Talent Strategy Based On "People"

In the market competition, for decades, enterprises have been able to skillfully use marketing skills to subdivide customers, and now the subdivision due to "human" needs to be extended to the human resources strategy of enterprises: every employee must be regarded as a separate labor force to manage, and innovative design of differentiated products. Talent management Only in this way can we win the competition of talents in this era.

In the market competition, for decades, enterprises have been able to skillfully use marketing skills to subdivide their customers. Now, such subdivision due to "human" needs to be extended to the human resources strategy of enterprises: enterprises must regard every employee as a separate labor force to manage, and innovate the design of differentiated talents management scheme, so as to win the competition of talents in this era.

The latest research shows that talent management is no longer universally applicable. In order to enhance competitiveness and maximize employee performance in the economic recovery period, enterprises must understand the different needs of different employees and make positive responses.

It is true that in the past time, standardization has played a leading role in labor relations, because it can help enterprises achieve some important goals such as consistency, efficiency and fairness. Especially in the past ten years, most companies have standardized talent management as an important means to enhance their global vision and ensure the consistency of the entire company's operations in the process of improving their huge business systems and globalization.

However, with the deepening of diversification, the increasingly difficult standardization of knowledge work, the shortage of qualified staff and the critical competitiveness of talents gradually becoming the key competitiveness of enterprises, standardized human management methods seem to be outdated.

On the one hand, technological progress makes it possible to tailor differentiated management schemes for different employees; on the other hand, people also expect, or even require, a differentiated work experience like consumers. This is especially true for the millennials who saw everything as a matter of course (from the late 1970s to early twenty-first Century). In their view, the form of labor force in enterprises is in the extreme of diversity not only in terms of age, sex and race, but also in career planning, culture, customs and values. Even the composition of the top management team has been similarly affected. In today's complex business environment, the general standards of talent management have been hard to satisfy employees. Extensive management The plan and labor contract will be thrown into the garbage bin of history. {page_break}

　　 Maximizing performance

Market leaders such as best buy, Procter & Gamble, Google, The Container Store and W. L. Gore & Associates are working to create a personalized talent management plan, treating every employee as a separate labor force, trying to maximize employee performance.

In these enterprises, everyone's ability, working style, preferences and motivation are different. So managing employees in the same way is not the best policy. In the context of economic recovery, they effectively improved employee performance and productivity, ensured high work motivation and low turnover rate, and began recruiting a number of highly efficient employees (see link: "three different businesses").

The most important thing is that under the guidance of four customized plans with different people, these enterprises choose one or more schemes to achieve the organization, coordination and effective organization control of human resource management. In addition, the efforts made by enterprises in standardized management are still playing a role and provide strong support for the company's customized transformation.

　　 Controllable and manageable

Through the comprehensive study of more than 100 enterprises, we have identified four feasible customized schemes to help enterprises achieve orderly differentiated talent management. These four customizing schemes are guided by flexibility rather than encouragement. Because of this, they are both controllable and manageable.

1. workforce segmentation. Just as decades ago, vendors have been skilled in classifying consumers - we are divided into suburban housewives, clothing oriented teenagers, geeks, and so on - companies can also classify employees in the same way.

Enterprises can classify employees according to the company's value, work roles or labor force, age or gender. The development of business intelligence and analysis has improved the company's ability to divide labor. Nowadays, enterprises can creatively differentiate employees according to their employees' learning styles, values, personality, health, mobility, behavior, and even different connections or ways of communication.

For example, Accenture put his employees' comprehensive happiness index (such as vacation time, project length, etc.) as an indicator of employees' subdivision, and used them to determine which of them had turnover intention or under great pressure. In our survey, a high-tech company, based on an Anthropological Survey, divides all the employees into eight different types (the standard is the degree of interdependence among employees and the mobility of employees), and then designs the corresponding working environment according to the specific behavioral characteristics of each group.

Potential labor force can also be divided. Today, many companies are looking for talented employees around the world: they use the exam results, experience, ranking and other user evaluation (refer to the way of Amazon.com, Facebook) to screen the electronic resume, and find someone who highly meets certain specific task requirements.

　　 At the same time, because management has set specific implementation standards for each subgroup, there will be no risk of separation from control in the whole process.

2. provide template selection. In order to provide personalized computer configuration to customers, DELL has designed a mix / matching menu for customers to choose from. Similarly, enterprises can also provide employees with alternative menus to help employees customize personalized work plans.

For example, employees of Capital One and Microsoft can choose a working environment from multiple mix / match working environment menus according to their needs and tasks.

Some companies divide standardized job descriptions into tasks, allowing employees to reconfigure their job descriptions according to their interests and skills. In Losangeles Skyline construction company, employees can (to a certain extent) choose salary schemes: low salary, high welfare, or high salary and low welfare.

By limiting the choice of employees to a standardized menu, the process becomes manageable, implementations and controllable. {page_break}

3., formulate broad and concise rules. Enterprises can formulate relatively broad and concise management standards, so that employees and managers can interpret them from multiple perspectives.

Just like the contestants in the The Amazing Race, they can choose different routes to reach the same destination. Enterprises can also set a simple goal, so that employees and managers can choose different routes according to their abilities, preferences and needs. In the process, enterprises still have control rights, because there are clear boundaries with rules; if employees do not cross the border, they can take the most suitable way. The specific boundaries can be determined according to strategy, value, time, budget, target or organization category.

