In his First Things First, Covey concludes that a secret of those who succeed is they put the main focus on important but not urgent things like training young people.
The same is true of building up a corporate talent pyramid. While there are only a few people at the top of the pyramid, HIPOs in the middle of the pyramid play a key role in mobilizing an organization's workforce.
Dr. Li Jun, Chairman of Leyard Group & Honorary President at the IOL said, The world today is volatile, uncertain, complex and ambiguous. Companies will face more opportunities and challenges. Now is the critical time for HIPO cultivation. We should focus on training HIPOs for strategic positions, expand talent pool and get prepared.
There is a "wall" called execution between our potential and results. Management is a journey of continuous problem-solving without end. How to find high-quality talent from different business systems, with different cultural backgrounds and at different management levels, and how to help them progress and become middle management? The IOL submitted a deliverable with "to B" characteristics.
Three steps for building a talent ladder
The Leyard Corporate Social Responsibility Report published this May revealed that Leyard “4H Employee Care” provided every employee with space and opportunities for sustainable development in 2019.
Specifically, the group organized 21 internal training sessions exceeding 500 hours, 618 key personnel trained each time on average, 4.6 points (on a 5-point scale) of average satisfaction, and 36 OH&S training sessions.
The IOL has its own Eagle Program for talent training. In particular, development programs are created for different personnel according to business requirements and employees' qualities, and New Employee Young Elite Program, Middle Management Flying Program, and Top Management Soaring Program are further created for "new job competency, on-the-job promotion, and reserve development".
Six steps for learning progression
For the Middle Management Flying Program, nearly 200 candidates are recruited in the HIPO program from over 800 key employees across the group, and 40 young and middle-aged employees who met 16 performance indicators are selected as the trainees of the Flying Program camp.
For helping employees make up for the skills they lack and close experience gaps, the IOL has developed 6D rules and 721 learning rules in combination with the learning programs to help trainees design their personal learning and development plan through six steps of selection, learning, identifying, practice and evaluation.
Leyard has launched a "micro" action learning program for the first time in the light of the actual circumstances and helps employees apply what they've learned through "learning", "practice" and "guidance" for changing their thinking and behavioral patterns and enabling unity of knowing and doing at both corporate and personal levels.
Preservation plus value addition enable closed-loop talent management
Leyard has created a "middle management competency model" by studying the core competence of excellent employees for providing an evaluation basis for future promotion, transfer and entry. Trainees can expand their perspective from a single point of their job to the whole picture of all phases of project management and increase their value while maintaining current value level.
The management and core business units select "top three" practical results, carry out a pilot program to roll out tools, methods, and logics derived from the practice across the group, and get involved in continuous improvement to help the team create a "information sharing - shared vision - common action" virtuous circle.
The biggest challenge of the era is that the future "has come forward". The only way to grasp the future is to change. We will continue to be based on business strategy, drive srategy execution with talent strategy, and build up a sustainable talent team.
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