Thinking About Brain Drain In Enterprise Management

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From "peaceful mentality" to "rational choice"

Whether it is the competition of enterprises or the evolution of the industry, the competition of core talents is a concentrated manifestation of the fierce competition of enterprises.

The competitive advantage of enterprises is mainly reflected in the innovation mode of enterprises, that is, the coordination of static resources and dynamic resources.

Static resources refer to objective conditions such as capital, raw materials and space. Dynamic resources refer to planning, creativity, decision-making, knowledge utilization and timing.

Only good management personnel can complete the mission of coordinating the use of static and dynamic resources.

Therefore, excellent managers are both the scarce resources of society and the public resources of the market. In this sense, we must face the competition of talents with a calm mind.

In reality, one of the difficulties and puzzles faced by enterprises is that some managers will change with their abilities, powers and responsibilities. Their values will change sooner or later, sooner or later, and there will be a "dislocation" between the dominant values of the enterprises and the potential values of managers.

In this case, the top decision-makers must make a judgement whether they are historical or phasic convergence or sustainability and convergence. If the former is the former, the "drain" and "separation" of talents will become inevitable.

If it is the latter, though it may be temporarily "cloudy", it will eventually be alarmed because such talents and enterprises share common and integrated ideas and values.

Choice is the beginning of everything, and also the key to everything.

Therefore, we should consider comprehensively the two aspects of selecting talents, and the key should be based on the level of enterprise values, because "money is not everything."

From "short-term performance oriented" to "long-term cultural orientation"

The deviation of employing strategy is also an important reason for the continuous loss of talents.

The key to employing tactics lies in the dialectical unity of opposites between "putting" and "receiving".

"Release" is to be good at giving subordinates resources, runways and goals. "Receiving" means that cadres should take the lead of taking an example and shouldering the management responsibilities of copying and propagating the basic principles of organizational culture and human behavior, commonly known as "taking teams" and "doing ideological work".

In practice, although some enterprises also know "accept" and "release", they often do not understand the necessity of "switching" and "coordination" between "receiving" and "releasing".

The corporate strategy reflects the corporate culture.

In the backbone talents of enterprises, there are two extreme characteristics, one is performance oriented "wild" category, the other is organizational culture oriented "family" category.

When the enterprise develops to a certain scale, the two kinds of managers seem to have reached the end of the runway. The enthusiasm of talents and the collaboration of various professional departments have appeared periodic rigidity and hardening. This requires organization to make periodic adjustments in the employing strategy.

For example, the general marketing organization's field workers are like "wild animals", who are good at social intercourse, but they lack in summarizing and refining practical experience and knowledge, and effectively propagate them. But the inside staff seem to be "urban cadres", who have developed certain bureaucratic habits, are not good at listening and feeling the market sense in reality, and their work habits are often trapped in reports and summaries.

The reasons for the formation of the two cultural differences are not only the different nature of work, but also the deep roots of cultural value orientation.

Therefore, the construction of corporate culture can not stop in oral or formality. It must be down-to-earth and practical, and really shift the employing strategy from "short-term performance oriented" to "long-term cultural orientation".

From "visual vocational ability" to "latent vocational quality"

From the sustainable development strategy of enterprises, education is actually the essential strategy of enterprises.

Just like Konosuke Matsushita, training and management of talents is the core business of enterprises, and the operation of household electrical appliances is only the superficial business of enterprises.

In this sense, talents are the foundation of enterprises. Entrepreneurs with vision are always on the offensive in the management of talents. As Mr. Ren Zhengfei of HUAWEI said, "one or two people can not, we need a group."

To cultivate cadres, enterprises should first consider from the strategic level, and the general manager and the top leaders of human resources should combine their external management theories with their internal management practices, and gradually explore suitable education system for their own enterprises, integrate the comprehensive career planning with all kinds of professional training, so as to enhance the scientific understanding of all managers' career and improve their comprehensive accomplishment, ideological realm and pattern, which is also an opportunity for enterprises to develop in the future.

The key to the growth of managers lies in their awareness and awakening. Open mind, learning mentality, gratitude mentality and zero mentality are conducive to the realization of awakening and awakening.

The high distance of a station can be seen far away. Managers can continuously improve their "visual vocational ability" by constantly consolidating the "latent professional quality", so as to stretch the elasticity of career life in the dimension of time and space.

The choice of the future can not only be based on courage, determination and innovation, but more solid strength is the core experience and experience accumulated by years, as well as core contacts and word of mouth.

The strategic thinking should be "looking for a deep port and laying down a big ship" as the Geely blade boss has said.