第42届全球人才评鉴高峰会

暨领导人才发展论坛THE 42ND INTERNATIONAL

CONGRESS ON ASSESSMENT CENTER METHODS

AND DEVELOPING LEADERSHIP TALENT

企业打造人才供应链的十项修炼

倍智创始人、CEO 许锋博士

Ten Practices for Enterprises to Build the Talent Supply Chain

Dr. Xu Feng, Founder & CEO of TaleBase

许锋博士是中国企业人才供应链建设思想的先驱，拥有20多年人力资本工作和咨询经验，曾任职怡安翰威特大中华区副总裁，华信惠悦首席顾问，宝洁人力资源部经理等职；是中山大学客座教授，及广东省人力资源研究会副会长，喜马拉雅FM人力资源领域大V。

讲师简介：许锋博士丨倍智创始人、CEOLecturer Profile: Dr. Xu Feng | Founder & CEO of TaleBase

Dr. Xu Feng is a pioneer in the concept of talent supply chain development in Chinese enterprises. With over 20 years of manpower and consulting experience, he worked as vice president of Aon Hewitt in Greater China, chief advisor of Watson Wyatt, and Human Resources Manager of Procter & Gamble. A verified influencer in human resources at Himalaya FM, Dr Xu is a visiting professor at Sun Yat-senUniversity and vice president of the Human Resources Research Association of Guangdong Province.

20+年人力资源从业经验

20+ years of HR experience

6本人力资源专业书籍

6 HR books published

1000万+许锋博士喜马拉雅FM收听量

10 million+ hits on Himalaya FM

三个问题Three Questions

• Is the company really short of manpower?

• Does the company have extra people?

公司真的

缺人吗？

公司员工

多人吗?

人岗匹配的理想状态，

业绩能增长多少？

• How much can business performance grow with an ideal state of person-job match?

打造人才供应链的目标

是实现组织 可持续 的 高绩效均衡

The goal of building the talent supply chain is to achieve the organization's sustainable high-performance balance

低绩效均衡 到 高绩效均衡的“微笑曲线”The Smiling Curve from Low-performance Balance to High-performance Balance

稳定性高，绩效水平高

稳定性低，绩效水平高稳定性低，绩效水平低

稳定性高，绩效水平低

低绩效均衡 高绩效均衡

稳定性

高

低

绩效水平低 高

公司绩效与员工稳定性的关系Relationship between Company Performance and Employee Stability

Performance Level

Stability

High

Low

从 低 绩效均衡到 高 绩效均衡

唯一路径是 换人The only way to transfer from low-performance balance to high-performance

balance is to change person

绩效公式：

绩效=动力X能力Performance = Drive X Capability

Performance Formula:

• 动力机制的核心是关键少数 The core of dynamic mechanism is the key minority

The dynamic mechanism is the engine and premise of multiplication• 动力机制是发动机，是倍增的前提

• 动力机制的变革要先于能力机制 The change of dynamic mechanism should come before the capability

mechanism

• 动力机制的调整和人员的调整通常并行 The capability mechanism has a long development period, which needs

incremental offset stocks

• 能力机制建设周期较长，需要增量冲击存量 Adjustments of dynamic mechanism often runs parallel with

personnel adjustments

的风险指数级高于人员不足的风险

人员冗余

The risk index of staff redundancy is 10 times higher than risk of understaffing

储 备Redundancy Reserve

冗 余 VS

冗余就是库存，去库存最好的方式是0库存！

&

轮 换

Redundancy means inventory, the best way to get rid of inventory is zero inventory!

Job Rotation

Internal Flow

内 部 流 动

内外两条人才供应链的共同起点是

校园招聘

得校招者得天下

Those who win campus recruitment win the world.Campus recruitment is the common starting point of internal

and external talent supply chains.

选对、留住、用好管培生，建好子弟兵队伍

• 管培生是人才？还是人手？

Are management trainees talents or labors?

