New talent is often in a particular task to show differences in the bold pressure of the task should be allowed to the ability of the talent and the actual task requirements of the distance between the moderate empowerment of their power and resources, the unit should be prepared to pay for such a gap and the use of good mentors and masters of the mechanism to reduce the loss of such a gap. The unit should be prepared to pay for such a gap, and use a good mentor and master mechanism to reduce the losses caused by such a gap. In the process of continuing to press the task, some talent can stand out.

Communicating talent

For the new generation of talent, their social experience, the world of work, workplace skills, etc., to use adequate, often, interesting, rich way to train and teach, to treat the task assignments to learn to carry out the necessary and sufficient to give meaning to the treatment of the workplace inside the situation to use a very frequent enough way to communicate, than the mother-in-law. We also pay special attention to discovering and encouraging the new generation of talents who are good at communication, so that they can play a role in influencing, advocating, and driving the new generation of talent groups as partners.

Giving voice to harvest talent

Let the new generation of talent have the opportunity to have a say in things they are not familiar with or first face, trying to think, prepare, plan and participate, so that there is more pressure to change the role of the pressure and sense of opportunity, and timely affirmation and encouragement of the new generation of talent, even if the smallest contribution.

When the same culture and requirements are expressed in the language of the new generation of talent, there is a subtle expansion of the cultural body in the corporate space.

The Dilemma of Cultivating Key Talent

There are many paths to strategic talent cultivation, and while the corporate university model looks beautiful, many companies that use it do not alleviate the business challenge of "upgrading talent and changing talent structure". The first step is to make sure that you have a good understanding of how to use the system and how to use it to improve your business. Only "closely around the staff career development and ability requirements" positioning, in order to crack the enterprise university training dilemma, get "you want one, I give two" effect.

Excellent enterprises not only pay attention to the key talent training and development, but also established a well-established talent training mechanism for the continuous development of the enterprise to supply a steady stream of excellent talent. However, talent development for many business operators and training managers is a very headache of the topic, mentioning all the affirmation and attention, but move up is often like a "fist in the cotton" on the, soft and powerless. Talent development work involves a wide range, the effectiveness of a long period of time, the implementation of training and professionalism, the need to be from a strategic height to unify planning. Enterprise University is just such a strategic tool, it is through the implementation of activities that can cultivate individual or organizational learning, knowledge and wisdom to assist enterprises to complete the mission of key personnel training.

Since 1993, when Motorola brought to China the "corporate university", a new concept and model of corporate training, Chinese companies have become increasingly enthusiastic about establishing "corporate universities". The Baosteel Talent Development Institute, Zhongliang (COFCO) College, State Grid Management College, China Mobile Management College, China Telecom College, Haier University, and UFIDA University are just a few of the corporate universities that have sprung up. The Kellogg White Paper on Enterprise Universities shows that of the 153 large and medium-sized enterprises that participated in the survey, more than a quarter said they had already built their own enterprise universities, while another 34% planned to prepare for the construction of an enterprise university within two years.

However, the Chinese enterprise university has not been able to get rid of the traditional concept of talent training, and is still caught in the same predicament: poor motivation of employees to participate in training, the training effect is not obvious, the training and organizational strategy link is weak, and the value of the training function can not be recognized by the organization. ...... Kellogg believes that the university of the enterprise in the training of key Kellogg's view is that corporate universities should first innovate the concept of talent cultivation and reshape the training system, trainers, training focus, and cultivation methods to get rid of the difficulties in cultivating key talents.

From course platter to systematic training

A research on the current situation of China's corporate training system shows that 67.1% of the companies surveyed have not yet established a systematic training course system. Most of the training departments in the implementation of key personnel training program to take the "course platter" mode, with a combination of market "brand-name" courses and instructors.

The accompanying problem is that the training is not targeted more continuity, the training department is often even so distressed: "the market 'good' courses have been on the end of the next year and how to change the new pattern it?"

