Ten Strategies To Reduce The Risk Of Employing Private Enterprises

< p > < strong > 1. correctly understand the relationship between entrepreneurs and professional managers < /strong > < /p >

< p > there is no simple employment and employment relationship between professional managers and private entrepreneurs.

Private entrepreneurs have an enterprise platform, and professional managers have the ability of management or operation lacking of private entrepreneurs. The two are more cooperative and win-win relations, just like the external partners of enterprises.

Only by fully recognizing this, can private entrepreneurs be given due respect by professional managers before it is possible to establish a good foundation for cooperation and communication.

< /p >

< p > < strong > 2., formulate personnel policies in line with the development needs of the company < /strong > < /p >

< p > private enterprises do not have any personnel policies at the beginning of their business. After developing to a certain scale, the original talents can no longer meet the actual needs, and enterprises must constantly introduce human resources from outside.

< /p >

< p > private enterprises should give full consideration to the development stage, development strategy, internal and external environment, culture and other factors, determine the basic personnel policy of the enterprise, stipulate and explain some principled problems such as what kind of person and how to use the personnel, so as to guide the introduction, use and other human resources work of the enterprise.

< /p >

< p > < strong > 3.. According to the needs of enterprise development, the human demand is < a href= > http://www.91se91.com/news/index_c.asp > > system analysis < /a > /strong > /p >

< p > entrepreneurs must understand the current situation of human resources in their enterprises, understand the matching degree of existing human resources and jobs, so as to understand what jobs need and what internal resources are needed, what talents need to be introduced externally, and which talents need reserves.

Enterprises can solve the above problems through planned organization / work analysis and design, establishment of talent capability / quality model and human resource inventory.

< /p >

< p > < strong > 4., < a href= "http://www.91se91.com/news/index_c.asp" > employment plan < /a > /strong > /p >

P talents can only be brought into full play when they are fully integrated into the enterprise and accepted and accepted by most people.

Everyone joining in the enterprise will cause shock in a certain range, such as culture, values, work habits, communication methods and other aspects, especially senior management.

If the number of employees at the same time or in the short term is too large, the conflict and concussion within the enterprise may surpass the control ability of entrepreneurs, resulting in the decline of communication efficiency, the lax dispersion of people, and even more serious consequences.

< /p >

< p > enterprises should formulate detailed employment plans according to the development needs and combined with human resources analysis.

It is clear what jobs need to be imported, and the timing, quantity and mode of talent introduction.

In order to reduce blindness and frequent use of emergency measures.

When introducing talents in batches, we must give full consideration to the basic platform and digestion ability of enterprises, so as to reduce the violent conflicts and excessive personnel shocks.

< /p >

< p > < strong > 5., perfect talent < a href= > http://www.91se91.com/news/index_c.asp > selection mechanism < /a >, select appropriate talents < /strong > < /p > in proper way.

< p > what kind of person is qualified for the needs of the company? In the face of a large number of talent flow and supply, and the lack of credit mechanism personnel environment, how to effectively find the real needs of enterprises is a difficult problem faced by private entrepreneurs.

Due to the limitations of personal experience, private entrepreneurs often lack the necessary experience and means in selecting suitable talents. The imperfect human resources function in the enterprise makes it impossible for the human resources department to give entrepreneurs the necessary help in the selection process.

Private entrepreneurs must improve their ability to identify and select talents, or improve the success rate of candidates through headhunting companies.

But the most fundamental thing is to establish and perfect the recruitment and selection mechanism of talents, and reduce and avoid the risk of employing enterprises from the system process.

< /p >

< p > < strong > 6., establish a reasonable incentive and restraint mechanism < /strong > < /p >

< p > there is no emotional bond and trust basis between professional managers and entrepreneurs. Entrepreneurs often lack authorization due to distrust, or because of their excessive trust. The result is that they either restrict the development of normal business or take inappropriate personal actions by professional managers.

< /p >

< p > professional managers are partners of private entrepreneurs. There must be corresponding incentive and restraint mechanisms to clarify the rights and obligations of both sides and safeguard the interests of both sides.

Generally, we can clear the direction by establishing common goals of short, medium and long term, and restrain and avoid the bad behavior of professional managers through reasonable authorization and reporting system. We can correctly evaluate the contribution of professional managers through effective performance management and performance evaluation system, reduce the risk of enterprises and maximize the motivation of professional managers through the way of pay and performance linked risk payment, and ensure the mutual benefit and common development of professional managers and enterprises through the establishment of career planning and long-term incentive system, so as to maintain long-term cooperative relationship between the two sides.

< /p >

< p > < strong > 7. maintain appropriate expectations < /strong > < /p >

< p > private enterprises are mostly caused by the deep reasons such as the employment mechanism and the limitations of entrepreneurs. It is the result of the accumulation of corporate criticism. If the headache is painful, the pain may be seen in the short term, but it can not solve the problem fundamentally, or even delay the timing of the treatment.

The ability of professional managers is also limited, just like doctors can not cure all diseases.

Therefore, it is very blind and unrealistic for private entrepreneurs to hope to solve all problems by introducing one or several professional managers in the short term.

The higher the expectations, the greater the disappointment, so the expectations must be reasonable and appropriate.

< /p >

< p > < strong > 8. reasonable use of talents < /strong > < /p >

< p > after the introduction of an enterprise by professional managers, how to determine jobs and responsibilities, how to ensure the moderation and effectiveness of monitoring, and how to give appropriate incentives in time?

The above problems are important subjects for private entrepreneurs involved in business management.

Private entrepreneurs should learn to make good use of incentive and restraint mechanisms, make rational use of talents, and maximize the space and room for talents to achieve the goal of rational use of talents.

< /p >

< p > < strong > 9. necessary, timely and effective communication < /strong > < /p >

< p > private entrepreneurs must often communicate with professional managers about work objectives, empowerment, work progress, performance and motivation, timely solve problems, give timely incentives, and give timely control and correction to deviations.

In order to avoid the accumulation of problems and intensification of contradictions, we should minimize the risk of employing.

< /p >

< p > < strong > 10., using culture and values to motivate and restrain professional managers < /strong > /p >

< p > enterprise is a collection of different stakeholders. It is bound to be full of conflicts of interest and contradictions. The most important thing is the management of people's heart.

In depth, the entrepreneurial team is composed of like-minded people with common ideals and values. Private entrepreneurs should fully recognize the strength of corporate culture and encourage and restrain professional managers to share risks and create the future through good corporate culture.

< /p >