• 管培生的3年存活率有多少？5年呢？

What is the 3-year survival rate of management trainees?

What about 5-year survival rate?

• 管培生的招聘成本怎么计算？

How to calculate the recruitment cost of management trainees?

• 到底怎么留住管培生？

How to retain management trainees?

策略

体验

技术 代言人

雇主品牌校园招聘

五项修炼

Select the right people, retain and make good use of them ，then build a great team

Five Practices of Campus Recruitment:

Strategy, Employer Brand, Experience, Technology, Spokesperson

数据来源：倍智人才研究院《2016年度应届生能力画像白皮书》

5

6

7

4

言语推理 数字推理 逻辑推理

985/211

非985/211

能力倾向

以行动

为导向

善于社交

服务意识

说服影响

冲突管理

正直可靠

商业头脑

分析能力

创新意识

制定计划

追求成效

处理压力

与挫折

人际互动 任务执行

把合适的人才放到合适的位置上去

应届生≠管培生！985/211也不是什么能力都强！

认知能力

Fresh graduates ≠ management trainees! Not all graduates from 985/211 universities are talented!

Put the right talents in the right positions

Cognitive Ability Aptitude

校招必须抓住三个关键：选对、留住、用好！Three Key Points for Campus Recruitment: Selection, Retention and Utilization!

Retention Difficulty—The average turnover rate of freshgraduates within 1 year of employment is as high as 25%

• 难留：入职1年内的应届生平均流失率高达25%

• 难选：834万应届生如何判断良莠？Selection Difficulty—How to select the best candidates from 8.34million fresh graduates?

• 难懂：千挑万选招进来，80%都想着走Understanding Difficulty—80% of management trainees haveSeparation risk.

• 难管：公司希望重点培养，直线上级抱怨没法管

Management Difficulty—The company intends to focus ontraining while superiors complain of inability to manage them

基于年度招聘数据和聘用人员测评数据，建立管培生画像Establish the management trainee portrait based on annual recruitment data and evaluation data of personnel employed

某地产公司管培生画像示例

Example of Management Trainee Portrait of a Real Estate Company

• High IQ

• Possess Ideals and Ambition

• Curiosity

• Confidence and Sense of Superiority

• Calm and Not a Risk-taker

• Smart and Savvy

• Focus on Benefits

• Focus on Own Value Output

能力 分解、盘点和组合

是打造人才供应链的核心

The key to bulid the talent supply chain is breakdown、inventory and combination of competency.

我们雇佣的是能力

三个臭皮匠 VS 一个诸葛亮

We hire competency

Three Stooges VS One Wise Man

64% 27%

31%69%

25%

21% 55%

41%

没有完美的个人 但可以有完美的团队There is no perfect person but it is possible to have the perfect team

团队领导力水平与企业业绩正相关，拥有卓越的管理团队是致胜关键

数据研究显示，高增长企业的管理者，有超六成领导力水平处于优秀，

而其他企业的领导力水平优秀者不足三成。

超过2倍Over 2 times

来源：倍智人才研究院《2016-2017高绩效领导力白皮书》

Team leadership is positively correlated to business performance. A team with a high level of leadership

is the key to success

Data research found that over 60% of managers in high-growth enterprises demonstrate excellent leadership, but less than 30% of managers in other enterprises show excellent leadership.

11%32%

27%

42%

62%

26%

高增长企业 其他

优秀 一般 较差

High-growth Enterprises Others

Excellent Average Poor

Source: TaleBase Talent Institute's “2016-2017 High Performance Leadership White Paper”

高增长企业的管理者在9项能力上展现出明显的优势

来源：倍智人才研究院《2016-2017高绩效领导力白皮书》

Managers of high-growth enterprises demonstrate evident strengths in the 9 competency

务业和略战理管 Strategy and Business Management•力察洞业商 Business Insight•革变与新创 Innovation and Change•策决杂复出作 Making Complex Decisions•理管心重作工 Work Priority Management•理管程流 Process Management

