How to make core employees and enterprises grow together?

A few years ago, the United States made a survey of the 200 fastest-growing enterprises, and found that the CEOs of these 200 enterprises were most concerned about two issues, one was how to find the best talents to serve the company, and the other was how to retain these best talents. So, do different enterprises have different talent problems? Entrepreneurial enterprises: it is easy to retain talents, but difficult to attract talents. For Zhang Banghui from an entrepreneurial enterprise, the biggest headache is not the retention of talents. Various forms of incentive mechanism, such as establishing joint venture company model, annual salary system or dividend right, and even inviting talents to invest directly (enterprises are seeking listing), have played a strong attraction to retain talents. What makes them feel difficult is to find excellent talents. Because the company is composed of research-oriented talents, the values pay special attention to the process of doing things and long-term goals, but there is a lack of such talents in the market at present, so it is a bottleneck for the company to find talents with the same values. In addition, with the growth of the company, this entrepreneurial technology company is also facing the problem of higher and stronger management ability. Now there are eight subsidiaries in Tianbang, which need group management, but the company has no management talents in this field. State-owned enterprises: Yang Chuanhua, general manager of Shanghai Huaihai Commercial (Group) Co., Ltd., which owns many commercial brands and outlets on Huaihai Road, has three questions. First, in the eyes of corporate executives, I feel that my company always lacks outstanding talents; Second, among executives and employees, they have always considered themselves as talents and have not been recognized by their bosses. These two problems constitute a pair of contradictions. Third, the company found excellent talents and made great efforts for his training, but failed to keep him. An example is that the company once introduced a master's degree student and prepared to entrust him with an important task in the future. He resigned just when the company planned to let him enter the top of the company as long as he passed the last two positions. The reason is that he feels that his growth rate is too slow and he needs more annual salary to reflect his value. Core talents can't fully understand the company's strategy, culture and boss's thinking, and simply pursue personal value with material things (such as money, cars and houses) and job promotion, which is also an important factor that leads them to bid farewell to the company. Software industry: The challenge of cross-cultural management In the IT industry characterized by talent-intensive, the phrase "talent is the most valuable resource of an enterprise" has been fully reflected. On the one hand, IT talents have strong personalities, and on the other hand, the competition for IT talents in the market is fierce, so the management of core talents in the software industry is full of challenges. Wang Xingshan highlighted the talent characteristics of this industry with the words "the least quiet". In his experience, when the company was small, three aspects were very important to talents: career, treatment and human feelings. With the scale and internationalization of the company, the role of feelings began to be diluted, and how to control cultural differences became a new challenge. What is particularly encouraging is that in the experience of the wave, cultural differences and the difficulties they bring not only exist in different countries, but also in different regions of the same country. Inspur Company, headquartered in Jinan, Shandong Province, benefited from the stability of Shandong people from the beginning, 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 changed, and it is ineffective to manage Shanghainese or Cantonese with Shandong culture. When Inspur opened a branch in Tokyo, Japan, it was faced with the problem of what kind of talents and how to manage local personnel. Wang Xingshan's experience is that the person in charge of the branch must be local, but the headquarters can send technical support. In his view, the management of cultural differences is a very important issue, and there is no need to place too much expectation on airborne troops with high academic qualifications and high knowledge; In addition, he believes that "foreign monks like to recite scriptures" is not desirable, and more internal talents should be trained to give them opportunities to grow. Multinational companies: accidentally "making wedding dresses for others" Yu Hua, director of human resources and administration of Adidas Greater China, believes that the sports industry and retail industry in China are the most scarce places for talents. Because Adidas is a leading enterprise, it is difficult to find talents who can be employed immediately. If you go to other places to see it, you need a lot of training, which is also a dilemma in the retail industry at present. In the current talent war in China, the challenge is how to find a person who can be used immediately, whether this person can integrate into the company, whether it conforms to the company's values and culture, and whether it has team spirit. The second challenge is that the company's development speed exceeds the talent growth speed, that is, the talent shortage. Therefore, how to cultivate talents to develop rapidly, keep up with the pace of the company and avoid the phenomenon of "green and yellow" is another difficult problem. Many companies may feel this way. The company recruits so many people, it seems that it can always use a dozen or twenty people. The key to this problem is that the growth of talents takes time. Another big difficulty for multinational companies is that the