21. Level 1SupervisorSupervisorSeniorLocal Project
LeadLiaison/
CoordinatorLevel 2ManagerManagerLocal LeadUnit Project
HeadIntegration
AdvisorLevel 3Small BU HeadDirectorCompany’s
ExpertEnterprise
Project HeadSenior Integration
AdvisorLevel 4Large BU HeadEnterprise
Function
HeadLevel 5Group HeadKey Career Path OptionsBusiness Unit LeadershipFunctional AreaLeadershipTechnical/Functional ExpertsProject Management ExpertsCross-FunctionCross-EnterpriseIntegratorsExamples of Career Milestones辨别那些需要投入的区域以组织和保持正式的人才管理流程战略性职业发展路径图
22. Manage SelfPassage OneManage ManagersBusiness ManagerEnterprise ManagerManage OthersFunctional ManagerGroup ManagerPassage ThreePassage FivePassage TwoPassage FourPassage SixSource: The Leadership Pipeline by Ram Charan, Stephen Drotter & James Noel, Jossey-Bass 2001 Create programs and experiences that help employees make the transition across passagesAssessment of potential focused on readiness for the next turn in the pipelineEnsure that talent pools develop sufficient competencies through ‘rites of passage’强化你的后备领导团队
25. Leadership Candidate
ProspectsCareer Planning Process
Individual Development Plan
Career Development DiscussionSuccession Planning ProcessDevelopment CentreTalent Review by Senior Mgmt.Mainstream Programs
Developmental Agreements
Skills Development Programs
JTC Social Committees
Post-graduate courses / short external course
Career counselors / web-based career resourcesAccelerated Programs
Developmental Agreements Assignments/Experiences
Accelerated ‘Turn’ Programs
Cross-Functional Task Force
Secretary in JTC Committees
Post-graduate courses
Executive coachesNominated “High Potential” Talent
based on
specified criteria“Mainstream” TalentDevelopment Centre OutputsLeadership Talent Pool Classification MatrixDevelopmental Assignments/ ExperiencesCareer Moves领导能力发展系统举例
26. IdentificationDevelopmentSupportEmployee Self-AssessmentObtain data on Employee Potential based on Leadership Competency Assessment from Performance AppraisalResources Provided:
Competency Requirements
Experience Requirements
Training Requirements
Available positionsCareer Development
DiscussionConsolidate and match transfer requestsDiscuss expected business contributions and developmental requirements based on Developmental Opportunity PrinciplesCheck rating against high-potential criterionSPC meets to review high-potential list and discuss whether individuals should be added or droppedSelect individuals for assessment centers Select high-potentials for Leadership Programs or other T&D opportunitiesEmployee embarks on new role and undergoes training and development activitiesACCOUNTABILITYLine ManagerEmployeeHuman ResourceSenior Management (SPC)Talent Management Communications Guidelines assist managers in transparency/openness Development Sponsors offers an alternative source of feedback / counseling领导能力发展的行动计划
27. Leadership Development ActivitiesCoursesSelf
Development
Coaching360
FeedbackTemporary
AssignmentsJob
ChangesLowHighImpact领导能力发展的投资回报