队团和际人理管 Interpersonal and Team Management•队团效绩高造塑 High-performance Team Building•通沟效有 Effective Communication

我自理管 Self-management•动驱我自 Self-driven•力能压抗 Stress Tolerance

中高层管理者20项核心领导力得分分析

高增长企业 其他

商业洞察力

工作重心管理

流程管理

作出复杂决策

创新与变革

自我驱动

有效沟通

抗压能力

应对困境

管理与监督

坚持原则与价值观

合作共赢 客户导向

计划与组织

组织敏锐度

人际影响力

知人善任

处理矛盾问题

关心他人

Source: Talebase Talent Institute's “2016-2017 High-performance Leadership White Paper”

Analysis of 20 core leadership scores of middle and senior managers

不同性格特质的管理者适合不同的业务的发展阶段

稳定发展

增长利润

转型变革

新兴业务

核心业务

倡导者

创业者 设计者

推动者

控制者 教练

战略业务

实效者

通才传统者

Managers with different personality traits are suitable for different stages of business development

stable development

Transformational change

growthprofit

是人才供应链管理的基础

三图一表

Three Maps and One Matrix is the foundation of talent supply chain management

三图一表 Three Maps and One Matrix

战略地图 人才地图

学习地图 技能矩阵

Strategy Map Talent Map

Learning Map Skill Matrix

选比育更重要，

选对 是第一位的

Selection is more important than training.selecting the right people comes first

没有受过训练的HR,是企业最大的浪费

标杆公司将30%的资源前置到培养前的人才选拔阶段Benchmark companies invest 30% of resources in talent selection ahead of talent training

Untrained HR is the maximum waste of company.

预 测性 的 方 式 培 养 通 用技能

J I T 的 方 式 培 养 专业技能

Predictive General Skills Training

JIT Specialized Skills Training

预测性 JIT

周期长，有阶梯性 小批量、多批次

通用技能：领导力转型 专业技能

基础 机动学习

形式

培养内容

适用

通用能力的培养需前置General skills training must come first

高绩效 ≠ 高潜力

梯队建设 潜力是第一位的

High Performance ≠ High Potential

The key factor in building team is Potential.

选对人永远是企业的头等大事，而潜力必须是第一标准Selecting the right people should always be the top priority and potential must be the first criterion

高潜人才≠高绩效

在高绩效人才里面，只有29%的人同时是一个高潜人才；

Among high-performance talents, only 29% of them are high-potential talents;

Among high-potential talents, 93% of them are high-performance talents.

而在高潜人才里面同时是高绩效的人的比例会达到93%。

High Performance High Potential

谁是高潜？Who are high-potential talents?

高潜

高潜

驱动力

高潜

因素

• 自我学习力Self-learning Ability

• 多视角思考Multi-perspective Thinking

• 人际敏感性Inter-personal Sensitivity

• 情感成熟度Emotional Maturity

是不是有长期发展潜质？ 是不是有强烈发展意愿？

Those with long-term development potential? Those with strong development interests?

High-potential

FactorsHigh-potential

Driving Forces

• 独立自主

• 灵活性

• 成就

• 多样性

• 积极性

• 权力导向

Independence

Flexibility

Achievements

Diversity

Positivity

Power Orientation

高潜因素包括：自我学习力、多角度思考、人际敏感性、情感成熟度

自我学习力

有强烈的好奇心和学习愿望，乐于承担未知的、挑战性的风险或岗位，敢于

尝试用不同的方法来解决工作上的问题或困难，而不仅仅局限于目前岗位的

基本要求

多视角思考

从多个角度、多个领域进行信息搜集和观察分析，超越本岗位而用更高岗位

的广阔视角去思考复杂问题，并以一种创新和有效的方式解决问题

人际敏感性

尊重他人，主动并准确地理解他人的经历和观点，仔细聆听他人的观点并澄

清问题的关键所在，更多地看到他人的优点和长处，并善于从他人的经验和

反馈中学习

情感成熟度

在不熟悉的岗位、面临新任务及高度挑战性的环境中持之以恒，在困境下保

持情绪的稳定性，愿意接受他人的批评并从中学习如何改进和提高，也很快

从挫折或失败中恢复和成长

* 倍智基于2000万测评数据，4000家标杆企业实践，并参考知名企业的高潜人才选拔标准，建立高潜因素模型。应用于100多家高潜人才选拔的客户

High-potential Factors include: Self-learning Ability, Multi-perspective Thinking, Inter-personal Sensitivity and Emotional Maturity

