How to make core employees and enterprises grow to

2022-08-02
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How can an enterprise let its core employees and the enterprise grow together

every family has its own difficult experience in talent management

a few years ago, the United States conducted a survey on the 200 fastest-growing enterprises, and found that the CEOs of these 200 companies are most concerned about two issues: how to find the best talents to serve the company, and how to retain these best talents. Are there different talent problems in different enterprises

entrepreneurial enterprises: it is easy to retain talents, but difficult to attract talents

for zhangbanghui, an entrepreneurial enterprise from 3. Automatic filing: experimental data and experimental conditions are automatically saved, the most troublesome thing is not the retention of talents. Due to the adoption of a variety of forms of incentive mechanisms based on the sharing of enterprise results, such as the mode of establishing a joint venture, the annual salary system or the right to dividends, Even inviting talents to directly take shares (enterprises are seeking to be listed), which has played a strong attraction role in retaining talents. What makes them feel difficult is the search for excellent talents. As the company is composed of research talents, its values pay particular attention to the process of doing things and long-term goals. At present, there is a lack of such talents in the market. Therefore, looking for talents with common values is the bottleneck encountered by the company. In addition, with the growth of the company, this entrepreneurial technology company is also faced with the need for higher and stronger management ability. Now it has tianbang shares in 8 subsidiaries nationwide, which needs group management, but the company does not have management talents in this field

state owned enterprises: communication and transmission

yangchuanhua, general manager of Shanghai Huaihai commercial (Group) Co., Ltd., which has a large number of commercial brands and business points on Huaihai Road, has three problems. First, in the eyes of the boss of the enterprise, he thinks that his enterprise is always lack of excellent talents; Second, among the executives and employees, they always think that they are talents and have not been recognized by the boss. These two problems constitute a pair of contradictions. Third, the company found excellent talents and made great efforts to cultivate them, but still failed to retain them. An example is that the company once introduced a master's degree student and was ready to entrust him with important tasks in the future. Just when the company planned to let him enter the top level of the company after the last two posts, he offered to resign. The reason is that he thinks his growth rate is too slow, and he needs more annual salary to reflect his value. The core talents can not fully understand the company's strategy, culture and the boss's ideas, and simply pursue to reflect their personal value through material (such as money, car, house) and position promotion, which is also an important factor that leads them to say goodbye to the company

software industry: the challenge of cross-cultural management

in the IT industry characterized by talent concentration, the saying "talent is the most valuable resource of the enterprise" has been fully reflected. On the one hand, it talents have strong personality, on the other hand, the competition for it talents in the market is also very fierce, so the core talent management in the software industry is full of challenges. Wangxingshan highlighted the talent characteristics of this industry with the words "the most restless". In his experience, when the company was small, three aspects were very important to talents: career, salary and human relations. With the scale and internationalization of the company, the role of emotion has been weakened, and how to control cultural differences has become a new challenge. What is particularly enlightening is that in the experience of the tide, cultural differences and the resulting difficulties exist not only in different countries, but also in different regions of the same country. Langchao company, headquartered in Jinan, Shandong Province, benefited from the security and stability of Shandong people at the beginning. It is not light, but can increase the service life of the experimental machine. It is easy to change companies. The personnel are stable, and the knowledge is precipitated, which is very important for the development of software enterprises. With the expansion of the company to Shanghai and Guangdong, the characteristics of local employees have been different, and the use of Shandong culture to manage Shanghainese or Cantonese has failed. When the branch company arrived in Tokyo, Japan, Inspur was faced with the problem of what kind of talents and how to manage local personnel

Wang Xingshan's experience is that the top leaders of the branch companies must be local people, but technical support can be sent from the headquarters. In his opinion, the management of cultural differences is a very important issue, so there is no need to place too much expectation on the airborne soldiers with high education and knowledge; In addition, he felt that it was not advisable for "foreign monks to recite scriptures" and that more internal talents should be trained to give them opportunities to grow

multinational corporations: inadvertently "make wedding clothes for people"

Yu Hua, director of human resources and administration of Adidas Greater China, believes that China's sports industry and retail industry are the places most lacking in talents. As Adidas is a leading enterprise, it is difficult to find talents who can take up the post immediately. If you look elsewhere, you will need a lot of training. This is also a dilemma in the retail industry that we will continue to launch customized products. The challenge in the current talent war in China is how to find someone who can be used immediately, whether this person can be integrated into the company, whether it is in line with the company's values and the IEA's current prediction culture, which used to be conservative in predicting the development scope of renewable energy in the past, and whether it has a team spirit. The second challenge is that the development speed of the company exceeds the growth speed of talents, that is, there is a shortage of talents. Therefore, how to cultivate talents to develop rapidly, keep up with the pace of the company and avoid the phenomenon of "lack of talent" is another puzzle. Many companies may have the feeling that there are so many people in the company, but it seems that only a dozen or twenty people can be used. The key to this problem is that the growth of talents takes time

another difficulty of multinational corporations is that the talents trained by the company soon become the target of headhunters in the market. Because these people have high expectations and feel that they are very valuable, in the face of such temptations, if the original company does not attract him, they may change jobs

Although the talent problems faced by enterprises of different nature and at different stages of development are different, the recognition of enterprise values and culture and the internal training of talents are of great significance to prevent the brain drain and the growth of enterprises. Right

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