人才战争

103/03/2003WarforTalentRecruitingandRetainingTalentS.H.LeeVicePresident,HumanResourcesTaiwanSemiconductorManufacturingCompanyMarch20032019/9/182TalentistheKeyDifferentiator“Intheneweconomy,competitionisglobal,capitalisabundant,ideasaredevelopedquicklyandcheaply,andpeoplearewillingtochangejobsoften.Inthatkindofenvironment…allthatmattersistalent…Superiortalentwillbetomorrow’sprimesourceofcompetitiveadvantage.”Source:TheWarforTalent,Mckinsey&Company’s2019/9/183OldvsNewRealityTheOldRealityTheNewRealityPeopleneedscompaniesMachines,capital,andgeographyarethecompetitiveadvantageBettertalentmakessomedifferenceJobsarescarceEmployeesareloyalandjobsaresecurePeopleacceptthestandardpackagetheyareofferedCompaniesneedpeopleTalentedpeoplearethecompetitiveadvantageBettertalentmakesahugedifferenceTalentedpeoplearescarcePeoplearemobileandtheircommitmentisshorttermPeopledemandmuchmoreSource:TheWarforTalent,Mckinsey&Company’s2019/9/184MostCompaniesArePooratTalentManagementBringsinhighlytalentedpeople19Developspeoplequicklyandeffectively3RetainsalmostallhighperformersRemoveslowperformers3Knowswhothehighandlowperformersare816Source:TheWarforTalent,Mckinsey&Company’s1997-2000Surveysof13,000execitivesatmorethan120companies%ofseniormangerswhostronglyagreethattheircompany:2019/9/185TheNewLandscapeinRecruitmentandRetentionAttractingandretainingtalentremainsaproblemeveninaslowingeconomyEmployersareputtingahighpremiumongeneralleadershipcompetencyCorporateturmoilandlimitedcareeropportunitiesareconsideredkeyreasonsforunwantedturnoverMostcompaniesstilltakeashotgunapproachtoretentionSource:SustainingtheTalentQuest,TheConferenceBoard2019/9/186WarforTalent-FiveImperatives1.Embraceatalentmindset2.Craftawinningemployeevalueproposition3.Rebuildyourrecruitingstrategy4.Weavedevelopmentintoyourorganization5.DifferentiateandaffirmyourpeopleSource:TheWarforTalent,Mckinsey&Company’sFiveImperatives2019/9/187EmbraceaTalentMindsetOldMindsetAboutPeopleNewTalentMindsetAvaguenotionthat“peopleareourmostimportantasset”HRisresponsibleforpeoplemanagementWehaveatwo-daysuccessionplanningexerciseonceayearIworkwiththepeopleIinheritAdeepconvictionthatbettertalentleadstobettercorporateperformanceAllmanagersareaccountableforstrengtheningtheirtalentpoolTalentmanagementisacentralpartofhowwerunthecompanyItakeboldactionstobuildthetalentpoolIneedSource:TheWarforTalent,Mckinsey&Company’sImperativeONE2019/9/188LeveragingPeopleAssetPeoplearethemostimportantasset“Rightpeople”arethemostimportantassetManagementPeopleAssetShareholders’ValueManagingpeopleasAsset2019/9/189CommitmentCommunityCompetenceOrganizationcapabilityCompanyCompetitivenessandShareholderValueMaximizingPeopleValuePeopleAssetLineManagerHRPeopleValue2019/9/1810CraftaWinningEmployeeValuePropositionWhoareyourtargetedtalents?Whatmotivatesthem?Whatdotheywant?Source:TheWarforTalent,Mckinsey&Company’sImperativeTWOWhatMatterMosttoHighValueEmployees*Highvalueemployeeshaveoneormoreofthefollowingcharacteristics:theyaredefinedastopperformers,holdavaluedskill,and/orhave“hightrajectory”withinthecompanySource:TheCompellingOffer,CorporateLeadershipCouncilCompensation&BenefitsWorkEnvironmentWork-LifeBalanceOrganizationalEnvironmentThesinglemostimportantattributeincareerdecisionsismanagerquality--leastlikelytobetradedawayforanyotherattribute2019/9/1812EmployeePreferencesHaveChangedSource:TheCompellingOffer,CorporateLeadershipCouncil2019/9/1813OfferFitSatisfyingemployeesonanimportantattribute(likemanagerquality)countsmoretowardawell-fittingofferSource:TheCompellingOffer,CorporateLeadershipCouncil2019/9/1814Employeesleavetheirmanagers,nottheirjobs2019/9/1815RebuildYourRecruitingStrategyOldRecruitingStrategiesNewRecruitingStrategiesGrowallyourowntalentAdvertisetojobhuntersSpecifyacompensationrangeandstaywithinitRecruitingisaboutscreeningHireasneededwithnooverallplanPumptalentinatalllevelsHuntfortalentallthetimeTapmanydiversepoolsoftalentFindwaystoreachpassivecandidatesBreakthecompensationrulestogetthecandidatesyouwantRecruitingisaboutsellingaswellasscreeningRecruitforvacantpositionsGotoafewtraditionalsourcesDeveloparecruitingstrategyforeachtypeoftalentSource:TheWarforTalent,Mckinsey&Company’sImperativeTHREE2019/9/1816Focuson“Fit”ThepowerofeffectivereferralThepowerofselfselectionFindthe“right”people找“對”的人Findthe“best”people找“最好”的人•Commonvision&sharedvalues志同道合•Rightpeopleattherightplaces適才適所•Fishswimmingintherightwater如魚得水•Multiplyingeffect相乘效應vs•Don’tgetinvolvedwithpeoplewithconflictingvalues道不同不相為謀•Warriorswithoutabattlefield英雄無用武之地•Inviting“wolfs”toyourhome引狼入室•Boardingthe“pirate”ship誤上賊船2019/9/1817The4PsofRecruitmentOrganization(“Brand”)•Culture&value•Vision&mission•Managementstyle•Jobnature•WorkChallenges•Developmentopportunity•Compensation•Benefits•Work/lifepolicies•PersonalValue•Personality•Behaviorstyles•Knowledge,skill•JobInterest•Careerplan•Motivation•Financialneeds•LifestyleJob(“Product”)Reward&Lifestyle(“Price”)CompanyTalentSourcingStrategy(“Channel”)•Whatyouneed•Whatyouwant•Wheretheyare•Wheretheygo2019/9/1818S