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Effective Management: Management Of Talent As A River

2010/8/31 21:15:00 107

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When the talent becomes more and more like a river flowing freely, enterprises can no longer store talents like reservoirs. The key point of enterprise talent management is not whether to flow, but how to manage its speed and direction.

The Internet has been threatening so far. Its biggest impact on many companies is not to take away customers, but to rob talent.

Last year, a senior executive of Black&Decker, who had already agreed that Pepsi Cola would be the head of North America, interviewed reporters and talked about what new plans will be promoted in the future.

But the first thing on the way to work is not in the office building of Pepsi Cola, but in the office of Amazon online bookstore. He temporarily decided to be the chief executive of the company.

One important reason why he changed his mind halfway is the headhunting company's sentence: "do you want to do the job of selling potato chips, soda cakes or changing the world?"

Like Pepsi Cola, countless companies feel powerless in gaining talent. The most anxiety among managers is not how to improve their performance, but how to win and retain employees.

Not only are companies competing with companies in the industry, but some companies that have never heard of, are still in a state of loss, and have only 10 employees or a few employees can be pformed into a well-known company with a long history and well paid benefits.

The original salesman who sells milk powder decided to invest in the field of e-commerce B2B. The original IBM decided to create a "movie website" himself, a young lawyer assistant, and now a creative project of Internet Co.

Even if it is

Internet

The company also has no way to escape the trouble of talent flow and talent shortage.

Therefore, in order to avoid brain drain, some companies adopt various countermeasures. Besides raising salaries and increasing benefits, many companies also issue stock to employees, or put their supervisors in the position of reserve successors early, so that they will not be "bewitched" by the outside world.

Since last year, some large traditional companies, including Pepsi Cola and Whirlpool, have appointed early successors in the hope of stabilizing the army.

But overall, there seems to be no more efforts to slow down the flow of talent.

Today, the impact of employee turnover is not an individual factor, but an environment itself.

For an enterprise, how should we deal with this huge management challenge?

Cappelli, a professor at the Wharton School of business in Pennsylvania University, recently proposed an important view: "do not regard talent as a reservoir, but as a river." (Caperi)

Administration

Don't expect it to flow, and try to manage its flow and direction.

In other words, companies can no longer retain talent as a goal, but try to solve this problem by way of work design, salary, team building, and even sharing employees with other companies, affecting the direction and frequency of employee turnover.

For example, the freight drivers of UPS company have a high turnover rate in the past. They clearly know the status of each route and have established personal relationship with customers. Once someone leaves, they have to go through a long process of re finding, training and familiar with customers, which brings great trouble to the company.

After studying it, it was discovered that drivers hate the process of moving goods onto the bus before going out everyday.

At the same time, another group of people was assigned to take charge of the loading task. As a result, the turnover rate of the driver dropped sharply.

Of course, the loading rate of workers is as high as 400%. However, because this position does not require special skills, the high turnover rate has little impact on the company. It only needs to find some part-time personnel. It is easy to explain that the principles can be on-line, so the ratio effectively solves the past annoying questions.

Cappelli

This view has given us several worthwhile directions.

Are employees good employees?

Long term dedication to a company is an important condition for determining whether an employee is outstanding.

Therefore, many companies regard seniority as an important performance appraisal standard.

However, in this era of rapid environmental change, it can be designed to make low commitment employees a high degree of dedication.

For example, if a department of your department moves frequently, you can never guess who will stay for a long time, so why don't you just go over and ask everyone in this department to quit after two years.

As a result, when employees take office, they know their commitments and expectations of the company, but they can solve a big problem in the management of the company.

The investment company of Wall Street has adopted this approach for junior analysts.

According to a survey of MBA students from Wharton Business School of Pennsylvania University, they asked their satisfaction with their past work. It turned out that if a fixed period of work was done, the evaluation of the former company would be higher.