Case 1: The way of talent management in Alibaba Divide employees into four types Alibaba's talent management divides employees based on performance and values. Its biggest feature is that Alibaba divides all employees into four types:

Those with performance but no values and teamwork spirit are "wild dogs";

A "white rabbit" with no performance but good values; • The one who has performance and values and team spirit, and is excellent, is "Hound" :

Both performance and values, but either excellent or "great". According to Jack Ma's principle, "wild dogs" should be resolutely eliminated no matter how good their performance, while "white rabbits" with poor performance should be gradually eliminated if they cannot be improved: only "hound dogs" are the most needed by Alibaba. Half performance, half values For Alibaba, values matter as much as performance. Alibaba will this unique value management, fully integrated into the performance appraisal system. According to Zong Ming, Alibaba's chief appraisal officer, the company has an internal values manual that specifies how to behave in line with Alibaba's values. In the evaluation criteria of employees, "performance accounts for 50%, values account for 50%".

However, it is difficult to implement the imaginary concept of "values" in the assessment. In order to avoid the distortion of value assessment, Alibaba uses the electronic performance management module to build the group's unified standard whole-process tracking performance management platform, which helps managers avoid the appearance of scoring deviation through complete and comprehensive feedforward control and process control measures. The system not only provides unified scoring rules and the corresponding relationship between scoring levels and performance levels, but also displays the scores and self-evaluations of other participants on the supervisor's assessment page.

On the approval page, the score distribution for "271" is provided. "271"means that 20 percent of employees are corporate stars, 70 percent are core employees, and 10 percent are unqualified. for the performance management platform also provides the corresponding feedback control measures to correct the deviation. For example, when scores for a department are above or below a certain value, the system forces the person concerned to write a detailed explanation.

The chief assessment officer of Alibaba believes that through this mechanism, the assessors must think carefully when scoring, rather than simply forcing them to pay more attention to employees based on personal likes and dislikes, and the system helps Alibaba realize the real implementation of values.

Alibaba's talent inventory system

Alibaba's management system is particularly sensitive to talent. Alibaba has its own talent inventory system, that is, 30% is the most potential, 60% is average potential, 10% is no potential. Each supervisor should give scores to his subordinates and make compulsory ranking of employee quality according to 361 principles. This is a particularly important point in Alibaba performance Management. They emphasize the responsibility of managers, that is, to make supervisors constantly pay attention to their subordinates. In this way, supervisors can increase their attention to their subordinates by 60 percent. One of the best known aspects of Alibaba's talent management is that it encourages job rotation, which means that an employee's abilities are not determined by one supervisor but by multiple supervisors, giving employees a relatively fair rating. Alibaba's employee inventory is carried out at any time. Supervisors can evaluate their employees every day and even record specific events. Every change of supervisor will get a review.

The Question:

What is the core content of Alibaba's talent management?

What guarantee measures does Alibaba provide for the smooth implementation of the talent management concept?

Question

Case 1: The way of talent management in Alibaba Divide employees into four types Alibaba's talent management divides employees based on performance and values. Its biggest feature is that Alibaba divides all employees into four types:

Those with performance but no values and teamwork spirit are "wild dogs";
A "white rabbit" with no performance but good values; • The one who has performance and values and team spirit, and is excellent, is "Hound" :
Both performance and values, but either excellent or "great". According to Jack Ma's principle, "wild dogs" should be resolutely eliminated no matter how good their performance, while "white rabbits" with poor performance should be gradually eliminated if they cannot be improved: only "hound dogs" are the most needed by Alibaba. Half performance, half values For Alibaba, values matter as much as performance. Alibaba will this unique value management, fully integrated into the performance appraisal system. According to Zong Ming, Alibaba's chief appraisal officer, the company has an internal values manual that specifies how to behave in line with Alibaba's values. In the evaluation criteria of employees, "performance accounts for 50%, values account for 50%".

However, it is difficult to implement the imaginary concept of "values" in the assessment. In order to avoid the distortion of value assessment, Alibaba uses the electronic performance management module to build the group's unified standard whole-process tracking performance management platform, which helps managers avoid the appearance of scoring deviation through complete and comprehensive feedforward control and process control measures. The system not only provides unified scoring rules and the corresponding relationship between scoring levels and performance levels, but also displays the scores and self-evaluations of other participants on the supervisor's assessment page.

On the approval page, the score distribution for "271" is provided. "271"means that 20 percent of employees are corporate stars, 70 percent are core employees, and 10 percent are unqualified. for the performance management platform also provides the corresponding feedback control measures to correct the deviation. For example, when scores for a department are above or below a certain value, the system forces the person concerned to write a detailed explanation.

The chief assessment officer of Alibaba believes that through this mechanism, the assessors must think carefully when scoring, rather than simply forcing them to pay more attention to employees based on personal likes and dislikes, and the system helps Alibaba realize the real implementation of values.

Alibaba's talent inventory system

Alibaba's management system is particularly sensitive to talent. Alibaba has its own talent inventory system, that is, 30% is the most potential, 60% is average potential, 10% is no potential. Each supervisor should give scores to his subordinates and make compulsory ranking of employee quality according to 361 principles. This is a particularly important point in Alibaba performance Management. They emphasize the responsibility of managers, that is, to make supervisors constantly pay attention to their subordinates. In this way, supervisors can increase their attention to their subordinates by 60 percent. One of the best known aspects of Alibaba's talent management is that it encourages job rotation, which means that an employee's abilities are not determined by one supervisor but by multiple supervisors, giving employees a relatively fair rating. Alibaba's employee inventory is carried out at any time. Supervisors can evaluate their employees every day and even record specific events. Every change of supervisor will get a review.

The Question:

What is the core content of Alibaba's talent management?
What guarantee measures does Alibaba provide for the smooth implementation of the talent management concept?

Accepted Answer

The Alibaba Group Holding executes its business through its Chinese companies and variable interest…