talents they cultivate will soon become the target of headhunters in the market. Because these people have high expectations and feel that they are very valuable, faced with such temptation, if the original company does not have anything that particularly appeals to him, they may quit. Although enterprises with different natures and stages of development face different talent problems, the recognition of enterprise values and culture and the internal training of talents are of great significance to prevent brain drain and the growth of enterprises. Your bosses have different experiences and countermeasures for the above problems. Yang Chuanhua's "three threes" theory of core talents in Huaihai Commercial Company briefly expounds the development and management of core talents. In his view, core employees should have three elements: first, loyalty to the enterprise; Second, it has practical use value; Third, it has a very good potential space. As for how to make core employees grow up with the company, he thinks there are still three elements: first, ordinary incentive elements, including well-known equity, red envelopes and various benefits; Second, it is necessary to give core employees room for business promotion, position promotion and imagination, that is, value space; Third, give competition to core employees, keep them in a sense of crisis and promote their continuous progress. In addition, Yang Chuanhua also put forward three trends in the development of core employees. First, core employees will be promoted step by step and naturally enter the top. Second, if he thinks he is not in line with the corporate culture and is not satisfied with his post, he will jump ship, but it is also a contribution to society. Third, his life cycle at work is over, so let him be laid off for the elderly. Ms. Huang Jiwei, Enterprise and Talent Credit Information Technology Co., Ltd. in Marriage, mentioned that although there are various management tools in the market, enterprises often have little effect when using them because of the word "suitable". Users are not particularly familiar with the functions, performance and usage of these tools, and often use inappropriate tools at inappropriate times, thus failing to achieve their goals. So enterprises should not be superstitious about the role of tools. For the example of Huaihai business brain drain, Huang Wei vividly compared the relationship between enterprises and talents to marriage. Did the lack of sufficient understanding at the time of "marriage" lead to the breakup in the future, or did there be other reasons after "marriage" that made employees change their minds, or did the appearance of a "third party" make employees jump ship? The personnel management structure of Huaihai Commercial seems to be quite perfect and mature. Why do bosses and key employees have contradictions? Why did the above-mentioned master change his mind? Huang Wei believes that although there are objectively reasons for the "change of heart" of talents due to environmental changes, whether the company is constantly emphasizing and inculcating corporate culture, and whether and in what form it is verified that the corporate culture has been effectively transmitted to the whole company and effectively accepted by employees is probably the key to the problem. Lack of effective communication and transmission will inevitably lead to "strange bedfellows" and lack of understanding, which will easily affect the implementation and execution of upper-level decisions. For the "runaway" master, if we had told him the company's final training plan for him earlier, maybe the end of the matter would not be like this. Huang Weiwei suggested that bosses should have a "wife at work", that is, a work partner. Bosses are usually very busy and have so many things to consider that they neglect to convey their ideas to the personnel department, his assistants and partners in a good way, which is not conducive to creating an effective communication culture within the enterprise. Ms. Yuan of Watson Wyatt Consulting has prescribed an eight-character prescription for the "personnel diseases" encountered by enterprises: "Recognize the reality and apply both hard and soft". At present, the reality of the talent market in China is the frequent flow of talents. According to the company's survey, China has been the region with the highest employee turnover rate in the Asia-Pacific region for 3-4 consecutive years. As China's economic development has brought a lot of development opportunities to enterprises, in such a special environment, the mentality of talents is inevitably impetuous, which may be the biggest source of all problems. Second, demand exceeds supply. China's current education system and environment can't produce a large number of talents suitable for the company's needs, and there is a shortage of urgently needed talents. The degree of talent specialization in China, including language ability, professional quality and general work skills, is not comparable to that in India. The lack of talents itself has caused a shortage of supply. On the other hand, the talent market is not transparent enough and the information is asymmetric, which leads to the mismatch between supply and demand. Companies can't find the people they want, and good people can't find suitable enterprises. The third point is about people-oriented. Because of the unclear views on talents and inconsistent standards, especially the views of bosses, it will also cause great problems in human resource management, and it is impossible to clarify the selection, retention standards and incentive methods of talents. Although many bosses are talking about vigorously cultivating talents, it is no problem to invest tens of millions of advertisements, and it is very difficult to do a human resources project, even if it is only one million. Therefore, in fact, the real "people-oriented" values have not been established. In