How to make core employees and enterprises grow together?

What makes them feel difficult is to find excellent talents. Because the company is composed of research-oriented talents, the values pay special attention to the process of doing things and long-term goals, but there is a lack of such talents in the market at present, so it is a bottleneck for the company to find talents with the same values. In addition, with the growth of the company, this entrepreneurial technology company is also facing the problem of higher and stronger management ability. Now there are eight subsidiaries in Tianbang, which need group management, but the company has no management talents in this field. State-owned enterprises: communication and transmission software industry: the challenge of cross-cultural management In the IT industry characterized by talent-intensive, talents are the most valuable resources of enterprises. On the one hand, IT talents have strong personalities, and on the other hand, the competition for IT talents in the market is fierce, so the management of core talents in the software industry is full of challenges. Wang Xingshan highlighted the talent characteristics of this industry with the most restless words. In his experience, when the company was small, three aspects were very important to talents: career, treatment and human feelings. With the scale and internationalization of the company, the role of feelings began to be diluted, and how to control cultural differences became a new challenge. What is particularly encouraging is that in the experience of the wave, cultural differences and the difficulties they bring not only exist in different countries, but also in different regions of the same country. Inspur Company, headquartered in Jinan, Shandong Province, benefited from the stability of Shandong people from the beginning, which is very important for the development of software enterprises. With the expansion of the company to Shanghai and Guangdong, the characteristics of local employees have changed, and it is ineffective to manage Shanghainese or Cantonese with Shandong culture. When Inspur opened a branch in Tokyo, Japan, it was faced with the problem of what kind of talents and how to manage local personnel. Multinational company: accidentally made a wedding dress for others. Yu Hua, director of human resources and administration of Adidas Greater China, believes that the sports industry and retail industry in China are the places with the most shortage of talents. Because Adidas is a leading enterprise, it is difficult to find talents who can be employed immediately. If you go to other places to see it, you need a lot of training, which is also a dilemma in the retail industry at present. In the current talent war in China, the challenge is how to find a person who can be used immediately, whether this person can integrate into the company, whether it conforms to the company's values and culture, and whether it has team spirit. The second challenge is that the company's development speed exceeds the talent growth speed, that is, the talent shortage. Therefore, how to cultivate talents to develop rapidly, keep up with the pace of the company and avoid the phenomenon of green and yellow, is another difficult problem. Many companies may feel this way. The company recruits so many people, it seems that it can always use a dozen or twenty people. The key to this problem is that the growth of talents takes time. Although enterprises with different natures and stages of development face different talent problems, the recognition of enterprise values and culture and the internal training of talents are of great significance to prevent brain drain and the growth of enterprises. Your bosses have different experiences and countermeasures for the above problems. Yang Chuanhua of Huaihai Commercial once briefly expounded the development and management of core talents. In his view, core employees should have three elements: first, loyalty to the enterprise; Second, it has practical use value; Third, it has a very good potential space. As for how to make core employees grow up with the company, he thinks there are still three elements: first, ordinary incentive elements, including well-known equity, red envelopes and various benefits; Second, it is necessary to give core employees room for business promotion, position promotion and imagination, that is, value space; Third, give competition to core employees, keep them in a sense of crisis and promote their continuous progress. In addition, Yang Chuanhua also put forward three trends in the development of core employees. First, core employees will be promoted step by step and naturally enter the top. Second, if he thinks he is not in line with the corporate culture and is not satisfied with his post, he will jump ship, but it is also a contribution to society. Third, his life cycle at work is over, so let him be laid off for the elderly. Ms. Huang Jiwei, the enterprise and talent credit information technology co., Ltd. in marriage, mentioned that although there are various management tools on the market now, enterprises often have little effect when using them, because the word "appropriate" is the reason. Users are not particularly familiar with the functions, performance and usage of these tools, and often use inappropriate tools at inappropriate times, thus failing to achieve their goals. So enterprises should not be superstitious about the role of tools. For the example of