Evaluation and Development of Managerial Competencies

Author: Peng Jianfeng et al
Publisher:
Publish Date: 2005-07-01
Features: Series Features:
● Originality: This series is a product of the long-term management consulting practice of consultants from Hejun Venture Research & Consulting Company, where modern human resource concepts, skills, and methods are applied to Chinese enterprises and systematically integrated.
● Problem-Oriented: Starting from the problems Chinese enterprises face during growth and development, it focuses on resolving current challenges and technical difficulties in enterprise human resource management, particularly targeting high-tech, knowledge-based, and growing enterprises with strong relevance and practicality.
● Strategic Incremental Human Resource Management System Solutions: For the first time in China, it discusses the internal relationships and connection points of various professional modules of human resources in the management process from a strategic perspective, constructing a human resource management system in terms of systems, mechanisms, procedures, and technology.
● Visualized and Graphic: It expresses cutting-edge management ideas and practical techniques through charts and graphics, providing modern professional managers with intuitive and visual thinking and operational tools during their busy work.
● Team Creation Results: This series was completed through brainstorming and teamwork, featuring novel and practical viewpoints, innovative techniques and methods, and highly consistent thought lines and concepts. The ability of managers determines the strengths and weaknesses, success or failure of enterprises in current market competition, and also determines whether enterprises can sustain temporary success to achieve lasting brilliance. This book starts from the issues of evaluating and developing the capabilities of Chinese enterprise managers, proposing solutions to the four key problems leading to the "cannot and cannot continue" phenomenon of Chinese managers: "technical issues," "channel issues," "vague standards," and "resource scarcity." The solution is the "Manager Capability Development Plan." Introducing the Manager Capability Development Plan into the human resource management system and operating it according to standardized and complete processes can effectively improve the quality of the manager group, thereby addressing the crisis of talent shortage in Chinese enterprises. This book systematically elaborates on the Manager Capability Development Plan, which mainly includes four core components: establishing a "potential talent pool," developing a manager competency model, introducing manager capability assessment tools, and selecting efficient training methods based on capability characteristics. For establishing the "potential talent pool," it proposes the concept of multi-level talent pools, systematically introduces the selection process for potential talents, and outlines the determination of the number of potential talent pool members, nomination standards, nomination principles, and methods. For the manager competency model, it provides an FPEB manager competency model research framework centered on behavioral descriptions, using four dimensions to reflect comprehensive requirements for manager competencies, offering a systematic and comprehensive reference for enterprises to establish their own manager competency models. Further, based on the four competency types of the FPEB model, it elaborates on the corresponding assessment methods in detail and provides examples of related assessment tools. Finally, through detailed cases, it illustrates the application scope of assessment results, the formulation methods of development goals, and feasible methods for manager capability development. This book is suitable for various large and medium-sized enterprises, especially high-tech and rapidly growing enterprises in human resource development and management. The target readers primarily include human resource management professionals, management consultants, human resource theory researchers, management faculty from universities and colleges across the country, senior undergraduate students, graduate students, and MBAs, as well as serving as a training manual for corporate managers.