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1、在微软构建人才开发通道(ConstructionoftalentdevelopmentchannelinMicrosoft)Likeallstrategicdecisions,thedevelopmentoftalentstrategyalsoneedstoconductadetailedanalysisofthespecificenvironmentofthecompany'soperation.Intheprocessofformulatingstrategies,businessleade
2、rsandhumanresourcespecialistsmustconsiderwhatbusinessstrategyisandhowtoimplementbusinessstrategyWhataretherequirementsofbusinessstrategyforhumanresources(e.g.,capabilities)?Howtodevelopanddeployessentialtalents?Microsofthastransformeditsmarketingdepa
3、rtment'shumanresourcestrategy-startingtofocusonrecruitinganddevelopingcollegestudents,whilecontinuingtofindanddevelopMBAtalent.Microsoftreformitstalentstrategy,theintroductionofcollegegraduatesmainlyfortwoconsiderations.Firstofall,Microsoftattachesgr
4、eatimportancetotheuniqueknowledgeoftheenterprise,andbelievesthatitcantraincollegegraduatesandenablethemtohavetheseabilities.Secondly,Microsoftnotonlywantstogettalentedpeoplewithexcellentmarketingability,butalsohopestobuildasupplylineforfutureleaders,
5、andcontinuouslytransportleadingtalentswhocantrulycommittothesuccessofenterprises.Settingbenchmarks:thefirststep,butnotthelaststepGiventhatthebusinessandculturalenvironmentofthefirmisverydifferent,itisdifficultforanenterprisetosucceedifitcanonlyreplic
6、atetheplansorstrategiesofothercompanies.However,whenstartinganewproject,settingbenchmarkscanprovidevaluableinformationfortheenterprise,becauseitrevealsthevariousfactorsthatshouldbetakenintoconsiderationinthespecificcircumstancesoftheenterprise.Micros
7、oftinvestigatesotherstrengthsTheleadingenterprisewithgreatmarketingabilityishowtodevelophumanresources.Throughtheinvestigation,Microsoftlearned:Theleadingmarketingcompanyhasinvestedheavilyinthedevelopmentofmarketingtalents.Therecruitmentanddevelopmen
8、tofmarketingpersonnelismainlyaimedattheMBAlevel(i.e.,thetypicaldevelopmentscheduleis12~18monthslong,butitmaylastfor5years).Everycompanyadoptsaseriesoftrainingmethods,includingformaltraining,informaltraining,specialprojects,mentoringprogramsandnetwork