view of the above-mentioned practical problems in China's talent market, Yuan believes that the solution lies in "carrots and sticks". First, establish a clear "employer" brand. It is difficult for enterprises to recruit people, especially small and medium-sized enterprises. What capital can they use to attract talents? Even if the company has enough capital, it will always consider talents comprehensively when choosing enterprises. Therefore, enterprises should establish an "employer" brand and a good image, just like product brands, which can be effectively delivered to the market. Second, establish a clear system to identify talents. Enterprises can't see the talents they want. The deeper reason is that they don't have a very good definition of the talents they need. Third, "two hard and one soft" make good use of talents. The ways of employing people are as follows: first, creating an incentive system suitable for enterprises and integrating incentive leverage into all aspects of enterprises will play a very important role in tapping the potential of core talents and retaining talents. The second is to create a good business environment. We should not only have a good personnel environment, such as good treatment, but also establish a good business process to make employees do things more smoothly and freely, so as to gain more sense of accomplishment. It is necessary to eliminate bureaucracy, corporate politics and other bad corporate characteristics that are not conducive to retaining talents and improve the management level of managers themselves. This is "two hardwares", which refers to creating a good hardware environment for talents. The so-called "one softness" refers to the cultivation of managers' ability. It is necessary to cultivate the management ability and leadership ability of line managers. Because one of the reasons why employees leave their jobs now is that subordinates feel that their superiors are not competent enough, it is very important to cultivate the ability of leaders themselves. To sum up, "two hard and one soft" means emphasizing motivation, environment and the ability of leaders. Fourth, values retain people. There are many ways to keep people. Many enterprises have the so-called employee retention system, and the practice of most enterprises is to optimize the salary system. However, according to Ms. Yuan's years of experience, it is ultimately necessary to rely on values to retain people. In the current environment of China, enterprises should not set too high expectations for employees' retention. According to Watson Wyatt, it is beneficial for employees to stay in a company for three years. People who can really settle down, although not necessarily the best, can certainly agree with the values of the enterprise and can go to the end, so the best way to keep people is to agree with the values. Fifth, educate people to help themselves. Because the biggest feature of the talent market in China at present is the lack of talents that enterprises can use immediately, and everyone is competing for good talents, so enterprises must save themselves. According to Watson Wyatt's survey of large enterprises, such as Motorola and Hewlett-Packard have long-term plans to train talents. Cultivating people must have input, although the effect may not be seen in the short term, it will be rewarded in the long run. The CEO who has mastered the company's important resources should pay special attention to this kind of investment. This is also an important way for enterprises to solve the talent dilemma. As a professional manager, Gu Qing, the co-director of Shun Tak Group and the head of China District, summed up three words to retain employees: connecting the preceding with the following, horizontally integrating, and pulling out the seedlings to help. The so-called connecting link between the preceding and the following, on the one hand, is to convey and implement the meaning of the shareholders' meeting and the board of directors to the areas in charge, and to represent the employees under their jurisdiction against the board of directors and the shareholders' meeting when necessary. At first, Gu Qing positioned himself as a coach, trained the following managers and established a good environment for them. Horizontal integration includes coordinating with personnel from headquarters and other regions and integrating different resources to promote the development of core employees. Gu Qing's encouragement refers to empathy. Let core employees learn to analyze and make decisions from the standpoint of management, so that they can not only examine their own performance, but also gain more spiritual satisfaction and sense of being valued. Qi Long Science and Technology, where Deng Hua's comrade-in-arms is located, is also a high-tech enterprise, and R&D personnel are particularly important to the company. Qi Long's core mission is to become a respected company in the industry through 10 and 20 years' efforts. Starting from the company's mission, the company regards core talents as comrades-in-arms fighting together and establishes strong cohesion. These talents not only work for the company when it is doing well, but also insist on fighting when it is in trouble. Like other discussants, Deng Hua also thinks that the company's values are very important for retaining talents. He suggested that if you start your own business, you should clearly understand the mission and talent outlook of the company, and if you want to work, you should also understand the talent outlook of the company. Although there are many specific methods of talent management, Deng Hua believes that the biggest difference of human resource management lies in the CEO of each company. The human resources department is a platform to provide professional methods, but the CEO is the key. When recruiting new employees, Qi Long attaches great importance to the communication of values.