Gao Zhao, Human Resources Management Of Ten Famous Enterprises

Talent competition among enterprises is becoming more and more intense. How to prepare for the rainy day to find excellent talents from college students as "seed players"?

With the rapid expansion of enterprises, the number of new recruits increased by 100% each year, and how to adapt them to the corporate culture quickly and steadily.

These are the real human resource management difficulties from the front line of enterprise management. They are also typical management problems faced by many enterprises. Thinking about these difficulties and difficulties, trying various breakthroughs made by enterprises, and summarizing their experiences and lessons in this attempt constitute the most convincing case of human resource management in enterprises.

The 2005 global human resources report released by ibm shows that the global human resources field is facing the following challenges: the more mature the market, the greater the challenge facing HR managers. The greater the challenge is, the main reason is "unable to maintain the flexibility of staff elimination", "inadequate training program for management" and "little assessment of employee satisfaction".

Whether through internal nurturing or attracting talents, there are advantages and disadvantages and risks, but the end point is to reflect performance.

43% of the human resources managers believe that the "timely recruitment of talents needed by enterprises" should be listed as their main business objective. Insisting on investment in human resources, adequate opportunities for promotion, systematic performance evaluation and compensation for work and life will help to reduce turnover rate and improve efficiency.

These are the common features of the global HR field. How to break through the encirclement to solve these problems, in addition to listening to different types of advice given by IBM experts, is to appreciate these wonderful HR management cases.

Sharing is the ten best case of "the 2005 best human capital management practice" released by the fifth "Human Capital Forum". "When we do not know the direction, the report gives us a forward-looking direction; when we know the direction, we want to know the operation of the mature mode in the industry."

A HR manager said in an interview with reporters.

ibm: to cultivate the "general" place is not a good soldier, but only the army that can help the soldiers grow up to help the marshal is a good army.

IBM is such a place that can train "generals" and "marshals". The "new talent line" of this enterprise is designed to build up a reserve force for enterprise leadership in all aspects.

In the quality and quantity of balanced development of IBM successor team, the life cycle of talents is endless, to achieve IBM hundred years of constant glory.

The development of reserve forces in ibm is based on two basic levels.

One is to select 15%-20%'s top talent with outstanding performance and development potential from the staff team of ibmchina more than 4000.

One is the leadership echelon, who is the successor of every key position in the next 3-5 years through the "bench bench successor plan", and the training plan is formulated accordingly.

In the process of planning, identifying, attracting, hiring, integrating, cultivating, motivating, retaining and failing the qualified talents, the IBM talent Shinkansen project is a single point plan that pcends the executive level, which comprehensively addresses the overall demand for talents and realizes the consistency of every link in the development of talents.

"No matter what color you enter IBM, after training, it turns blue."

This is the most widely circulated sentence in IBM.

But if you look closely, you will find that IBM's blue is different from each other. The higher the position is, the darker and darker the blue is, and the smaller the number, the more regular and stratified "Pyramid".

This tower structure creates a natural competition mechanism. The longer the working hours, the more employees and companies understand each other, and ultimately make the employee's career development and the company's business development an interactive and optimized state.

ibm believes that employees must go up from the bottom of the tower, and its rigorous process can help people with different depths to be placed in the most accurate position of palette.

ibm talent Shinkansen, from the height of talent strategy, has created a system of rapid development of talents through a large number of innovative practices.

For the sustainable development of enterprises, a steady stream of reserve forces is being delivered.

Improve the core competitiveness of enterprises.

Ericsson is always full of "fresh blood". The changes in technology, market, service and management mode are all dynamic.

In the face of changing industries and competitive markets, Ericsson ensures that the company is always full of fresh blood through its ability management practices.

It supports the core strategy of enterprises, improves the level of capabilities of enterprises and employees, and has a positive impact on the value chain of enterprises, meeting the needs of employees' continuous development and improving employee satisfaction.

Creating value for enterprises directly becomes one of the product lines of enterprises.

In the first step of competency management, it is necessary for a company to set up its own competency model. In the process of establishing the competency model, the company's strategy, industry and competition environment will be defined in detail according to the company's strategy, industry and competitive environment.

In filling capacity gap, Ericsson has set up a perfect internal training system. The company develops learning plans based on individual or group gap.

For employees, choosing the training courses provided by Ericsson based on the gap can clearly realize charging and realize their career promotion.

The establishment and guarantee of excellent training system can directly enhance the competitiveness of the company.

The strategic goal of Ericsson's capability management is to have the required capacity in the areas of time and need in the areas of need and time.

Otis: invest in the future of employees. As the largest elevator company in the world, Otis started campus recruitment in 2003.

With the rapid growth of China's business, the number of newly recruited college students has increased by 100% per year. In 2005 alone, more than 400 newly recruited college students were enrolled.

In order to make these newcomers adapt to the development of the company as soon as possible, and at the same time enable them to go more steadily at the beginning stage of their career, Otis has implemented a new training program for the new staff to train the skills and qualities of the graduating students.

The training of new employees in Otis is divided into several steps: first, after the entry of university students from all over the country, he first gathered at the national training center of Tianjin headquarters for a two week induction training.

