Case One day in March 2018, the weather in Beijing was a bit cold, but the atmosphere in the conference room on the third floor of the Golden Brick Company was lively. Xiao Zheng, general manager of the company's HR department, was introducing the competency quality model of the company's employees to the business departments. After a period of research and preparation, Xiao Zheng's team planned to implement the competency quality model in the company. "I believe that by promoting the competency quality model of middle-level backbone employees, the company's strategy landing and execution will become more in place. The leadership level of the cadres should also be improved. More importantly, the next stage of development of our company can be escorted by talented people." Xiao Zheng said this in a confident voice. Many of the business managers present were also affected by his optimism, but some of the colleagues still doubted. Seeing this, Xiao Zheng could not help recalling the scene where the HR department was criticized by the headquarters several months ago. He also had certain concerns about whether the competency model could be successfully implemented. The Strong Trend Poses a Challenge for the Management As stressed at the NPC 19th Congress, innovation is the first driving force for economic and social development and the strategic support for building a modern economic system. According to the overall plan of City B (2016-2035 years), its strategic positioning is "the national political center, cultural center, international communication center and center for scientific and technological innovation." The strategic fulcrum is to build the "three cities and one zone," and the "one zone" is the Xianghe Development Zone, the leading unit of Golden Brick Company. Golden Brick Company is a state-owned investment company in the Xianghe Development Zone and it is responsible for supporting transformation of scientific and technological achievements and industrial development. Faced with the new situation, new layout, and new stage, the company has two goals. First, escort the highquality enterprises landing in the Xianghe Development Zone. The company should attract and incubate high-quality enterprises around positioning of the Development Zone, improve the level of profit and tax, and contribute to the GDP promotion in the Development Zone. Second, provide high-quality financial and valueadded services for the enterprises. For the enterprises that enter the Development Zone, the company is a financial service provider that provides a variety of financial services, such as direct equity investment, merger and acquisition fund, secured debt financing, lease financing, and other financial services. How to Identify Talents Effectively? SAGE SAGE Business Cases 2018 Renmin Business School. All rights reserved. Competent or Incompetent? The Path of HRM Optimization of Golden Brick Page 2 of 2 Finance The middle-level backbone talents have made significant contributions in the ten years of development of the company. In the past, the company basically promoted and appointed cadres on the basis of performance. But as the enterprise expands, its business becomes more diverse, and situation more complex; Xiao Zheng and his team members found that the selection of the backbone cannot simply follow the "performance theory" but should follow a more stereoscopic and more comprehensive identification method. Individual heroes used to be very popular in the past, but now they need teamwork more. Now Xiao Zheng is thinking: what method is better to identify, place, and deploy the second-level corporate talent teams? Where Is the Career Development Path of Employees? Xiao Zheng recently analyzed information about the flow of talent. He found that in the past three years, the number of separating personnel reached 102, of whom 89 were in core positions and above, accounting for 87%. Such a high brain-drain rate has become a bottleneck for the sustainable operation of the company. After analyzing the causes of the loss of middle-level backbone personnel, Xiao Zheng and HR colleagues found that the company lacked the design and guidance of a career path for backbone employees. They feel vague about the anticipation of promotion, which is an important reason for the loss. Talents Are Everywhere; However, Seldom Can They Be Recognized In selecting the company's second-level team backbones, Xiao Zheng and his team established the competency model for the relevant positions combining their position characteristics. In the selection, they not only examined the qualifications, past experiences, and educational background, but also paid attention to the candidates' ability to resist pressure, awareness of the role, and ability to lead the team. In fact, combining the traditional standard of conduct, ability, attitude, achievements, and integrity with the cultural requirements of the current stage of the company, the company more comprehensively and specifically depicts features of the talent with the quality model to help properly select talents. After proper talents are selected, they are generally able to keep a steady foothold in a short time, lead the team well, and effectively carry out the landing of the group strategy. 1- How does the HR management function system follow up in the rapid development of the enterprise? What is the process of HR development of the enterprise in the case? 2- What is the competency model? What role does the competency model play in the optimization of HR management of the enterprise in the case? 3- How to use the competency model to transform the performance evaluation system of conduct, ability, attitude, achievements, and integrity of the enterprise in the case