How Do We Interpret Career Planning?

< p > by analogy with the popular iPhone application platform, < a href= "http://www.91se91.com/news/index_c.asp > > employee < /a > career planning is an open iOS system.

After developing the platform, enterprises can continue to develop various kinds of application software and share various departments.

These "application software" are salary system, performance system, qualification system, succession plan and so on.

< /p >

An open platform such as P can achieve a good user experience, because when an employee enters the enterprise, it finds that there are so many channels in the original enterprise, such as management channel, professional channel, support channel, etc. different channels have different ways of development.

Just like playing a game, entering different fields and completing certain tasks can be upgraded. Employee engagement is also promoted with good experience.

< /p >

< p > the following two cases do not happen in state-owned enterprises, but because these two enterprises are super large enterprises, they are of great significance to many state-owned enterprises.

< /p >

< p > one is the successful application of diversified talents development channels in large retail enterprises.

After several years of development and mergers and acquisitions, the enterprise has become a multi format, multi brand, and top ten retail chain enterprise in China.

There are various formats in the enterprise. The target customers are very different. There are high-grade bird's nest stores and drugstores, and there are also retail supermarkets for high-end customers and retail outlets for low and medium income.

After a large number of mergers and acquisitions, the company found it difficult for employees to have unified management, different jobs, different salaries, and no flow of talent.

Who should sell more money? Who should take a lot of high-end and low-end shop employees? Who should take less? No one knows, and no one can speak clearly.

< /p >

< p > through the planning of < a href= "http://www.91se91.com/news/index_c.asp" > rank system < /a >, the enterprise realizes the docking of different ranks, so as to realize the docking of salary system and the p flow of talents.

The IT staff of the Chinese pharmacies can also go to the bird's nest shop to do IT, solve the problem of talent mobility, and also achieve the synergy effect of the business.

For example, there is a key post in the hypermarket format, which is not clear to the outside world, fresh technician.

Their main work is to divide meat, stir fry, fish and bread, and the operation of the mechanic will directly affect the income and profit of the enterprise. How to cut down the pork and how to cut the knives, how to match the fat and lean is very knowledgeable, the fat is too numerous to buy, the lean meat is too much and the profit is low. How can the bread be ready to be washed and done?

Fresh technicians usually compete in different industries. Supermarkets, Western bakeries and five star hotels all need this kind of work.

In the supermarket, they have low wages and lack of promotion space. After 2 or 3 years, they have switched jobs.

Therefore, we have planned a professional development channel for these groups of people, and how can the early, middle and senior technicians, as well as vertical promotion and horizontal mobility, be matched with the corresponding remuneration level.

In this way, employees of different professions can see their future ascendant in the enterprise and feel that they are motivated to stay in the enterprise and stay behind.

< /p >

< p > > a href= "http://www.91se91.com/news/index_c.asp" > career /a > management system can effectively reduce the risk of staff turnover in mergers and acquisitions.

Both A and B are large financial enterprises. The original organizational structure and network layout of the two companies are highly overlapping. After integration, they will inevitably face the risk of less management positions and the loss of core staff.

By adopting the concept of career map design and integration, the rank structure of the new company is more reasonable, and the concept of talent classification and broad development is implemented.

First of all, there are two career development channels for management sequence and professional sequence. Under the new system, senior professionals can also enjoy the same treatment as senior management cadres, so that managers who are affected by the merger of organizational structure can achieve their own value enhancement by taking professional channels.

< /p >

< p > secondly, according to the new company's business development requirements and cultural orientation, it expands the personnel scope and personal development level of the professional sequence. On the one hand, it identifies the most important professional personnel, such as product design, risk management, and so on, which enhance the core competitiveness of the new company. On the one hand, it sets up management system separately, focuses on development, and on the other hand, sets up moderate development channels for other ordinary employees, which broadens the career development space of all employees.

Finally, the employees of both companies are classified into the new system's sequence, and through the propaganda and management of management and staff, the core concept of career development is instilled into the staff to minimize the negative impact of the merger on the stability of the workforce.

< /p >