How To Win The Resource War Of Talents

Famous American Administration According to Werner Filter, the competition of enterprises has gone through the competition stage of labor, system and technology. Resources The situation will become the final decisive power of the market. And in all resources, the most valuable is talent.

For intermediate enterprises, talent has become the bottleneck of company development. Many companies are spared no expense in introducing talents, but they are faced with difficulties in seeking talents and unavailability on the other hand. Even if it is hard to find a good person, the pain is constantly coming: from methods to ideas, from execution to strength. value The concept of "paratroopers" is not compatible with the company's habits for many years. With the company's "getting rid of the old and new things", the original salary system seems to be out of date. Any disrespect to the new and old employees will lead to dissatisfaction and morale.

For intermediate enterprises, how to get out of the "middle type human resource dilemma" and make talent training and introduction become the booster of system construction and strategic transformation?

Case 1: Wang is always the human resources director of Y company. Recently, he is not in a good mood. Chairman Hu believes that there are many problems in the company's human resources, and he ordered Wang to solve them as soon as possible.

Why is "nobody seeking to be wise"?

First of all, Hu is not satisfied with the state of "entrepreneurs". You know, Y company is also a small celebrity in the industry, but the company's performance growth has slowed down in recent years. Hu believes that one of the most important reasons is that "entrepreneurial elders lack learning ability and can not keep up with the requirements of business development".

In order to change the situation, the company introduced professional managers. However, in terms of how to use these talents, Hu is in a dilemma: on the one hand, these professional managers have cutting-edge management ideas and methods, which are beneficial to the development of the company. But on the other hand, some ideas of professional managers are deliberately and unintentionally subject to the opposition and opposition of the "elders". Recently, Hu wanted to promote several good professional managers, but he was afraid that he would hurt the feelings of the elders and touch the foundation of the company.

Secondly, the company's salary system has problems. From the day of starting a business, Y company has been using the "negotiation wage system": that is to say, "follow the market" method in salary, and the treatment of employees after entering the office is determined by negotiation with the company. The drawback of this "bargaining system" is obvious: because every employee's treatment is "talked about" by himself, many employees are "equal pay for work".

Although Y has been keeping its pay strictly confidential. But as the saying goes, "there is no wall without wind", it is inevitable that someone else will feel unbalanced after knowing the treatment of others. Some employees even found Hu general directly and asked for "equal pay for equal work", which made Hu always take pains.

Again, the imported talent often "acclimatized". In recent years, Y company in terms of talent introduction, spared no expense at all, it can be described as "unrestricted talents". In order to identify talented people, the director of Human Resources Wang became a "Bole" and "to recruit talents everywhere".

Regrettably, although Y has introduced many talented people, few people can really integrate into the company. It is undeniable that professional managers have brought new ideas and ideas to the company, but have not made the achievement of Y company grow. The newly recruited talents are not loyal enough to quit their jobs with a slight sense of dissatisfaction. It is difficult to integrate the new and old people. The elderly entrepreneurs laugh at professional managers and only exaggerate their stories. Professional managers laugh at the old thinking of entrepreneurs and narrow the scope of their business. Some professional managers are fond of being alone and lacking in teamwork consciousness.

Finally, the brain drain is serious. On the one hand, the company continuously introduces talents. On the other hand, the manager of the division always complains that no one can use it, and some middle and even "brothers in arms" have left. So Hu began to reflect on the company's human resources policy, and the introduction of talent was absolutely true. Why did it always backfire?

In fact, Wang has always known about the company's problems. But he also knows that these problems are quite complicated: the founding fathers have made great contributions to the development of the company. When their abilities and qualities are not suited to the requirements of the development of enterprises, what is the right place to put them? You know, there is a special fighting friendship between these elders and their bosses. It is difficult to end up with bad handling. Salary incentives are also very difficult, though Wang knows well that the compensation system of the company is unfair. But he also knows that wages are rigid, and it is hard to raise wages and lower wages.

