斯柯达汽车总经理培训_经销商选才与招聘面试.ppt

* * * * * * * * * * * 打开话题 营造面试氛围（缓和压力） 应用BEL面试法 犯常见错误 * * * * * * * * * * 此表设计出的作用是可以请应聘者填写，其中必须邀请填写一个真实案例，以作出初步判断，用以应聘者较多的简历筛选 * * * * * * * * * * * * * * * * * * * * * * * 增加会议纪要撰写、走后的监督考核 5月19、20在山西太原培训 试卷 5月8号导入商务平台应用 5月10日定稿 * * * * * Sustainability As with most organizational strategic initiatives, failure is not due to poor planning, but poor execution. Realization is about the actions that need to be taken to ensure your TM initiatives take root in your organization; that they become a way of doing business. And, that over time, you also experience the impact on the business your were expecting. The major components of realization include: Communication: Those actions involved in communicating to the organization what you are doing and why. It’s about getting the organization involved and behind your TM roll-out, both initially and on an on-going basis. Accountability: This is about ensuring there is clear ownership of various initiatives. The senior team must play a major role in “owning up” to their role in supporting the criticality of Talent Management as well as developing the top talent on their team. HR must be accountable for driving the Talent Management process, moving from a “seat at the table” to “setting the Talent Management table.” Individual mangers must have accountability for nurturing their own talent. And, individuals must take accountability for their own performance and growth. Accountability means setting clear goals with consequences (see alignment) Skills: We are not talking about development per se. We are talking about ensuring people have the skills for managing talent. Skills for both management and HR run the gambit: use of talent management software systems, ability to identify high potential, conducting effective interviews and performance reviews, mentoring, etc. Alignment: Organizational systems must be aligned to support Talent Management as well. For example, do managers have goals in their performance plans for mainta