After the entry of vocational training, these energetic newcomers were sent to various branches and functional departments of the group.

In order to give continuous encouragement and guidance to the newly graduated students in their daily work, the training center constantly delivers information about their work methods and self motivation and development through the monthly edited electronic training journal (e-magazine), helping them steadily accomplish the role conversion of the professional staff from the students to the company.

To help graduates adapt to the new environment and grow rapidly and provide various learning and development opportunities, they also closely track and assess their job skills and performance, so as to ensure the training and retention of qualified talents who are in line with the needs of the company's development.

Otis believes that there are many reasons for leaving employees. Establishing employee loyalty is one of the important reasons. Therefore, the company must invest in employees, that is, invest in the future of employees and help employees realize their dreams.

Otis can attract the best employees, which is also the secret of Otis's superiority in the market competition.

BenQ: the core competitiveness of the "brain" it industry that keeps employees is in the brains of knowledge workers.

BenQ promotes the company's knowledge sharing atmosphere through various means such as enterprise culture and information technology, creatively utilizes three segments of knowledge management to make up for the tangible and intangible losses caused by the loss of employees, plus the learning atmosphere and sharing atmosphere that the company has formed. Any new employee will immediately integrate into the company, create value, and truly retain the work experience of employees.

Through the three stages of its own knowledge management system, BenQ group enables knowledge management to become a part of enterprise culture, so as to achieve the goal of retaining knowledge of employees' brain.

The first stage: shaping the corporate culture of learning in the contest, since the establishment of BenQ University in 2000, one of its important missions is to help enterprises create better employee styles and enable employees to integrate into BenQ's corporate culture faster.

And BenQ has been advocating competition in the interior, this atmosphere for a rapidly developing enterprise is very important.

The second stage: let km become a habit. BenQ has always been proud of having strong information system to support and guarantee the training system of enterprise university.

Therefore, it is difficult to deal with knowledge management without information system.

In addition, for the HR department that manages the enterprise's University, with the system guarantee, employees will get more statistical data, so as to discuss the training problems with all departments.

In peacetime work, report to the boss, the documents are uploaded to the company's database through the KM system, and then recommended by the system to the boss. The boss will also praise the employees who upload more information at ordinary times, so as to encourage everyone to share their knowledge.

Each department has its own branch on the KM map, where all previous work documents, reports, templates and customer information are kept in the Department. New employees can take over immediately. The problems and solutions encountered in the past will also be shared as a reference for future generations.

Over time, employees are used to sharing their new ideas and new knowledge on km.

The third stage: to achieve separate management of people and brains, create learning atmosphere, and share knowledge as a habit, for employees can take separate management of people and heads, that is, every employee creates a value, requiring him to share knowledge, equal to retain his head, then encourage him to create more value and encourage him to continue learning.

Such a management goal can make up for the loss of most employees caused by the loss of the company, and to minimize such losses.

Coupled with the company's already formed learning atmosphere and sharing atmosphere, any new employee will immediately integrate into the company and create value.

L'OREAL: the global online business strategy competition, the world's largest online business strategy competition, began in 2001. It is also the world's only business strategy competition for global university students, attracting many foreign business schools and university students to participate actively.

The competition simulated the current situation of the international cosmetic market under the new economic environment. Combined with the main elements of the commercial competition, every college student who aspire to become a future entrepreneur and professional manager has the opportunity to manage and run an enterprise in the virtual but near real cyberspace through the use of their professional knowledge and skills, and make all-around strategic decisions in terms of R & D, budgeting, production, pricing, sales, brand positioning and advertising investment according to the competitive situation.

After years of development, it has become an important part of L'OREAL group's global recruitment strategy.

In 2003, L'OREAL interviewed 167 outstanding contestants through the competition. Finally, 40 of them were recruited and 71% of them were male.

Through the competition in the past three years, nearly 70 outstanding contestants have joined L'OREAL companies all over the world.

Up to now, 135 outstanding contestants from nearly 30 countries and regions have joined L'OREAL companies all over the world. Among them, only 60 outstanding players in last year have become new members of L'OREAL.

tcl: International Training and support personnel supply 2004. TCL group bought Schneider and dual brand of Schneider electronics company, a bankrupt enterprise in Turk Heim.

In January 2004, TCL and French Thomson co founded TTE joint venture.

The implementation of TCL Group's overseas expansion strategy is restricted by the bottleneck of talents. The implementation of the internationalization strategy lacks the support of international management talents and technical personnel. The management and operation modes under different cultural backgrounds need to be adapted to each other and learn from each other to improve each other's strengths.

As a typical representative of Chinese enterprises' internationalization of water trial, TCL has explored a set of training courses for training international managers, effectively ensuring the supply of talents in the internationalization of TCL.

Haier: to turn managers into operators, to eliminate the "big business disease". Haier's management innovation is "SBU (small business unit)", 50 thousand employees, 50 thousand "SBU", 50 thousand "small Haier", and every Haier people feel the pressure from the first tier market directly.

Turn everyone from a management object to a management body, from a manager to an operator.