Ten Strange Phenomena Of Talent Management In Enterprises

The most important thing in twenty-first Century is talent power, that is, the system capacity of human resource management and development.

What is extremely incommensurate with this is that at present, Chinese enterprises are showing a scene of talent management farce, performing a kind of people who can't help laughing.

On the basis of in-depth consultation and training for hundreds of enterprises and hundreds of business owners or executives, this chapter briefly describes ten strange phenomena of talent management.

These ten phenomena are all from the overall level of talent management, and the strange phenomena of each talent management module will be explained in detail in the following fourth chapters to tenth chapters.

The first section of the first chapter: blind people feel the elephant, lack of system, "blind people feel the elephant" is a widely circulated fable.

Once upon a time, there were several blind people who wanted to know what elephants looked like, so they found an elephant and touched the elephant with their hands.

The blind man who touched his leg said that the elephant was like a pillar. The blind man who touched his tail said that the elephant was like a snake. The blind man who touched his body said that the elephant was like a wall.

To this end, several blind people debated the question of what elephant is like.

We are lucky to have a pair of eyes, and we are lucky enough to see elephants.

In fact, in the face of endless nature, in the face of the objective world that no one has actually witnessed before, in fact, human beings sometimes are not as good as blind people.

A philosopher once said, "the real world does not exist, it exists only in the world people perceive."

Although it is a little idealistic, it is a fact.

Talent management is also an elephant to some extent.

Countless researchers and practitioners are groping like blind people every day.

As a result, the elephant of talent management has different images in different people's hearts. It is also natural to contend with a hundred schools of thought.

As long as there is a hundred schools of thought contention in a fact judgment, at least there is no so-called axiom coming out.

Some enterprises, after a lot of groping, have drawn a variety of talents to manage elephant images: people who are engaged in talent assessment do not think that real talent management can be achieved without talent assessment; the key to talent management is to recruit excellent talents; people who engage in assessment are more confident; the core of talent management is assessment; without assessment, there is no such thing as talent management; wage managers are dismissive; talent management is to match the right treatment with the right talents; the most important thing is to maintain the sustainable competitiveness of talents training and developers.

The company bosses are the heads of enterprises and the top managers of talent management. They have a comprehensive understanding of talent management.

They believe that the so-called talent management is how to make money for enterprises.

This is quite true, but what is more puzzling is what is the elephant of talent management?

At a national enterprise talent research conference, the debate on talent management was very intense. Several representative arguments were extracted for your reference.

Mr. Wang, the boss of a manufacturing company, summed up the experience of the company's talent management. "Management personnel, like flying kites, fly a long rope tightly. When flying close, loose rope. How high flying kites is depends on your flying kite level."

When he talked about talent management, he said with a mysterious smile: "talent management is nothing. In short, it is to fix people, to think about people when there is time. There is no uncertain talent."

"Human resource management should be scientific and professional," he said. "What we need most is quantification and technology."

If our enterprise's talent management is Chinese medicine therapy, we should introduce western medicine therapy.

The two sides are different from each other.

Do not know the true colors of Mount Lu, only in the mountains.

So how do we get to know the true face of talent management?

It is a task for all talent workers to solve the phenomenon of blind people in the management of talents.

There are two basic prerequisites for solving this problem.

In fact, there is a complete objective image in the management of talents.

Talent workers are puzzled whether the customer view of talent management exists.

If the elephant group is large, various and different in form, what we are trying to find is a variety of deformed images. How can we determine the true face of the elephant?

Logically speaking, there should be a variety of images, but they are called elephants, indicating that they have the main characteristics of the image. Therefore, for us, we need to identify the basic characteristics and the overall outline of the talent management elephant.

Two, how to achieve the image of the blind and the blind when they feel the elephant, there is no image in their mind. If the theoretical workers of our talent management can outline the basic features of the image, the practitioners of the talent management first try to see the elephant in the heart, and then grope for and verify it in practice.

It is not only the characteristics of talent management, but the whole enterprise management is repeating this old fable.

"Strategic fever", "executive power craze", "brand fever", "quality fever", "process fever" and so on. Every management boom is known as finding the real panacea for enterprise management, but it is actually touching one ear of the elephant.

The second section: the name is not true, the status is high, the Han and the son are one of the six ministers of the Jin State.

One day, uncle Shu of Jin state visited him, but he saw Uncle Xiang and sighed and complained to him: "I have the name of the Qing, but no real, no two or three sons."

That is to say, he has the name of the Qing, without the actual power of the Qing, and can not compare with the doctors.

Today's management of enterprise talent is quite similar to Han Xuanzi's feeling.

The boss of a company always talks about "people-oriented" and "talent management work". In fact, it only pursues authoritarianism and manages the employees by means of non-human means.

In the enterprise, the phenomenon of talent management is nominal and the status is too high.

In general, middle managers are generally responsible for talent management. In China, talent managers, such as HR Manager or director of human resources, are only middle level in the company. In the face of the rules of the enterprise game, how to manage talents at the same level or above their positions is one of the embarrassments of talent managers.

Two, talent managers do not participate in the company's strategic planning strategy. The strategy is a direction and overall job for the company's development. Talent strategy is an important tool to achieve the company's strategy.

At present, most of the talent managers of enterprises do not have the right to participate in the strategic planning of the company, but only according to the strategy already formulated, we have to adjust the talent work.

The reason is that the company strategy is the responsibility of top management. Since talent management is not high level, the strategic planning work has nothing to do with it.

In today's strategic talent management, talent managers do not participate in the company's strategic formulation, or the company's strategy formulation does not refer to talent factors. The strategy formulated will also be an imperfect strategy.

Three, talent management relative to business personnel, the salary is low. In recent years, the salaries of talent managers have generally been raised. In fact, the basic salary of talent managers is improved, and the gap between the total income of talent managers and those of the same level is still very obvious.

Four, the human resources department has been shrinking. At a job fair, I asked a company employee who had more than 5000 employees to understand the company's situation. He said frankly: our company has just set up the human resources department, and the manager is also the Secretary of our president's office. The whole human resources department only has two full-time personnel, the main work is the daily labor and personnel work.

After they repeatedly asked the boss, they agreed to recruit a person responsible for performance management, because the boss said that the company is big, should be assessed, recruit a person to be responsible for the company's 5000 people's assessment work.

Five, the bosses' ignorance of talents, there is a deep-rooted hierarchy in the minds of some company bosses -- indifference to talents and contempt for the humanistic spirit.

Some bosses often say that talent is the most valuable asset of an enterprise, but in their bones, they think, "three legged toads are hard to find, and there are plenty of people with two legs."

"Today, if we quit this job, we will recruit a better one tomorrow. We will not trust the strength of our company. We can not find a more suitable talent in the crowded talent market."

The high status of talented people makes me feel sorry for talent managers.

The high status of talented people makes me feel sad for talents.