It is not easy to integrate new and old employees. Because of different experiences, there are great differences between the old and new members in terms of values, ability structure and behavior style. Some employees who work for many years at the grass-roots level look at their superiors and supervisors' superiors from outside, so they can hardly conceal their disappointment: when will they be born?

In the face of many problems, Hu and Wang always get entangled together.

Who is the culprit of the "middle type manpower dilemma"?

"No use" has become the biggest problem of human resources in the middle enterprise. On the one hand, the structure of knowledge and ability of entrepreneurs has not been able to meet the needs of strategic development of enterprises, or even become redundant employees. On the other hand, with the development of business, intermediate enterprises are longing for talents more than ever. {page_break}

This distribution pattern is based on the so-called "Jianghu" or "righteous" culture, emphasizing "mutual respect" rather than contract culture. Under this mode of distribution, leaders of enterprises are at the disposal of interests distribution, employees are not completely independent in personality, and they are more or less dependent on the leaders of enterprises. In this way, it is difficult for employees to take responsibility for their career.

The modern enterprise system requires the relationship between enterprises and employees based on contracts. In this relationship mode, the members of enterprises should first define their respective responsibilities and obligations around the whole enterprise, forming their respective goals, and then agree that individuals should achieve the desired return. Under the mechanism of interest sharing, employees' personality is independent and can take responsibility for their career.

In short, intermediate enterprises should change the original distribution mode of "afterwards rewarding rewards and rewards", and establish a mechanism of sharing interests effectively, which is the basis for human resources reform.

When constructing interest sharing platform, intermediate enterprises should be guided by the principle of openness so as to avoid setting barriers for entry and exit. The boss knows this.

Case 2: in 1987, at the beginning of its establishment, the company allowed internal employee stock ownership to solve the problem of insufficient funds. In 1995, sales exceeded 1 billion 400 million yuan, and the "intermediate problem" became increasingly prominent. Under the guidance of Mr Yu, the "basic law" was promulgated smoothly, which marked the completion of the systematic thinking of a great enterprise and laid the foundation for the rapid development of the future. Through the "basic law", the employee stock ownership plan is defined as an internal interest sharing platform, so that all employees can be condensed into a close interest community.

The shareholding structure of the company is open. When there is a withdrawal of shareholding employees, there are no additional conditions besides the prohibition of business strife and confidentiality clauses. This not only guarantees the reputation of the interest platform, but also inspires the motivation of the staff. The open structure has not caused large-scale loss, and most employees choose to continue to learn and upgrade in the enterprise, thus storing sufficient human resources for the company.

When constructing interest sharing platform, intermediate enterprises should take account of historical factors to solve historical debts.

Case 3: Q enterprise is a middle type enterprise that has just started a business for a long time. In order to solve the problem of "intermediate enterprise", the boss decided to attract excellent professional managers into management, but at that time, Q enterprises had less than 200 million yuan of sales, so it was difficult to provide competitive remuneration. But at the same time, there was another trouble: the elders knew that they could not adapt to the strategic development requirements of the company, but they did not want to withdraw from management. To this end, Q enterprises have specifically formulated the withdrawal mechanism and withdrawal plan of the elders, and assessed the historical contribution of the elders. According to the assessment level, each entrepreneur has been granted different initial stock subscription rights, and a pension fund account has been set up for each business veteran according to the length of service. The company promises that if these elders choose to withdraw from the business, they can enjoy dividends according to the amount of original equity and pension fund subscribed. Through this plan, Q enterprises have solved the problem of historical debts and let the elders willingly give way to newly recruited professional managers. For those veterans who have been assessed to be able to adapt to the needs of enterprise development, allowing them to compete for suitable positions can also enjoy option incentives. Q enterprise took two years to complete the professional transformation of management, and brought the company smoothly into the fast lane of development.

Establishment of "incubator" within enterprises

The self supply and self replenishing ability of human resources is the prerequisite for the sustainable development of enterprises. No enterprise can become a great enterprise solely by relying on outside talents. Therefore, whether or not an effective human resource training system can be built is the premise for intermediate enterprises to achieve leaps and bounds to large enterprises.

