Balance (EQ)情绪平衡 (EQ) Demonstrate executive maturity, balance, emotional resilience, realistic optimism 表现出领导者的成熟，平衡，情绪的掌控和理性的乐观 Willingness to seek out and take constructive criticism well愿意主动寻找并听取建设性的批评,11,Thinking Beyond the Boundari
9、es 跨界思考,Do they make useful connections well beyond the normal boundaries and timelines of their job?他们是否可以看到超越他们工作范围的事物？ Do they think in a fresh or useful way about big issues that may belong to a larger role?他们是否用全新的或有用的方式去思考那些属于更大职责的大问题？ Do they pinpoint key ideas from complex issues and ground
10、them in reality ?他们是否能从复杂问题中发现关键概念，并把它付诸于实践？,Show thought clarity and providing thought leadership to others展现清晰的思维并提供前瞻性思考引导他人 Think beyond current job scope. Effective in strategic discussion and implementation.能超越现有工作范畴进行思考并能有效地体现在战略讨论和执行中 Resolve highly complex and far-reaching problems.能解决非常复杂和
11、深远的问题 Create innovations that impact positively on our business能够不断创新并积极影响我们的业务,Questions to Ask 可以问的问题:,Behaviors to Look For 可以观察的行为:,12,Natural Curiosity and Eagerness to Learn 好奇心与学习心,Do they display curiosity and eagerness to learn that goes well beyond what is normally expected in their job?他们
12、是否表现出好奇和学习的渴望？ Do they readily take on assignments or roles that are new and challenging to them, embracing the risk in trying something new?他们是否准备接受新的有挑战性的任务，愿意尝试新事物？,Sets step change goal and show ownership in building know-how设置更上台阶的目标，并对建立know-how有主人翁的态度 Demonstrate leadership in cross function
13、projects. Provide expert advice related to own function在跨职能的项目中表现出领导力。能就自己的职能方面给出专业性的建议 Challenge status quo and speak up for unpopular view for the good of business挑战现状，能为了公司业务的利益，表达不被他人所接受的观点,Questions to Ask 可以问的问题:,Behaviors to Look For可以观察的行为:,13,Social Understanding and Empathy 社交与同理心,Do they
14、listen carefully, ask clarifying questions and not jump to conclusions about other people and their motives?他们是否能仔细聆听，并用问题澄清而不是很快地做出结论 Do they treat others with respect and see the positive in others more often than they see faults or shortcomings?他们是否尊敬他人，能看到他人身上好的方面，而不总是盯着对方的缺点/过错？ Do they consist
15、ently bring out the best in others?他们是否能把他人的优点发挥到极致？,Serve as a change catalyst能成为变革的催化剂 Readily coach others asks the right questions; allows direct reports to be the expert随时准备辅导他人 问对的问题，允许下属成为专家 Willing to listen. Value diverse perspectives愿意倾听他人，重视不同意见 Engage others in rich dialogue. Seek to und
16、erstand others first.鼓励他人一起参与讨论，能首先去理解他人的观点,Questions to Ask 可以问的问题:,Behaviors to Look For可以观察的行为:,14,Emotional Balance 情绪平衡,Do they have emotional stability under difficult circumstances? Or do they stress out and make things even worse?在艰难的情况下，他们是否能保持稳定的情绪？还是无法承受压力导致事情更糟？ Do they recover and learn
17、 from their mistakes? Or do they sulk or blame others?他们是否能从错误中学习？还是对犯过的错误感到生气并指责他人？ Do they seek out and take constructive criticism well, learning from it to improve their performance?他们是否能主动寻求并接受建设性的批评，并从中得到学习进而提高自己的绩效？,See conflict as an opportunity for synergy and enriched decision making把冲突看成协
18、同合作和强化决策制定的好机会 Coachable. Have accurate self-insight, and open to learn from mistakes可辅导的，有准确的自我认识，能从错误中得到学习发展 Work comfortably with ambiguity能在灰色地带工作 Ability to control own emotions not moody or quick to erupt in anger. Stay positive in times of difficulty能控制自己的情绪 不要喜怒无常，或易怒。面对困难能保持积极乐观的态度,Question
19、s to Ask 可以问的问题:,Behaviors to Look For可以观察的行为:,15,Not all Growth Factors are new to us Some elements are already captured in HWL & HWWT 并不是所有的成长要素都是新概念 有些要素在我们的领导之道和群策群力中已有体现,Growth Factors 成长要素,Yum!,16,So, Who are the HIPOs in Your Function? 所以，哪些人是你部门里的高潜质人员?,High Potential = High Performance 高潜质人
20、员 = 工作表现优秀 High Performance High Potential 工作表现优秀 高潜质人员,First, look at 首先看,Second, look at 然后看,And, dont forget 不要忘了,17,So, what do you do once you have selected your HIPO? 那么，一旦选定了你的高潜质人员 ，你接下来要做些什么？,Tailored Long Term Development Plan 量身定制定长期发展计划,18,Ways to Develop HIPOs 发展高潜质人员的多种途径 - Basic princ
21、iple : TAILOR development plan to the individual - 基本原则 : 定制 个人发展计划,Action learning 行动学习 Leadership workshop 领导力工作室 Cross function projects 跨职能项目 Serve deputy role 代理职务 Mentoring 导师计划 Committee meeting 委员会 Cross function project 跨部门项目 Coaching / high quality feedback辅导/反馈 Peer learning communities同事
22、间学习小组,Job enlargement 工作丰富化 On the job training 在岗培训 ACE / rotation 轮岗 Become a trainer 成为讲师 Be a meeting facilitator 成为会议引导者 Stretch assignment 有挑战的任务 Short term assignment 短期的任务 Guided self-reflection引导性自我反省 Networking 学习交流网络,19,The Long Term Development Plan (Sample) 长期发展计划 (样本),Input to current
23、year IDP 写入当年的发展计划,20,Your Time to Act 你行动的时候到了,Select your HIPOs鉴别你的高潜质人员 Review your nomination at PPR在PPR时汇报你的提名 Tailor development plan to them为他们量身制定发展计划 Coach, support and provide resources in executing the plan为发展计划的顺利执行提供必要的辅导，支持和资源 Take prompt corrective actions when first see signs of derailing当看到偏离的征兆时要立即采取纠正措施 Review progress regularly (mid year and mid-cycle PPR) and follow through until they achieve their long term targeted position定期检查并跟踪进展（按照PPR的时间）直到他们达到长期职业目标,
