Workplace pressure is a kind of pressure, which is a sense of tension caused by many factors such as work itself, interpersonal relationships, and environmental factors.
According to the "2021 Workplace Stress Report", in the past three years, the workplace stress index has hovered at 6, and the overall pressure of workplaces in 2021 is as high as 7.26, a new high in the past four years. With such a high stress index, what is the source of stress?
<h1 class="pgc-h-arrow-right" data-track="5" >, "I also want to have a successful career, but I don't, the pressure is so big~"</h1>
The report pointed out that nearly 70% of the working people feel pressured by the lack of success in their careers. Although the "Buddhist style" prevails in the contemporary workplace, and many people have begun to advocate the "low desire" attitude of life, it is obvious that everyone is just talking.
<h1 class="pgc-h-arrow-right" data-track="34" > two, "The age has arrived, the career bottleneck has arrived, and the pressure is so great!" ”</h1>
Stress comes not only from the outside, but also from within. The data shows that the influence of others is temporary, and "self" is the real "source of pressure". When the basic survival needs of people in the workplace are met, the "self-achievement" at a higher level becomes the main need. At this time, the "workplace bottleneck" has become one of the fiercest roadblocks on the way to meet demand.
<h1 class="pgc-h-arrow-right" data-track="35" > third, positively cope with career bottlenecks and occupational pressures</h1>
Although we often see workplace people respond to social beatings with "naked words", "early C and late A" and other ways, in the face of workplace bottlenecks, nearly 60% of workplace people still rationally choose to solve the pressure caused by career bottlenecks through "further study and learning, supplementing shortcomings". At the same time, most of the workplace people at this stage are middle-level managers, who are facing the transformation to senior managers, and the workplace bottlenecks encountered need to rely more on the help of external forces.
In the face of such a rational choice of people in the workplace, it seems unreasonable for enterprises not to give sufficient support. So, how to help people in the workplace to better improve themselves, supplement shortcomings, so as to break through the career bottleneck and bring more value to the enterprise?
First of all, enterprises need to understand what aspects of the improvement needs of different workplaces. The choice of professionals in different occupations when facing career bottlenecks has career characteristics. For example, programmers value the improvement of professional skills, while sales focus on the improvement of work efficiency.
Secondly, it is necessary to have an in-depth and comprehensive understanding of the advantages and disadvantages of professionals. Just as the so-called "know thyself and know the other, you can win every battle", only by having a full understanding of your own ability can you make a targeted and purposeful personal improvement plan.
Finally, enterprises should also understand whether there is a situation where there is a mismatch between people and jobs, resulting in career bottlenecks.
To complete the above three things at the same time, enterprises need to conduct an efficient and accurate personnel survey, that is, to conduct a talent inventory.
<h1 class="pgc-h-arrow-right" data-track="36" > fourth, with talent inventory to combat career bottlenecks</h1>
According to the above content, we can set the goal of talent inventory as talent mapping and talent development. There are four main steps to conduct a talent inventory:
1. Establish job competence standards: Through the employment department, human resources department and the company's management jointly agreed, what kind of talents are required for the positions that need to be inventoried. This is not only a criterion for us to evaluate the matching of existing talent with jobs, but also serves as a guideline for guiding us in developing development plans for our employees.
Generally speaking, job competency standards include values, intrinsic qualities and professional skills, and can also increase the mental health level, motivation needs and other dimensions according to the actual needs of the enterprise.
2. Implement scientific talent assessment: Generally speaking, we have two common methods for talent inventory: comprehensive evaluation through employee performance (KPI) and 360-degree evaluation, or combined with the former plus talent assessment tools for more in-depth and comprehensive evaluation.
"360-degree evaluation" refers to the multi-party evaluation of the assessee through superiors, colleagues, subordinates and customers, etc., and comprehensively evaluates whether he matches the current position.
The inventory and evaluation through the talent assessment tool is to use authoritative questionnaires and sophisticated algorithms to scientifically analyze the evaluated person's career advantages, personality preferences, motivational needs, work status and other dimensions, and obtain a personal comprehensive quality report.
Finally, the above evaluation results will be integrated to form a talent distribution map, forming a "performance-potential" talent grid, providing a scientific basis for enterprises to make the next talent decision.
3. Application of talent inventory results: After obtaining the above inventory results, in order to be safe, we need to hold a talent inventory calibration meeting to confirm that the results are correct and form a final report. Subsequently, we can apply the inventory results to the ground.
For example, the goal of this inventory is to find out the talent, we can find out which talents are not suitable for the original position through the talent nine palace grid, if he himself is willing to transfer the post, we can make appropriate adjustments;
Secondly, the objectives of this inventory also include talent development. On the one hand, we can find high-potential talents from the nine houses of talents, and through training, we can enter these talents into our talent echelon as candidates for our future talents;
On the other hand, the individual report in the inventory results can help us quickly and accurately understand the strengths and weaknesses of different employees, so as to help the human resources department to develop personalized training programs according to individual circumstances and enhance the vitality of talents.
Although the future is full of unknowns, but the current workplace people have realized, and decided to use "continuous learning" to fight "uncertainty", as a business manager or human resources practitioners, are you willing to use talent inventory to help them?