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The first step in talent development: talent assessment
As the name implies, the first step in talent management is of course focused on identifying the talents to be developed. In the first chapter, the teacher put forward the evaluation principle of “performance-growth matrix”: each manager can evaluate the existing two dimensions: performance (work completion) and growth (ambition and potential). The level of team members and the development of their plans. In the classroom, through the analysis and discussion of several employee cases, the different objects are discussed together, so that the students can understand the principles more accurately and improve the accuracy of the assessment.

Step 2: Find high potential talents

According to the analysis of different cases and quadrants, we corresponded to the matrix and found the area of high potential talents - "stars". Because the situation of each object in the team is not necessarily the same, as a manager, what we have to do is to actively plan and guide the development of the team, including allowing the "Golden Bull" to surpass itself, expand the skills, and let the "star" bear Re-appointment, recognition and promotion, so that "problem children" can grow as soon as possible;

Step 3: Explore the ability to be developed
After the development target is clearly defined, it needs to be clarified to improve its ability to be promoted to help its development. In order to help the trainees understand, the teacher specially arranged the rapid integration of the development map construction link: each group set up an object employee, combined with the actual situation of the employee and the plan to build a development map, find the advantages and disadvantages, and then complete the coach development. During the discussion, each group of partners was actively communicating and found the corresponding capabilities and methods through discussion and judgment. The atmosphere was very enthusiastic.

Figure: Development map of some capabilities

Fourth focus: coaching development
Finally, based on the above maps, coaches need to use the means of development to help talents to embark on the success stage. “Coaching development” focuses on communication and motivation. In order to help everyone understand the specific process, the teacher invited a student to play The employees to be upgraded will be motivated and guided step by step. Coaches need long-term development as the core. Through the communication of “speak carefully, respond in good faith, encourage participation, support commitment” and other stages, we will discuss the future prospects and framework with the participants. Each stage is very important.

The training of dry goods is finally over. The teacher focuses on the essence and summarizes the key points about talent development (echelon construction + focus on reality + two-way communication):
First, the development of employees must follow the hierarchical and echelon-style development.
Second, the development of any one person should be seen dynamically, look at the gap between the current status of the ability and the future stage, and discuss with the staff.
Third, in the process of coach development, not only listen to each other's voice, but also have interactive means of communication.

Finally, I hope that students can apply coaching management and interact with talents in the actual work in the future to achieve the perfect transformation of talent development. Let us accelerate Dongguan Zhongtian to become China's Zhongtian.