Are Employees Worthy Of Enterprise Attention?

　   “人力資源是企業的第一資源”已成為所有企業的共識。人的確重要，就如 “企”字的結構一樣，去掉“人”就剩“止”了。既然人如此重要，企業該如何做呢？在企業里，人按作用一般分為三類，一是高層領導；二是中層管理者；三是一線員工。企業管理現狀是人們過于重視管理者的帶頭示范作用，卻忽略了與顧客、市場或產品直接接觸的員工。許多企業都在不惜重金招聘高層領導，也不惜重金培養中層管理者，但是對于一線員工的投入卻是少之又少。然而在企業里數量占80%的一線員工究竟值不值得企業重視呢？

H is a textile enterprise of 3000 people. Enterprises attach great importance to the management of employees. Not only do they produce large sums of money every year for staff training, but also greatly reduce the failure rate of finished products. A series of activities are also launched to give full play to the ability of employees to reform and innovate.

Every quarter, the company will gather some outstanding employees to hold tea party meetings. At the meeting, employees can speak freely about their life and work.

Enterprise leaders can collect many useful information every time, and implement them in time, so as to improve the staff's satisfaction with the enterprises and reduce the turnover rate.

At the same time, enterprises also carry out proposals for improvement activities, which are collected once a month. Due to the fairness and impartiality of the selection, and the timely bonus of bonuses, the enthusiasm of the staff has been greatly enhanced, and hundreds of proposals have been received each time. The proposal involves management, workflow, maintenance, and the utilization of waste materials. In this way, the improvement made by the annual staff proposal can create millions of dollars worth for the enterprise economy.

The achievements of front-line staff are obvious to all. Therefore, enterprises must pay attention to front-line staff, not only to spend money to employ their physical strength, but also to manage their mental power.

　　企業該如何重視員工呢？可以從以下幾個方面入手。

First of all, enterprises should regard their employees as partners, especially the human resources department of enterprises, and take the actual action to get the trust of their employees.

The Ministry of human resources has double roles in the enterprise. On the one hand, it should consider the interests of the enterprise, on the other hand, it is the spokesman for the employees' voices. The enterprise human resources department must deal with its role flexibly, while ensuring the interests of the enterprises, it must also have a long-term strategic vision, upload the voices of the employees to the leaders in time, help the leaders to analyze and implement them, and let employees feel the importance they attach to them.

Secondly, enterprises should strictly recruit personnel, and try to choose those highly qualified employees.

High quality employees have the ability of observation, thinking and innovation. If they choose employees who have no academic qualifications or ability, they will not be compatible with corporate culture and will eventually become a stumbling block for the development of enterprises.

Just like Haier, what is the purpose of implementing "horse race not to match horse" and "final elimination" mechanism is to enable high-quality people to become employees of enterprises.

Thirdly, enterprises must create a platform for their employees to display themselves.

Staff seminars, proposals and other activities can be carried out.

Some enterprises also set up internal publications, and employees can understand the latest developments of enterprises through periodicals. Leaders can also understand the employees' state of mind, and thus bridge the communication between top executives and front-line employees.

SONY's "internal job hopping" system also provides a broad platform for employees to further tap the potential of their employees.

　　創辦了卡耐基管理的安德魯。卡耐基有一句管理名言——“帶走我的員工，把我的工廠留下，不久后工廠就會長滿雜草；拿走我的工廠，把我的員工留下，不久后我們還會有個更好的工廠”。因此，企業一定要采取一系列措施，留住優秀地一線員工，讓他們在實現自我的同時，為企業做出更大的貢獻。