How does the broad and concise rule play its role? Look at the example of W. L. Gore, Delaware. This manufacturer of Gor-Tex and other fluoropolymer manufacturers is based on organizational boundaries. Employees can decide their roles and tasks in specific projects and determine their work content in a broad functional area.

Time can also be used as a constraint. In Google, engineers only need to devote 80% of their work time to core work, and the remaining 20% can be used in projects with the most potential value.

Best buy is the standard of achievement. Take Moira Hardy. -- best buy. Geek Squad "(Geek Squad) member, for example, after discovering that customers like their personalized work style, Hardy started working to attract more women interested in technology, including geek team work. Since best buy has a broad definition of Hardy's duties: to provide excellent customer service, she can take the technology summer camp to provide young people, especially young women, with personal experience in technology to complete their business.

A survey conducted by best buy and Gallup shows that giving employees full play to their abilities can greatly enhance their motivation. This has a huge impact on the performance of best buy, because every increase of 0.1 points (with 5 as a full score) increases each store's profit by about $100 thousand a year.

4. support employees to customize personalization solutions. Today's consumers can identify and create their own content by sharing videos such as YouTube or Wikipedia, which is spontaneously written. Similarly, employees can also identify and create their own work specifications without the constraints of unified, defined restrictions, choices or policies.

For example, employees can customize learning experience or virtual work experience for themselves through wikis, blogs, YouTube, Facebook and other similar applications. Employees of Tesco and JetBlue airlines can set up their schedules by communicating with their colleagues about shifts.

Subsidies can also be determined by employees themselves. In the US Navy, seafarers, rather than human resources department staff, determine the allowances for some positions that are in short supply through an online auction website. This market based system is different from the previous template selection scheme (for example, the Skyline building company mentioned above), because the system does not allow employees to choose from schedules or allowance options presupposed by human resources staff. In fact, as long as the market is still within the scope of the internal staff, employees can freely arrange their work schedules or wages. Even skills requirements, job descriptions and career planning can be defined by the employees themselves from bottom to top instead of from top to bottom. Through browsing resume, e-mail and other electronic communications, human resource analysis software can find out what skills, experiences and knowledge each employee has, which can also be used to create common, dynamic and evolving employee information.

Enterprises can use the analysis technology developed by Taleo, a talent management software company, to analyze the promotion and mobilization history of employees, and then determine which employees choose the same customized career path. Then help these employees find social networks to communicate with their predecessors who have chosen similar career paths. For employees who are complex in business but lack clear career planning, this plan can provide them with some guidance and reference.

Employees' customized personalization program protects the control of the company least, but the company can still decide which individualized solutions are supported by the company, and what incentive, technological or cultural transformation methods the company will adopt to support these programs, so as to maintain the company's control to a certain extent, and ensure the continuity and coordination of the business development. {page_break}

　　 Formulating strategy

Different employees have different characteristics -- unique needs, values and aspirations -- the same is true for enterprises. They also have many differences in strategy, history, employee type, value and culture. Therefore, every enterprise needs to implement customized plan according to its own characteristics. Although most companies will adopt some of the above customization plans, the most important thing is to make choices based on their unique business environment.

　　 In elaborating the customization strategy, you may need to consider the following factors:

The degree of customization to control. The classification and templating options can guarantee more control, because the details of staff behavior standards are still determined by the human resources department. Relatively speaking, in the two broad and concise rules, and encouraging employees to customize personalized solutions, the control rights of enterprises are relatively limited. Because the specific content of employee behavior is determined by the guiding principles of employees in the HR department. However, less control means greater customization. Compared with the first two schemes, developing broad and concise rules and encouraging employees to customize personalization solutions can create more management norms that fit their employees.

The degree of change. Develop broad and concise rules and encourage employees to customize personalized solutions to better adapt to environmental changes. For example, in response to new demands, employees do not have to wait for the company to spend a few months developing new learning courses. They can quickly adapt to changes in the environment through wikis, blogs and other ways, or through mutual learning among colleagues.

Fair. The proposal to provide template selection is considered the most fair, because it provides the same alternative content for everyone. And classification means that different regulations are made for different categories, so that some employees feel unfair. Formulating broad, concise rules and encouraging employees to customize personalization programmes are relatively neutral - because everyone has the same opportunity to explain or define their behavior standards, but because of the lack of uniform regulations of HR departments, these norms will vary greatly because of personnel differences.

* the number and type of resources needed. Classification and template selection options require more HR resources, because these two schemes require the HR responsible person to develop and execute multiple sets of personnel management specifications. Employee oriented programs require relatively few resources, because they do not require companies to track and manage multiple job specifications, but rather to hand over the responsibility or authority of defining the work norm to the employees themselves.

Firms that prefer the latter approach may shift the focus of resource allocation to innovation and education, or simply cut HR resources. If your company's profit margin is low, and you can't apply the commonly used technology of database analysis and other classification and template selection options, then you need to weigh it carefully when choosing customized solutions.

Although some enterprises have realized the differentiated needs of employees, and have introduced options and changes in the areas of employee benefits and job allocation, most companies are still not active in this issue.

Taking every employee as a separate labor force to manage, enterprises need to create innovative talent management programs, and actively promote the customized program from all strategic levels to all employees. The customization program transforms the labor force, including the human resources department, into the development strategy of the enterprise, so as to help the enterprise win the competition.