The Fundamental Problem Of "Retaining People"

Often hear a lot of HR, entrepreneurs complain, talent can not be recruited, can not stay, extreme people also lamented the loss of employees "no conscience."

It seems to be the so-called "treatment, retention, and emotional retention" that people depend on, which is almost said to be rotten, but it is hard to find any other means.

But the problem of keeping people hard has not improved because of these.

Analysis of traditional means of retaining people

It is difficult for a person to be treated by treatment, but it is difficult for them to survive.

It seems a little difficult to keep people in business.

Some enterprises have designed a number of career development passageways to set up a development ladder in order to embody their careers, and have hired consultants to set up a number of career development channels.

But these vigorous sports development is very difficult to sustain. For a simple reason, the pool is so big, the water is so deep, and there are more channels and staircases.

Rely on feelings to keep people.

The foundation of treatment and career is the effect of affection, otherwise it will become empty, nothingness and cheap.

Well, the treatment and career are good. It seems that the relationship is good. Without the foundation of treatment and career, the relationship should not be expected to be good.

Everyone sighs that human resources management can make icing on the cake, but it is hard to provide timely help.

Generally speaking, these three points emphasize the means of retaining people instead of solving a fundamental problem. This is the question of who stays and stays behind and how to support the development of enterprises.

Of course, I am not demanding these three solutions to all problems, but as an enterprise, if we ignore these fundamental problems, we may fall into "aimless philosophy".

At the end of the day, whether remuneration, career or emotion need to be guaranteed by the development of enterprises.

Fundamentally speaking, the flow of personnel itself is the inevitable result of market competition and the essential factor.

In addition to market competition among enterprises and the resulting competition for talents, there is a competitive relationship between enterprises and employees.

That is to say, employees and enterprises are developing at the same time. When the enterprise develops faster than the staff development, the enterprise will feel that the talent can not adapt to the requirements of the enterprise development, so we must adjust the talent structure, recruit senior talents from outside, and eliminate the existing personnel.

The reverse is the same. If the employee develops faster than the enterprise, there will be a "little temple big Bodhisattva" problem. It is very difficult for the enterprise to provide the space for the employees to continue to develop, and the employees will naturally choose to change jobs.

Therefore, when the brain drain is growing rapidly in the enterprises, the personnel departments and business executives should first review why the development speed of enterprises is slower than that of employees.

Of course, the simultaneous development of enterprises and employees is a very ideal state, but in fact, this can only be an ideal state.

Just imagine, even if the boss of the enterprise has this problem, sometimes the boss will become the limit of the development of the enterprise. This is also an important reason for the separation of ownership and management rights. Jobs, a great entrepreneur, is also so successful that it was eventually swept away by the board of directors, so Zhou Hongyi thought Jobs's greatness lies in "

First or first?

This leads to another question: whether or not to stay ahead of others is a strategy.

This issue is just like the controversy over the three syllogism of Liu Chuanzhi's "team building, strategy and team" in the past few years. The focus of debate is whether to start the team first or set the strategy ahead.

But one thing is for sure, for the core entrepreneurial team, the team and strategy are not completed at once, but a process of continuous adjustment and mutual adaptation. Different enterprises have different construction and formation processes. But for the core talents of the enterprise, the strategy must be ahead of schedule, because the development and retention of talents are mainly in the "team" category.

To clarify this point, the development and reservation of talents must first solve a strategic problem.

That is to say, the strategy of human resources should be subordinated to and support the overall strategy of enterprises and lack of overall strategy.

Conversely, if the strategy is clear, the question of who is the core talent and who must be retained will become clear, and the core talent will be very clear for the realization of enterprise strategy.

At this time, the enterprise can boldly spend money on this kind of talent, give treatment, give the platform, and the boss is willing to create a good space for its role.

In this sense, keeping people is investment.

When enterprises are developing, enterprises can further provide better remuneration and development platform to attract and retain talents needed by enterprises.

The problem for a large number of small and medium-sized enterprises is that the enterprises lack clear strategy. Apart from a few core talents, enterprises can not clearly identify the relationship between talents, talents and the realization of enterprise strategy. This is also a question of the organizational structure and operation mode of an enterprise, and the boss is unwilling to invest in these employees.

The characteristic of competition is not to advance or to retreat, but to lose opportunities for development.

The development and retention of talents must be viewed from the perspective of strategic investment. Since investment is bound to be a failure, there will be no failure and no success at all.

This also involves second levels of relationship, the first and the last.

Is it to wait until the enterprise is developed and then invest in talents, or is it necessary for enterprises to invest first?

It is very clear that we must invest first.

The magical effects of options

When it comes to this, we have to talk about options.

Option is a very ingenious incentive. Its ingenuity lies in the fact that the holder can cash in at a certain time in the future.

Suppose that if the person has no confidence in the development of the enterprise, then he will not accept the option at all. If the person accepts the option, he must know that obtaining the option is also necessary to pay cash, and of course, it can also be operated through financial means, which indicates that the person agrees with the future development of the enterprise.

A core talent is willing to accept the relatively low cash remuneration at present, and the main body of the remuneration is a certain amount of options with uncertainty. For enterprises, it is undoubtedly the use of future money to hire enterprises to develop urgently needed talents today.

To achieve this, it must be based on the recognition of talents on the development of enterprises.

Otherwise, options are worthless.

Of course, enterprises must be extremely cautious in granting options, and only those who are very important to the development of enterprises and deserve to be granted options can get such an opportunity.

Brief summary

Enterprise development and strategy realization are the foundation and foundation for retaining talents, and talent development and retention are important investment behaviors of enterprises.

The two wings of talent and strategy are indispensable.

If the talent has no confidence in the development of enterprises, sooner or later, "birds will invest in forests". If the boss has no confidence in the development of enterprises and has no clear judgement of the strategic direction, then he will not dare to invest in talents. This is a big problem of brain drain in many small and medium-sized enterprises.

Only when the boss of the enterprise first puts forward a clear and clear strategic thinking to let the talented person see the fact that the enterprise develops rapidly, then the talent retention will come out of three simplification means.