There are three key points in establishing a talent training system for intermediate enterprises: first, talent training is the most important investment for enterprises to manage, so as to achieve "priority input, devotion and perseverance"; second, adhere to the combination of staff self-management and enterprise overall management, employees should be responsible for their career planning, while enterprises are responsible for providing career paths and career proposals for employees through strategic guidance and career planning. Third, adhere to the principle of managing personnel by managers, and each level of management should bear responsibility for the growth of subordinates.

Many companies are envious of the convergence of domestic first-class marketing and R & D talents. Such a situation is the return to the growth of talents and the insistence of perseverance. As early as 1998, the "basic law" clearly pointed out: "human resources management is not only a matter of human resources management departments, but also the responsibility of all managers. Managers of various departments have the responsibility to record, guide, support, motivate and evaluate their subordinates' work, and have the responsibility to help their subordinates grow up. The development of subordinates' talents and the recommendation of excellent talents are important factors that determine managers' promotion and personnel benefits. Leaders who fail to train successors should take the initiative to retire in the next round of tenure.

Many middle type cadres complain that "talent is seriously lacking and can not fulfill the system training for talents". Therefore, abandoning the necessary rotation and on-the-job training for improving staff skills is essentially putting the cart before the horse. It is stipulated that every senior cadre must be familiar with the production process of the enterprise's products. Every employee who wishes to be promoted must have experience in the production line of the company. Even Li Yuzhuo, who is the vice president of the four way, is no exception. It can be said that without first-line experience, it is impossible to find talents and make good use of talents.

The source of talent is mainly training and external recruitment.

Enterprises should put the basic point of human resources strategy in internal training. But a real problem is that when the intermediate type enterprises realize the shortage of human resources, they already have too many debts in human resources. After all, talent training is a long-term process. Therefore, for most intermediate enterprises, "far from being able to get rid of near thirst", it is a good choice to introduce talents from outside.

In addition, when introducing talents from outside, companies should also pay attention to the integration and coordination of internal and external talents. When introducing talents, the intermediary enterprises must take into account the feelings of the employees in the enterprises, and make them understand that the company mainly focuses on the cultivation of talents within the company, and the external introduction is subsidiary, thereby avoiding the negative psychology of "foreign monks will chant scriptures" and "companies are happy and old."

Intermediate enterprises should follow the principle of internal priority when recruiting. If there is a demand for talents in the Department, we should first recruit internally, and turn to the outside recruitment when there is no qualified person inside.

Case 4: when L introduced talent, it always worried about internal staff's resistance. External recruitment is usually carried out in secret, and most departments have no idea about it except the human resources department. When the recruits are on duty, most of the employees will wake up like a dream. No one will protest publicly in the face of fait accompli, but they will feel depressed for the old employees who want to get the post, which will result in the overall morale of employees and the drain of business bones.

To recalls, L has adjusted the recruitment policy: when recruiting needs, priority is given to the internal staff, if the internal staff are not competent, then consider the external staff. {page_break}

Practice has proved that this method is effective. Not only are there many leading figures inside, but also the talents from outside are more easily integrated into the company.

Another effective measure to avoid internal staff's conflicting emotions because of "foreign monks will chant scriptures" is to reduce the level of external recruiters as much as possible. In general, the higher the level of recruitment, the greater the internal staff's initiative.

In fact, due to the immature market of human resource professionalization and other concepts in Chinese culture, the probability of survival of foreign professional managers in intermediate enterprises is very low. Even if they can survive, they need a very long adaptation process. If they can not get support from their subordinates or even encounter conflicts, the chances of survival will be even more slim.

In case 1, chairman Hu feels that the risk of introducing executives from outside is too high. Once the failure of talents is introduced, the enterprises will suffer too much losses. After careful consideration, Hu decided to adopt a more conservative approach. Specifically, for every top position, it will not be directly imported from the outside world. Instead, it will add more potential personnel to the direct subordinate positions of the post, and then make two further selection among these personnel. The advantage of this method is that it is convenient for enterprises to conduct in-depth investigation of talents and reduce the running in cost of foreign talents and enterprises.