Corporate university emphasizes the systematic planning of training paths, closely around the employee career development and ability to draw targeted "learning map". GE is known for cultivating the cradle of CE0 of the top 500 companies, its famous Croton Corporate University around the development of GE leaders pipeline, building a comprehensive coverage of career

For example, the NMDC program is offered to new managers around the world, and the AMC program is offered to those above the level of general manager or director, to help executives to be competent in not only a single management job, but also to be more skillful in dealing with different aspects of problems, such as purchasing, production, and marketing, etc. The MDC program is aimed at CEOs or reserve CEOs of various business segments, to realize the leap in management ability. The BMC program is designed for CEO-level managers of a particular business on a particular continent, and executives are selected from all over the world to participate in the training. The systematic and targeted curriculum has helped GE build a complete leadership development pipeline, ensuring the relevance and continuity of management training and the unity of the management language.

In terms of professional talent development, Cathay Pacific Airway's approach is to draw a comprehensive learning map for each line of business talent to help staff development. For example, airport department staff will receive induction training for all new staff when they join the company, and then enter the airport department for induction training, and then receive job skills learning and assessment certification after they have been assigned to their jobs, and after the six-month apprenticeship period is over, they will receive training to enhance their excellent service skills. In this way, with the career advancement of employees, constantly targeted to improve and perfect the level of competence of employees, so that talent training through every important part of the growth of employees.

A systematic "learning map" that closely follows the career development and competency requirements of employees is the basis for ensuring the development of key talent. Whether it's management or professional talent, corporate universities have gone from "foreign monks" to leaders teaching "foreign monks can't read the scriptures" has become a pain in the ass of corporate training: after the introduction of a large number of external lecturers, companies are increasingly feeling that this move is a "scratching the itch". "Scratch the itch", these trainings can not touch the actual business of the enterprise; the managerial level and backbone employees have listened to too many classic cases like "Coke War", familiar with the "Blue Ocean Strategy" and other management buzzwords, and so on one after another. The company's main goal is to provide the best possible service to its customers, and to provide the best possible service to its customers in the future.

In world-class companies such as P&G and Toyota, internal instructors account for more than 50% of the training instructor resources. Now more and more Chinese companies are beginning to realize that the burden of internal knowledge and experience transfer must be borne by the company's "internal lecturers" and even leaders, as long as this can be the unique value of the enterprise precipitation, and spread out. One of the key tasks of the enterprise university is to build a team of internal trainers, the importance of which has exceeded the training itself and become an important step in the realization of corporate strategy.

A common challenge in building an internal instructor team is the labor-teaching paradox, where instructors lack incentives, time, or willingness to participate in internal lectures. The core role of a corporate university is to facilitate the formation of an internal sharing and teaching culture, in which the behavior of leaders is critical. The hands of outstanding enterprises are personally involved in developing talents, allocating 1/3 of their time each year to talent development, and even spending up to 30 days in personal lectures. Corporate universities are able to develop matching courses, design teaching activities, and provide learning environments based on the leader's strategic thinking, and maximize management's ability to fulfill their responsibility to develop employees.

COFCO, China's leading food supplier and a Fortune 500 company, advocates that "the first person in charge of each unit is the first trainer". Chairman Ning Gaoning is COFCO's first trainer and personally participates in the curriculum design, classroom instruction and facilitation of the Zhongliang Academy (COFCO's corporate university). COFCO believes that training is a way of working as a team, constantly thinking about what problems exist, how to solve them, and what methods to use to solve them, so as to promote the development of the organization. In this process, management at all levels act as lecturers, introducing everyone into an environment through organizational guidance, stimulating wisdom, summarizing and condensing it to form a unified mindset. Under the leadership of Chairman Ning Gaoning, the company's president, vice presidents and management at all levels are often involved in lecturing and educating people, and a lively culture of preaching, sharing and team learning has been formed within the group.

