找對了人上車,把不適合的人請下人車,安排對的人坐在正確的位子上。(摘自柯林斯2001所著: 從A到A +)。 不論是面對接班人問題或內部職位出缺時,企業如果拔擢不適任的人擔任領導者,則其後果往往是企業所無法承擔的。而是否能成功的落實接班人計劃,其關鍵在於是否有一個有效且較完善的機制來運作。而發展一套有效的流程不僅僅只是挑選一種篩選的工具而已,其他成功關鍵因素還包括企業組織發展的程度、定義清楚的能耐指標、當事人的積極參與、高階主管的支持以及對投資於人才培育發展的承諾。 本個案主要是探討個案公司之中階管理階層領導能力評鑑的過程,對照於公司所定義之能耐指標間之差距。而建議當事人發展方向以符合公司整體業務發展的策略。
“Get the right people on the bus, the wrong people off the bus, and the right people in the right seats.” Jim Collins, Good to Great. 2001. When facing the succession issue or internal job vacancy, business cannot afford to promote the wrong person. Should there be an appropriate methodology make a significant difference in the successful implementation of succession planning in an organization. Developing an effective process is more than just a tool selection, it should also consider the readiness of organizational development, clear competency model, individual involvement and management’s support and commitment on investment re people development. The study examines the process of profile reviewing, based on company’s competency compass to find the gap between individual behavioral vs. company’s competency requirement. And propose the follow up development direction to individual aim to close the gap.