Tao Deng, HR director for Google Greater China, lists the items that should be part of a strategy for acquiring people, training people, and rewarding people.
Deng, speaking in San Francisco on the second day of a conference on HR in China, has also worked for other private companies such as AstraZeneca.
I. TALENT ACQUISITION STRATEGY
Where can you find the talent you need?
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Internally
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Local
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External
Who can help you with your sourcing strategy?
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Third-party service providers (global vs. local)
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Local partners
Do you really know what kind of people you want?
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Criteria or established competency models
How can you ensure the quality of the selection?
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Processes, assessment tools
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Well-trained interviewers
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Tracking system (metrics to manage recruiting results)
Are you considering local laws and regulations?
II. TRAINING AND DEVELOPMENT STRATEGY
Do you know the needs of the organization?
What kind of capability do you have internally?
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Functional and technical training
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Leadership development
Who can help you locally and globally?
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Third-party service providers (global vs. local)
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Internal resources
Link training with career development and performance management system
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Create learning culture
Decide how much consistency you want company-wide, and how much localization you want
Metrics
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Total investment (number of people, time, money)
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Return on investment (business performance, engagement survey)
III. TOTAL REWARDS STRATEGY
Identify your “employee value proposition”
Get to know your position in the market
Decide how you want to position yourself in the market
What’s your total rewards philosophy?
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Compensation
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Benefits
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Work-life
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Performance-recognition
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Development and career opportunities
Employees’ awareness, understanding, and acceptance of total rewards strategy
Metrics: are you investing correctly in each aspect of total rewards?
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Survey employees to see if you’re meeting their needs
IV. TALENT DEVELOPMENT STRATEGY (similar to organizational development)
Do you have a talent pipeline development strategy?
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How your business will change in the next five years; whether you have sufficient people waiting in the wings
What is your talent review process?
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What should be assessed
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How it should be assessed (who, when, how)
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Development plan
What programs do you have to support the development for your talent with high potential?
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International assignments
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Job rotations
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Coaching and mentoring
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Challenging projects
Succession planning and localization
Metrics
V. DEVELOPING CORPORATE CULTURE
Communication strategy
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What, how, who, and when
Corporate governance and ethics
HRIS
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Who can access it, how it’s used
Metrics
Other aspects of culture
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Amount that management encourages risk-taking
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Degree of empowerment/delegation
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Diversity and inclusion
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Openness and transparent vs. closed
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Performance-driven or not