To create a good atmosphere and help foreign professional managers to survive should become the responsibility of senior managers in intermediate enterprises. Whether the professional managers from outside can survive in the enterprise is not only a problem of reducing the recruitment cost, but also will decide the future of the middle type enterprise. Their success in the enterprise often means that the company has successfully completed the transformation. On the contrary, if these managers can not survive, they will send the wrong signals to the employees: in the game between the old and new ideas, the old forces will take the upper hand, which is extremely unfavorable to the transformation of the middle type enterprises. N has learned a lot in this respect.

Case 5: N is a famous fruit wine enterprise in Western China. After gaining a firm foothold in the western regional market, it decided to enter the national market. The company introduces some professional managers in the expansion process, and the company hopes to acquire advanced management and marketing methods through these talents. As a result, contrary to the expectations, these managers encountered a great deal of conflict within the company. The top executives didn't pay much attention to the problem. They turned a deaf ear to the complaints of the managers, and failed to replace them, which eventually led to the dilemma of "replacing seven marketing directors a year". Employees jokingly called N company "the chief engineer of water flow."

Due to frequent changes in sales director, resulting in lack of continuity in market strategy, N missed the strategic opportunity from regional brand to national brand.

By contrast, D's approach is much wiser.

Case 6: in 2009, D company, which had long relied on direct selling mode, decided to set up a distribution mode. In order to complete the transformation of the channel, the company executives introduce professional managers at all levels of the marketing system. At the same time, when introducing talents, D executives do not neglect management. Instead, they adopt cross level support. Every professional manager who enters the company has a senior executive who is superior to his direct supervisor to track and assist them, so that they can smoothly coordinate their internal relations and adapt to the company's culture. Facts have proved that this is a brilliant decision. Almost all professional managers have fully applied their talents after entering the D company, helping D successfully complete the transformation of marketing system.

Unenforceable strategy is not a good strategy.

In many intermediate enterprises, there is a saying that "enterprise strategy is no problem, the problem is poor execution". At first glance, this statement seems very reasonable. After careful consideration, it finds it untenable: a strategy without considering the executive power of the enterprise can be regarded as a good strategy? Obviously, a good strategy itself should include execution and feasibility. The key to carrying out the strategy lies in people, who are the key talents needed to carry out the strategy.

The formulation of strategy for intermediate enterprises should be based on human resources development.

Case 7: after A was listed in 2005, it acquired sufficient funds, and then entered solar energy, comprehensive energy conservation, energy and chemical industry, cultural tourism and other fields. However, due to the lack of talent, A's diversification strategy is not successful, and it has almost exhausted all the financing and main business profits generated by A. Business people have changed their crops, but they are useless.

A's failure is attributed to the lack of talent: the hastily formed team lacks proper understanding of the new business, and the new business is always unable to cope with the lack of talent.

Numerous cases have proved that human resource status can determine the success or failure of the strategy of intermediate enterprises to a certain extent.

Case 8: in 2008, L company encountered great difficulties in its operation: the profit situation is getting worse and worse; new businesses are all in a state of loss; the quality of products and order delivery problems are serious, and the relationship between customers has deteriorated seriously; new products are not yet being launched, products are not competitive; research, production and marketing are mutual wrangling, synergy efficiency is extremely low; staff morale is low, and core backbone is largely lost.

L executives realized that the main reason for this predicament was the irrational human resources policy of the company, which resulted in a great loss of core technical teams, which made it impossible for the company to launch new products on schedule, resulting in a decline in market competitiveness, a decrease in profitability, and a difficulty in mobilizing the enthusiasm of employees, which led to a vicious circle.

Based on the above analysis, L has adjusted its strategy, defined the technology leading strategy, greatly improved the treatment of R & D team, and quickly launched a new generation of competitive products, reversing the operational difficulties, creating space for the company's business strategy transformation, increasing human resources investment and adjusting the human resources policy.