From Individual to Team Learning

The success of a company does not depend on a number of highly skilled "star" employees, but rather on a well-coordinated and excellent "team". Traditional training can improve the skills of individual "star" employees through well-designed instructional activities, but little thought has been given to helping build a high-level "team.

The enhancement of an organization's capabilities is based on the development of individual employees, the mastery and application of relevant operating rules, and the inculcation of the same goals and values through the ****, so that the team as a whole can show tacit understanding and consistency, and think and act like a "single person". From the staff's personal ability to improve, to improve the ability to collaborate with the rules of proficiency, and then to agree with the *** with the concept of cultivation to achieve the organizational capacity to achieve a step-by-step ladder-style development. Therefore, while focusing on the development of employees' abilities, the university pays more attention to the team learning of the organization, and focuses on the cultivation of tacit understanding and consistency among the teams.

China Resources Group since 2003, the introduction of action learning approach, through the team seminars and reflection, to solve a lot of tricky practical business problems. Since the pilot to the full promotion, the Group's major business sectors, including real estate, gas, electricity, retail, cement and pharmaceuticals at all levels of profit centers and molecular companies have launched action learning activities. The action learning activities carried out by CRH Corporate University have distinctive features: based on solving practical business problems, the topics selected for training activities are key issues and problems encountered in the course of business operations, such as

cost control, product strategy and delayed project schedules, etc., and set up a clear improvement targets and goals; diversified team participation in the training, it is mandatory for the action learning team to select project members from different departments and specialties. Members of the action learning team are required to come from different departments and specialties to ensure that the discussions and suggestions are from multiple perspectives, and at the same time produce the positive effects of team bonding and cultural unity; Strictly structured process, the training process is based on the design of a strict process framework, which provides practical discussion tools to help team members unify the language of work and problem solving methods. China Resources Group action learning method has been a great success, not only greatly reduce operating costs to enhance economic efficiency, but also accelerate the team building and management of the enhancement, strengthening the penetration of corporate culture.

From focusing on individual to team learning, the training concept of the enterprise university has undergone a major transformation, facing the crux of the training involves a wide range of training, training effect is difficult to measure. Through team learning, all members are invited to participate in the same *** and give a commitment to ensure that individuals trained independently will not be "knocked back to their original form" after work.

From single training to diversified development

Training "721 law" is well known, that is, 70% of the training and growth of employees rely on job practice and exercise, 20% rely on job coaching and feedback, only 10% rely on face-to-face classroom. Therefore, the enterprise university in the training of key personnel to emphasize the diversity of training methods, not only training, but also to provide more support for the development of means.

Many excellent companies scientifically cultivate and develop talents through diverse methods such as assessment and feedback, face-to-face teaching, online learning, job rotation and coaching. For example, GE's BMC program usually lasts 4 weeks, and in addition to the first week at GE Croton College, the remaining 3 weeks will be divided into different groups to conduct research and interviews on the same topic in different countries around the world. For example, on the topic of how to improve GE's business through social networks, the program brings together perspectives from different countries around the world to form diverse solutions.

The transformation of new executives at Bank of America consists of a series of learning events. Each year, new executives who are promoted to one of the 250 core executive ranks receive an induction program when they take up their new role. It will detail a roadmap for a successful first year, including what relationships to focus on, what information to get up to speed on, what the main goals of the job are, how to develop oneself, and what other stakeholders expect of him at different stages. These learning resources and tools have proven to be very valuable. Novartis Pharmaceuticals for the shaping of managers with organizational competence, specially designed leadership development plan tool (Leadership Standard Development Planner), for each leadership qualities, provides a complete 5 categories of cultivation methods and recommendations, and provides a rich library of learning resources will be targeted to provide a wealth of

As a strategic talent cultivation function, Enterprise University has a brand new breakthrough and practice in curriculum, faculty construction, training objects and cultivation methods, etc., which helps enterprises cultivate key talents more systematically, efficiently and scientifically, and construct unique soft power for long-term development of enterprises.