某集团上市公司人才梯队建设.ppt

Setting the Stage … What is Impacting Attraction and Retention in Your Organization Today? What are the Attraction and Retention Strategies Your Organization is Considering? What “Alternative” Workforce Management Strategies has Your Organization Considered and/or Implemented? Defining Succession Planning A dynamic, on-going process of systematically identifying, assessing and developing leadership and management talent; and assessing, developing and recognizing “key contributors” to meet future the organization’s strategic and operational needs. What Is Your Strategy for Succession? Drivers of Succession Planning: Demographics Baby Boomers, 1946 – 1963 Population 72 million (USA) Baby Boomers, 1946 – 1963 Population 72 million (USA) Today’s Traditionalists – Confident in social security and health care access following retirement, still plan to work during retirement. The Self-Reliant – Aggressive savers, confident in retirement savings, plan to work part-time for the sake of enjoyment mainly. The Strugglers – Not saving any money for retirement, not satisfied with current savings, concerned about social security and health care access, will need to work during retirement. The Anxious – Not optimistic about retirement, not satisfied with current savings, concerned about social security and health care access, will need to work during retirement. The Enthusiasts – Optimistic about retirement, do not plan to work when retired, can’t wait to retire. Generation X, 1964 – 1978Population 62 million (USA) Reality Gen X’ers think about work differently than earlier generations… Are cautious about investing in relationships with organizations and employers Fear of unreliability Invest emotionally in themselves and think like entrepreneurs Are independent and creative problem solvers Seek effective managers Thrive on feedback so they can adjust to become more successful Comfortable with computer Technology and information overload Generation Y, 1979 – 1994Popu