《Talent Retain Master Class》 《HR和用人部門，如何留住核心人才？》 我們不能老是抱怨公司的各項制度這里不行那里不好，在固定的現狀下如何才能留住核心人才，才更能體現我們自身工作價值和管理能力 春節將至，大批員工蠢蠢欲動！ 主辦方：中仕企業學院 www.chinacpd.com 專注于為500強提供高質量企業培訓，每年在7個領域主辦100多場培訓公開課、企業內訓 北京12月26日，上海1月10日 Standard Price：1天課程3500 RMB/person 【內訓需求】您也可請老師去您公司講授定制型、針對您公司具體情況的內訓，兩天課酬2-3萬元，歡迎隨時聯系我13316122888。 [Training Background 課程背景] 當前中國市場對優秀人才的競爭，已經到了白熱化的程度。人才2-3年流動早已成為慣常現象。企業運行的同時，獵頭之手無處不在，每一天優秀人才都可能接到充滿誘惑的外部電話。如果其在公司不開心、充滿困惑或壓力過大等，跳槽就可能發生。可是，有些公司處于競爭非常激烈的行業，卻依然擁有忠實的中高管理層（至少在公司4年以上）；還有一些企業，薪資僅處在市場中等甚至中偏下水平，卻依舊擁有穩定的中層干部和穩定的關鍵人員梯隊（至少在公司6年以上），這些企業是如何做到的呢？它們靠的是什么？究竟什么可以令企業持續性發展？ The talents competition in Chinese market has come to the fevered pitch. It is a normal phenomenon of talents flow in different industries in 2 or 3 years. No matter how the enterprise salaries integrate with the market, there are still core talents leaving. At the same time of enterprise operation, there are also headhunting companies everywhere. Talents are likely to receive external phones full of temptation every day. If they are not happy, filled with puzzles or have too much pressure, etc. they may change jobs. However, some companies are in a very competitive industry, but still have loyal management layers (at least 4 years in the company); There are still some companies, the average salaries are only in the middle or even lower level in the market, but still have stable middle-level cadres and key personnel echelons (at least 6 years in the company), How do these companies do it? There are a lot of valuable work that can effectively retain the core talents or delay the leaving time from the company level and the perspective of HR’s work. What are the jobs on earth? [Who should attend 誰應參加] 人力資源總監/經理/主管/招聘經理/主管/員工關系經理 用人部門總監、用人經理、Line Manager HRD/ Manager/ Supervisor/ Recruit Manager/ Labor Relations Specialist Line Manager/ Managers in Sales dept. / Marketing dept. / R&D dept. etc. [Training Content 培訓內容] 一. 人才流失的原因反思 1. 討論：人才離職的個因／內因／外因？ 2. 人才流失模型 3. 案例解析 4. 留才中的系統思維 1).陰陽表里圖 2).系統循環練習：核心人才離職后的連鎖反應 5. 留才效果分析與影響因素 二. 核心人才的保留 1. HR和用人經理保留核心人才的九項工作 2. 核心人才名單和信息檔案 1). 核心人才盤點圖 2).人才信息檔案的10項內容 3). 怎樣挖掘驅動力 4). 害怕因素：劣幣驅除良幣的人才管理案例 5). 某企業核心員工信息管理樣本 　3. 員工職業發展 1). 企業員工職業發展管理案例（含輪崗） 2). 六個主要工作 3). 核心員工的職業交流 i.　交流流程 ii. 角色扮演 iii. 訪談話術和注意事項 iv. 職業問答小冊子 4. 提早預警員工離職的五種參考方法 (3個HR操作，3個用人經理操作) 1). 提早6個月預警法(2種) 2). 提早3個月預警法(1種) 3). 提早1個月預警法(2種) 4). 人才報警系統 三. 離職訪談 1. 訪談前的準備： 1). 訪談前的15個提問（問用人經理／問系統／問自己） 2). 練習：根據給定背景，設計核心員工臨時保留方案 3). 離職訪談的談話結構？ 4). 討論：哪些因素阻礙發現員工的真實離職動機？怎樣應對？ 3. 離職訪談中 1). 情景模擬: 提交辭呈的核心員工 2). 溝通樣本（了解離職原因、保留話術） 3). 詢問建議的技巧 i). 開放式與封閉式提問 ii). 詢問建議的話術和注意事項 四. 復習 五. Q&A Course Content 一. The reflections of the reasons for brain drain 1. Discussion: Personal reasons/internal reasons/external reasons of talent leaving 2. Brain drain model 3. Case analysis 4. Systems thinking in retaining talents 1). Yin-yang and exterior-interior graph 2).System circulation exercises: The chain reaction of core talents leaving 5. The effect analysis and influence factor of retaining talents 二. Retaining of core talents 1. Nine work of HR to retain core talents 2. The list and information files of core talents 1). Core talents inventory graph 2). Ten items of talent information file 3). How to excavate the driving force 4). Fear factor: Talent management case of bad money drive out good money 5). An enterprise core talents information management sample 3. Employees career development 1). Enterprise employees career development management case (including work rotation) 2). Six main work 3). Core employees job interviews i. Interview process ii. Role playing iii. Interview skills and precautions iv. Job quiz brochure 4. Five kinds of reference methods of early warning employees leaving (3 HR’s operations, 3 employment manager’s operations) 1). 6 months early warning method (2 kinds) 2). 3 months early warning method (1 kind) 　　　　　 3). 1 months early warning method (2 kinds) 4). Talent alarm system 三. Leaving interview 1. Preparation before interview： 1). 15 questions before interview（ask employment manager/ask system/ask yourself） 2). Exercise: According to the given background, design a temporary retaining program of core employees 3). Conversation structure of leaving interview 4). Discussion: What factors hinder the discovery of employees’ real leaving motivations? How to deal with? 3. In the leaving interview 1). Scenario simulation: The core employee who submitted his resignation 2). Communication sample (Know about the leaving reasons and retaining talk skills) 3). Skills of asking advice i). Open and closed questions ii). The talk skills of asking advice and precautions 四. Review 五. Q&A