When communicating such policies, the key lies in balancing company strategy, employee fairness, and team cohesion. The following is a proposed communication framework. It needs to be honest and transparent, but also reflect respect for employees and long-term development considerations.： --- **Theme: Explanation on optimizing the talent development system** Dear colleagues， With the rapid development of the company, we have always been committed to building a talent ecosystem that takes into account fairness, vitality and sustainable development. Starting this year, we will optimize and adjust the promotion mechanism in stages, and we are now explaining to all colleagues as follows： **1. Policy background and objectives** In the current team structure, the proportion of senior employees with more than 5 years of age in middle-level and above positions exceeds 60% (the data can be adjusted according to the actual situation). At the same time, the high potential of young employees requires more practical opportunities to activate. This adjustment aims to： * Ensure the intergenerational transmission of organizational vitality and innovation capabilities * Broaden the growth channels of high-potential young employees * Establish a more three-dimensional career development system (dual-channel promotion, project opportunities, etc.) **2. Specific implementation plan** •Promotion places will be allocated in a hierarchical manner by rank: 40% of the places for middle-level positions will be reserved for employees within 3 years of the company's age. • Add an independent promotion channel for "senior experts", without quota restrictions • Introduce "Mentor contribution" as a bonus for management promotion **3. Support for senior employees** We will pass： • Cross-departmental project rotation plan • Special training on management ability * Salary structure adjustment (broaden bandwidth and strengthen performance bonuses) Ensure that senior colleagues receive development space and rewards that match their contributions. **4. Long-term planning** This adjustment is an integral part of the talent strategy, and we will start in Q4： • Re-examination of the career development path of all staff • Upgrade of job competency model * Internal living water plan (horizontal flow mechanism) **Communication arrangements** HRBP will hold departmental-level Q&A sessions starting this week. Feedback and suggestions are welcome through the following channels： *Anonymous suggestion box (link) • 1-to-1 communication with immediate leaders • Symposium for all staff next month Talent training is system engineering, and we need everyone's understanding and participation. I believe that by jointly building a healthier organizational ecology, we will be able to achieve win-win growth for individuals and companies. Management team [Date] --- **Supplementary implementation recommendations：** 1. Communicate behind closed doors with middle-level managers 2 weeks in advance and explain in a unified manner. 2. Simultaneous release of visual promotion data reports (not involving individuals) 3. Focus on promoting the first batch of cases of young employees who have been "promoted beyond the standard" 4. Design special retention programs for affected old employees (such as stock incentives, flexible work systems, etc.) This method of communication transforms simple policy constraints into a systematic project of organizational capacity-building. It not only recognizes the status quo but also focuses on the future, which can effectively reduce resistance. The key is to let all groups see their opportunities in the new system, not a simple zero-sum game.