高潜驱动力

高潜因素

高

低

低 高

高 高潜因素

高 驱动力

低 高潜因素

高 驱动力

高 高潜因素

低 驱动力

低 高潜因素

低 驱动力

76.3%45.2%

38.1%6.8%

数据来源：倍智人才研究院《2016-2017高绩效领导力白皮书》

成才率：双高人群是双低人群的11.2倍Talent Rate: The Double-high group has a talent rate 11.2 times higher than the Double-low group.

通过高潜因素和高潜驱动力量化潜力因素，可有效 预测 测评者在企业中长期发展的可能性Quantifying potential factors through high-potential factors and high-potential driving forces can effectively predict the possibility of

medium- to-long term development of the assessed person in the enterprise.

人才培养ROI最大化，

基于 数据洞察和测训一体化

ROI maximization of talent development is based on data insight as well as assessment and training integration

顶尖人才具有强大的乘数效应

简单销售模式

普通销售人员 优秀销售人员

复杂销售模式

业绩高出1.59倍 业绩高出2.89倍

销售人员的效能分析示例：

Top talents have a powerful multiplier effect

相对于人才对组织的需求，组织对人才需求更强烈得多！An organization has a much stronger demand for talents than the talents do for an organization!

• Nearly half of the employees in an organization have a less than 5% chance of becoming top employees at the next level

• A star employee can achieve performance 3 times greater than ordinary employees; a superstar employee may achieve performance 12 times greater than

ordinary employees

• 组织内部近一半的员工只有不超过5％的机会能成为下一级的顶尖员工

• 一个明星员工的绩效能达到普通员工的3倍，如果是一个超级明星，这个数据可能达到12倍

Example of Efficacy Analysis on Salespersons

Complex Sales ModelSimple Sales Model

Common sales Top sales

6.7

7.0

6.0

8.0

8.5

8.0

8.3

9.0

7.0

7.0

6.0

6.0

6.0

5.3

5.5

6.0

0.0

10.0抗压能力

沟通表达

社交能力

行动导向

分析与问题解决

适应性与创造性

说服影响

销售动力

顶尖销售与普通销售能力差异

顶尖销售 普通销售

数据来源：倍智测评数据库中2000名顶尖销售和30000名普通销售的测评数据，主要分布在房地产、快消、医药、金融等行业

从能力上看，顶尖销售与普通销售在抗压能力，沟通

表达和社交能力上差异不大；

顶尖销售的能力特点Ability Characteristics of Top Salespersons

Ability Differences between Top Salespersons and Ordinary Salespersons

In terms of abilities, top salespersons and ordinary salespersons have

little differences in stress tolerance, communication and social skills;

But there are great differences in action orientation, analysis and

problem-solving, adaptability and creativity, persuasion impact and sales

motivation, which are the core competencies of top salespersons.

