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内部零工人才模式
书籍

内部零工人才模式

跨部门使用人才将如何释放组织潜力

Life Tree Media, 2020 more...

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关键特征

  • 实用性
  • 结构清晰
  • 实例

导读荐语

管理者倾向于透过当前的职责和职位来评估员工的技能。但实际上,员工还拥有额外的技能和热情,希望能够一展身手,而这些都可以为公司所用。人力资源与变化管理专家艾迪·戈德堡和凯利·史蒂文-韦斯从各行各业的不同公司中选取了生动的案例,提出了六大核心原则,帮助组织用好员工的技能。通过新的方式用好现有员工,就能打造敏捷组织,从而应对瞬息万变的新数字经济。

浓缩书

与其招募新人弥补技能缺口,公司更应该在现有基础上学会识人用人

技术给各领域的人力资源都造成了冲击,但人力部门仍在使用传统过时的工具和政策来实施人力资源招聘和监督。公司领导必须考虑运用新的思路来应对挑战,因为当前的环境不断涌现出新的技术,继而对员工技能也提出新的要求。

员工入职时,会带着工作经验和工作以外的兴趣爱好,因此职场中的头衔并不能完全反映出员工的技能。例如,某个员工以前学的是工程,但是现在干的是营销,那么他工程领域的专业背景仍可为公司所用。尽管如此,很多公司仍只会根据员工当下的头衔来安排工作。相比而言,自由职业平台则会列明候选人的技能,这样公司就可以把候选人匹配到不同的项目上去。公司可以在内部参考这种零工经济的做法。

内部人才模型”有六大原则,能够帮助组织用好现有人才

在传统的层级式组织结构中,招聘经理会根据预设的标准将申请人与空缺职位进行匹配。员工通常会在某一职能领域工作,比如会计或工程,从而发挥其在招聘过程中展示出的特定技能。员工朝着实现部门目标的方向努力向上发展,而非横向发展,这导致了人才发展受限。

关于作者

艾迪·戈德堡(Edie Goldberg)博士是全国著名的人才管理和组织发展专家,重点关注如何设计人力资源流程来吸引、激励和留用员工。凯利·史蒂文-韦斯(Kelley Steven-Waiss)是HERE Technologies的前首席人力资源经理,创建了云端人才动员平台Hitch Works并担任首席执行官。


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