The Three Way Is To Make The Organization Talented.

organization Administration Master Barnard believes that too many enterprises focus on attracting talents and talents from outside, but neglecting the training of talents within the organization. It is not responsible for training talents, but not for sustained growth of personnel. responsibility Of course, enterprises can not form. personnel Echelon.

For a long time, two traditional ideas have restricted the growth of talents in domestic enterprises.

First, we should attach great importance to the introduction and use of talents, and neglect investment in talent cultivation. It can be seen that many enterprises have invested large sums of money in attracting talents. Governments around the country also have "two high talent centers" and other departments to help enterprises introduce high-level talents. Once they acquire talent, enterprises want them to exert all their energy, arrange these talents to high-intensity jobs, and always work at high loads until they leave the enterprise or retire. However, the growth of these talents and the transfer of their experience to others are often considered less frequently.

Two, enterprises are limited to the simple mode of personnel training. It is considered that more efforts should be made to increase the intensity of training, work on the content, form and quantity of training, or reorganize employees on a large scale. This is all the work of personnel training. The personnel training of such enterprises is almost equal to the tasks of the human resources department. Although these enterprises are willing to cultivate talents, they are willing to invest resources to promote their growth. However, there is a lack of overall understanding of the personnel training system, and another important way to neglect the cultivation of talents is to train qualified personnel in their work, and to transfer the experience and skills of managers and professionals to new or lower level employees through the mechanism of personnel training, thus forming a continuous learning mechanism and talent growth mechanism. Western enterprises such as the US and Japan attach particular importance to this way of cultivating talents. This is also an important reason for the continuous emergence of talents from western enterprises.

The following examples illustrate the effective ways to train talents:

Talent training mechanism based on knowledge platform for American Enterprises

ConocoPhillips is a global energy company. In recent years, ConocoPhillips has always been the top 10 among the Fortune 500. It is mainly engaged in oil and natural gas exploration, development, production, refining and processing, and sales. It also includes downstream chemical and plastic products production and sales, natural gas refining and power generation. A large enterprise like ConocoPhillips is in good condition and owes much to the support of its knowledge management system to personnel training.

ConocoPhillips's knowledge management system consists of two main subsystems. One is the database system. Problems and answers that may be encountered in a large number of work, and categorization of other professional knowledge are stored in the database easily retrieved. Through the internal network, employees can conveniently enter the system and find knowledge according to their needs. The database with different positions can be accessed differently, the more professional the post is, the higher the power level, the larger the database can enter. The other is expert system. The expert system is to supplement the lack of interaction ability of database system. At the headquarters of ConocoPhillips, there is a 24 hour Knowledge Assistance Agency. Employees around the world can seek help from experts through phone calls, e-mail and Intranet links when needed. For example, technicians working at an oilfield site encounter difficult problems. He can use knowledge platform to get help in many ways. He can first click the knowledge platform from the network interface, search according to the description of key words, enter the classification interface of the problems encountered, get a lot of instructions to solve the problem in the column of the problem, and have detailed cases. Generally speaking, the simple problems encountered by technicians can be solved in this way. If the database can not solve the problem, technicians can find experts who can solve such problems in the database, and contact experts at the prescribed time by telephone, e-mail, etc. experts can help solve the problem. When these methods are unable to solve the problem, experts can come to the scene personally and solve problems face to face according to the importance and urgency of the problem. In this process, the role of knowledge platform is not only to complete work and solve problems, but a set of design includes learning mechanism to help enterprises to gather knowledge and experience and pass them to the members of the organization they need. Through such a process, talents continue to grow. The process of working in ConocoPhillips is also a learning process. As a result, personnel training and talent growth can be implemented at the organizational level.

American enterprises establish strong knowledge management system within the enterprise through information technology support. The system is not only an assistant to solve practical problems in employees' work, but also a platform for promoting staff learning, promoting knowledge transfer and exchanging experience. Of course, the establishment of knowledge platform is by no means simple as a database and expert system, but not a set of information systems. It also requires different levels of personnel to collect knowledge, make explicit, classify and communicate.

Japan's "Godfather" talent training mechanism

The Toyota Corporation invented the world famous TOYOTA production mode, which is guided by customer needs. After the process, that is, the pull mechanism of users, it links the whole process of production and marketing, and at the same time avoids waste, making the work process form a workflow. Relying on this capability, Toyota Corporation has established an irreplaceable competitive advantage. However, any mode of production has its basic mode and can be learned by competitors. Then how does TOYOTA maintain its long-term advantages? Continuous improvement, excellence and continuous innovation are the key to TOYOTA's long-term advantages. Only the ability of the whole organization staff is constantly growing, can it continue to improve. {page_break}

Toyota Corporation attaches great importance to the growth of employees, and has established a mechanism of helping people to grow up, so that new employees and ordinary employees can get the help of experts. Under the guidance of experts, they constantly deepen their own post abilities, and then form professional skills of organization. All kinds of professionals have been promoted one after another in this process, of which TOYOTA's "Godfather system" has played a major role.