Huaihai business brain drain, Huang Wei vividly compared the relationship between enterprises and talents to marriage. Did the lack of full understanding at the time of marriage lead to the breakup in the future, or did other reasons make employees change their minds after marriage, or did the appearance of a third party make employees jump ship? The personnel management structure of Huaihai Commercial seems to be quite perfect and mature. Why do bosses and key employees have contradictions? Why did the above-mentioned master change his mind? Huang Wei believes that although there are objectively reasons for the change of talents due to environmental changes, whether the company is constantly emphasizing and inculcating corporate culture, and whether and in what form it is verified that the corporate culture has been effectively transmitted to the whole company and effectively accepted by employees is likely to be the key to the problem. Lack of effective communication and transmission will inevitably lead to strange bedfellows and lack of understanding, which will easily affect the implementation and implementation of superior decisions. For the runaway master, if we had told him the company's final training plan for him earlier, maybe the end of the matter would not be like this. Ms. Yuan of Watson Wyatt Consulting has prescribed eight-character prescriptions for personnel diseases encountered by enterprises: recognize the reality and apply both hard and soft. Second, demand exceeds supply. China's current education system and environment can't produce a large number of talents suitable for the company's needs, and there is a shortage of urgently needed talents. The degree of talent specialization in China, including language ability, professional quality and general work skills, is not comparable to that in India. The lack of talents itself has caused a shortage of supply. On the other hand, the talent market is not transparent enough and the information is asymmetric, which leads to the mismatch between supply and demand. Companies can't find the people they want, and good people can't find suitable enterprises. The third point is about people-oriented. Because of the unclear views on talents and inconsistent standards, especially the views of bosses, it will also cause great problems in human resource management, and it is impossible to clarify the selection, retention standards and incentive methods of talents. Although many bosses are talking about vigorously cultivating talents, it is no problem to invest tens of millions of advertisements, and it is very difficult to do a human resources project, even if it is only one million. So in fact, the real people-oriented values have not been established. The first is to establish a clear employer brand. It is difficult for enterprises to recruit people, especially small and medium-sized enterprises. What capital can they use to attract talents? Even if the company has enough capital, it will always consider talents comprehensively when choosing enterprises. Therefore, enterprises should establish employer brands and establish a good image, just like product brands, and effectively deliver them to the market. Third, make good use of talents who are hard and soft. The ways of employing people are as follows: first, creating an incentive system suitable for enterprises and integrating incentive leverage into all aspects of enterprises will play a very important role in tapping the potential of core talents and retaining talents. The second is to create a good business environment. We should not only have a good personnel environment, such as good treatment, but also establish a good business process to make employees do things more smoothly and freely, so as to gain more sense of accomplishment. It is necessary to eliminate bureaucracy, corporate politics and other bad corporate characteristics that are not conducive to retaining talents and improve the management level of managers themselves. These are two hard things, which refer to building a good hardware environment for talents. The so-called "one softness" refers to the cultivation of managers' ability. It is necessary to cultivate the management ability and leadership ability of line managers. Because one of the reasons why employees leave their jobs now is that subordinates feel that their superiors are not competent enough, it is very important to cultivate the ability of leaders themselves. To sum up, two hard and one soft means emphasizing motivation, environment and the ability of leaders. Fifth, educate people to help themselves. Because the biggest feature of the talent market in China at present is the lack of talents that enterprises can use immediately, and everyone is competing for good talents, so enterprises must save themselves. According to Watson Wyatt's survey of large enterprises, such as Motorola and Hewlett-Packard have long-term plans to train talents. Cultivating people must have input, although the effect may not be seen in the short term, it will be rewarded in the long run. The CEO who has mastered the company's important resources should pay special attention to this kind of investment. This is also an important way for enterprises to solve the talent dilemma. As a professional manager, Gu Qing, the co-director of Shun Tak Group and the head of China District, summed up three words to retain employees: connecting the preceding with the following, horizontally integrating, and pulling out the seedlings to help.