而在行动导向、分析与问题解决、适应性与创造力、

说服影响与销售动力上顶尖销售与普通销售差异很大；

这些因素是顶尖销售的核心能力。

不同行业对销售特质的要求侧重点不一样

对互联网、房地产、快消、互联网金融四个行业的销售测评数据进行分析，发现销售动力在

四个行业中都是最能区分绩优绩差销售的特质，排名二、三的特质在四个行业中不尽相同。

4.00

6.00

8.00

互联网行业销售特质

绩优 绩差

4

6

8

房地产行业销售特质

绩优 绩差

4

6

8

快消行业销售特质

绩优 绩差

4

6

8

互联网金融行业销售特质

绩优 绩差

Different industries have difficult emphasis on sales traits

According to an analysis on the sales assessment data of the Internet, real estate, fast-moving consumer goods and Internet finance industries, sales motivation is the sales trait that best distinguishes high performance from low performance. The second and third-ranked traits vary in

绩优绩差销售人员大五性格差异分析

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

抱负 对抗性 独立性 活力 乐群性 社交性 条理性 责任感 精确性 利他 同理心 信任 焦虑 忧虑 敏感

绩优 绩差

Analysis on Differences of Top Five Personality Traits of High-performance and Low- performance Salespersons

绩优人员的性格特点为：

• 高抱负：更喜欢追求挑战，更有成就心；

• 高活力：更喜欢快节奏的工作，精力充沛，喜欢新鲜事物；

• 高条理性、高责任感、高精确性：计划性更强；

• 高利他、低同理心：更愿意帮助别人，但是关注己方利益

• 低焦虑：更加沉稳，大事来临前不会惊慌失措；

Personality Traits of Highperformance Salespersons:• High ambition: Prefers challenges and greater achievement motivation

• High energy: Likes fast-paced work, full of energy, fond of new things

• High rationality level, strong sense of responsibility and high accuracy:

• Strong sense of altruism and low empathy: More willing to help others but pays

attention to their own interests

• Low anxiety: More calm, does not panic before major events.

看病先检测 学前先测验 任职先考察

测训一体化 ＝ 测+训 ＝诊断+发展

Assessment and Training Integration=Assessment + Training = Diagnosis + Development

Testing before Disease Diagnosis Test before Learning Investigate before Being Appointed

无时差 的人才补给

没 有 今 天 的 无 时 差

只 有 未 来 的 无 时 差

No time difference for talent supplyWithout today's no time difference, there will

only be no time difference in the future

聚焦高绩效首先需要聚焦能够创造高绩效的人才

公司前20%的员工是真正为公司发展创造奇迹

的人，对这些人需要物质+精神的激励倾斜！

Jack WelchFormer CEO—General Electric

20%

High-performance talents must be focused first who can achieve high performance

The top 20% employees are the people who work wonders

for the company's development. They need material and

spiritual incentives to further inspire them!

50% I spend over 50% of my work time in talent selection and utilization. I

only have no more than 60% success rate in talent selection despite

I spend so much time on selecting people.

我把50%以上的工作时间花在选人用人上，即使我花了这

么多时间在选人用人上，我选人的成功率也不超过60%。

人才供应链的核心是为组织源源不断的供给高绩效的人才The core of talent supply chain is to continuously supply high-performance talents for the organization

• 哪些是企业的核心关键岗位？

• 关键岗位需要什么样的要求（岗位画像）？

• 哪些人是/未来可能是高绩效人才（人才画像）？

• 这些人在哪里？内部还是外部？

• 我们是否有相应的机制能够帮助选拔出正确的人？

• 我们内部是否有相应的机制能够培养出高绩效的人？

Which are the enterprise's key positions?

What requirements are expected for these key positions (job portrait)?

Who are/may become high-performance talents in these key positions

(talent portrait)?

Where are these people? Inside or outside the company?

Do we have a mechanism in place to help select the right people?

Do we have a mechanism in place to train high-performance people?

企业打造人才供应链的十项修炼

无时差的人才补给：没有今天的无时差，只有未来的无时差

打造人才供应链的目标是实现组织可持续的高绩效均衡

人员冗余的风险是指数级高于人员不足的风险内外两条人才供应链的起点是校园招聘

能力的分解、盘点和组合是打造人才供应链的核心

三图一表是人才供应链管理的基础

选比育更重要，选对是第一位的

预测性的方式培养通用技能

JIT的方式培养专业技能

高绩效≠高潜力，梯队建设 潜力是第一位的

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