The professional staff who enter the Toyota Corporation will have a "Godfather" who is an expert in TOYOTA. The selection of "Godfather" is very strict. Only those who have contributed to TOYOTA and have performed well for many years can be promoted to "Godfather". Once it becomes a godfather, it will enter the presidents of the highest level of Japanese enterprises. The core of the presidents class is the entrepreneurial elders and highly respected shareholding members of the enterprise. The godfather group reports directly to these core members. With the "Godfather" group, the president class knows well about the company's talent. The "Godfather" group does not directly interfere with the daily work of the training staff. Only when employees encounter difficulties at work, for example, can not adapt to a post, work pressure is too high, and some professional skills can not be controlled, then employees can contact their "Godfather" and "Godfather" to help their employees overcome psychological obstacles or make up for the lack of professional skills. In addition to helping employees solve problems, the godfather will take the initiative to meet these people regularly, and sometimes informal contacts, such as relaxing at the bar, finding a quiet environment to talk about. Through this regular and continuous contact, many young people are guided and nurtured by "Godfather". Not only is the work problem solved, but also a cohesive force is added to convey the spirit of the company. The "Godfather" system has solved a big problem, that is, since the day the employee joined the company, someone in the company was responsible for his growth. This is an organized talent training mechanism. Whether employees are willing to grow up or not, there will be a push for him to grow and employees to have a sense of belonging. In such an environment of creating a mechanism of stimulating layers of talents, eventually everyone will strive to deepen their professional ability and continuously improve their performance.

Of course, personnel training is not just relying on "master apprentice" this way, Toyota Corporation will also according to the different levels of talents, professional differences, the establishment of various "TOYOTA", such as "Feng Qiao Hui" and so on. These large numbers of "meetings" between formal and informal organizations can make people who have similar professional skills and job skills need to be interconnected. Professionals at all levels will exchange experiences, learn from each other, and enhance interpersonal communication in their "TOYOTA club".

Beneficial practice of Chinese Enterprises

Chinese enterprises have also done many useful practices in personnel training. For example, HUAWEI company, as one of the largest private enterprises in China, has maintained healthy growth for more than 20 years, and its technology content is increasing. HUAWEI is in the telecommunications equipment industry that pays attention to speed and economy. If it moves slowly, it will be eliminated. This requires the company to always have top talents. For this reason, HUAWEI drew on the "Godfather system" of Japanese enterprises, and introduced the management of the help and help mechanism to help employees improve their skills and realm, which is called "tutorial system" in HUAWEI. In the regular job of HUAWEI, how to help employees and train employees is a must. If the staff do not get promoted, it will be difficult for them to be promoted. This is a system stipulation on the incentive mechanism. Again, for retired experts, general enterprises do not completely ignore their experience ability, that is, continue to hire them to do specific work, and an aviation precision instrument manufacturing enterprise, the old experts to form an expert committee to complete some research work related to the development level of enterprises, and make use of the experience and technology of these older experts at a higher level.

On the whole, although Chinese enterprises have initially realized the importance of personnel training, they have made some explorations. However, most enterprises devote little effort or single method in personnel training, and have not formed a perfect talent echelon. In order to survive and develop, we must improve the ability of independent innovation. Enterprises have no choice. We must establish a system of personnel training and establish a train of thought for cultivating talents in the work. This is the real core issue of establishing a learning organization. Once this model is formed, enterprises will continue to produce talents, and the situation of talent shortage can be greatly alleviated. At the same time, enterprises need to pay attention to two points in practice.

First, the way that domestic enterprises learn western enterprises must not be attracted by superficial phenomena. Let alone the establishment of a system can be a short-term behavior. They must accumulate step by step on key steps to form a sophisticated system. For example, a large state-owned enterprise in China has been attracted by the knowledge management platform of ConocoPhillips. It is believed that as long as we establish such an information system quickly, we can achieve the goal of supporting work and training talents. As a result, the information system invested in nearly ten million yuan is difficult to turn good fortune and good fortune. The database that is pieced together in the short term is just a accumulation of knowledge and does not have the function of assisting in solving problems at all.

The two is to realize that the establishment of personnel training mechanism is not an isolated thing. It should not only set up new functions, but also clear up obstacles for the establishment of new functions. Many unfavorable systems and methods need to be adjusted at the same time. Misuse of management tools is also a reason for the difficulty in implementing talent training. For example, in recent years, a number of so-called assessment tools have been developed, using a pile of pre designed indicators to measure the performance of an employee, and rewards and punishments according to the results of performance appraisal. Even professionals have to focus their energies on responding to assessment indicators. Once the assessment indicators are unreasonable or people can not keep up with the changing situation, they will cause the work to be done without being asked, but focus on completing the evaluation index. Rigid assessment also aggravates competition within the members of the organization. Capable employees often do not want to pass on valuable experience and knowledge in order to maintain their own value, which is actually a barrier to the initiative of knowledge and experience, and also greatly hinders the development of enterprises.