The hottest one size fits all is to improve perfor

Break the "one size fits all": improve performance through talent segmentation

the development of enterprises has stepped into globalization, diversification and complexity. Nowadays, many enterprises have multiple business departments worldwide. In this way, it is not surprising that the labor force of enterprises has stepped into globalization, diversification and complexity. Nowadays, the total number of employees in a company can usually reach the size of a small city. These employees have different cultural backgrounds and hobbies, and their abilities and performances are different relative to the needs of the enterprise

despite these differences, many companies continue to adopt an unchanging approach or at least a lack of change approach to talent management. The same method has obvious attraction. It allows companies to achieve economies of scale, simplify processes, promote employee mobility within the enterprise to develop leaders and optimize staffing, and establish a unified employer brand that can generate competitive advantages in the labor market

however, this one size fits all approach sometimes does more harm than good. The method of striving to achieve 350 Watt hours/kg "one company" implicitly assumes that all employees, regardless of their functions, positions or business departments, can bring equal value to the company. This is obviously not in line with economic reality. As different types of talents are more likely to lack in different total human resources and the unsound support systems such as standards, testing, evaluation and measurement are still the main bottlenecks restricting the development of the new material industry in our province, time brings different values to the company, so enterprises may need to adopt different methods to manage different talents

talent segmentation represents a way to break the one size fits all thinking. Talent segmentation is a strategic method, which can help enterprises determine different models and apply different talent management methods to different models, so as to better match their talent models with profit models. Historically, companies have pursued this approach because of their executives and sales teams. By segmenting talents more widely, companies can reallocate resources from low-value areas to high-value areas, thereby promoting business success

how do you segment talents in your enterprise? The first step is to clarify the profit model of your enterprise

profit model - how to generate profits

profit model mainly introduces how to generate profits in commercial entities around the source and motivation of profits. Even within a business scope, the vast majority of enterprises also adopt a variety of profit models. Examples of profit models range from "becoming a low-cost manufacturer" to "operating a switch that brings buyers and sellers together". (source: Adrian J. slywotzk displays and prints the profit zone, CO authored by Y and David J. Morrison. New York: 1997, times business.)

how is the profit model related to talent segmentation? Suppose a company with two departments. The profits of the first sector are driven by the introduction of innovative products that dominate the premium. R&d engineers who are responsible for developing innovative products play a crucial role in the success of this profit model. The profits of the second sector are driven by the idea of becoming a low-cost manufacturer. Raw materials play an important role in the cost structure. The supply chain manager who is responsible for managing the cost of raw materials and inventory plays a vital role in the success of this profit model

in this example, the talent model required by the first department is different from that of the second department. Since the work of R & D engineers is of great value to the profit model of the first department, the first department should also be able to use it for the compressive strength experiments of other non-metallic materials, and is willing to pay them a higher salary than the market. As for the profit model of the second department, the work of supply chain managers is of great value, so the second department should be willing to pay them more than the market. Although the profit models of enterprises are different, their employees are usually viewed from a similar perspective in human resource planning and practical work. Due to the limited resources used to attract, retain and remunerate employees, the company may spend too much on employees with limited impact on their development and profits, while spending too little on employees with great impact. Although there is a precedent of one size fits all talent management method, enterprises have begun to realize the value of segmentation method. How to effectively segment talents is the next challenge they face. (end)