Why do enterprises do talent inventory?

What the industry takes to retain and care for talents is related to the fundamental interests of the company. Hiring and retaining talents is equivalent to reducing the recruitment cost and pre-training cost of the company. In addition, companies that can retain talents can often focus on customer service better, while competitors are tired of recruiting and training new employees all day. Companies that can retain talents for a long time tend to be more efficient. If the company can't retain elite talents, it will lose the technology and experience necessary to launch new products or implement new systems. Therefore, the competition for talents is of great significance to the future development of the company, and this battle is inevitable. However, how does the company win this talent battle? Just like all management problems, there is no simple and universally applicable magic weapon for companies to use to ensure an invincible position in the competition for talents. But the experience of many big companies in the world shows that there are some ideas and behaviors with * * * in this respect, and if managers can adopt them, the situation will be very different. The more senior talents decide to leave the enterprise, the more cautious they are. At this time, it is very unlikely that enterprises will leave them. For enterprises, we should strive to create the most suitable environment for themselves in peacetime. At the same time, the company should also grasp the personalized needs of core talents and give them targeted and maximum satisfaction. It is a very effective method to train talents to retain people and improve their abilities. Constantly cultivate the market competitiveness of senior talents, cultivate their ability to find another job, and let them constantly learn new skills. If a company can really achieve this goal, I believe it can retain the vast majority of outstanding talents. It is not enough for some talents to improve their abilities, but also to give them room for development. An enterprising person must have his own career plan, which depends on the organization to help him realize. When the organization meets the needs of employees, he has a reason to stay. In particular, some private enterprises are not as rich in financial resources as foreign companies, and their management is not so standardized. At this time, only by providing employees with better development opportunities can we win the battle for talents. Treating people is always an effective way. A director of the famous Deloitte Consulting Company said: "Money is very important. If the salary is not competitive, then the tall building you built on this basis will collapse. " If you want to be competitive in salary, you can't set the salary standard according to the company's internal articles of association, or just increase it at a fixed rate every year, but you should look at the market price of a certain type of talents, at least to keep up with this standard. However, it is not enough to maintain the competitive advantage of wages and salaries. Some top talents who have to stay will be given extra rewards in private. Recently, several branch presidents of a state-owned commercial bank in Harbin resigned and went to work in a local bank. The main reason for their resignation is salary. The monthly salary of this state-owned bank is less than 2,000 yuan, while the annual salary offered by this local bank to these presidents is 200,000 yuan! The gap is more than 100 times! We must not forget the long-term significance of employee welfare. Studies often show that generous employee benefits will increase employee loyalty. What employees value is not the specific welfare itself, but what kind of corporate culture the company implements and how the company leaders care about the interests of employees. In my opinion, it is better not to let employees' wages be lower than the industry average, but slightly higher than their competitors. An industrial and commercial bank in a certain area of Northeast China has the lowest salary in the same industry, which leads to a large number of brain drain. After banks such as Shanghai Pudong Development Bank and China Merchants Bank entered the region, a large number of talents poured in, and at the same time, the bank's deposits and some core businesses are expected to be greatly affected. Some people joked that "ICBC is a talent training base for private banks and foreign banks"! Emotional retention is still effective in the domestic environment, especially in state-owned enterprises. If we can't give our employees the same or superior treatment as our competitors, this is a way to retain people, because China people pay more attention to feelings. Of course, feelings are accumulated on weekdays. In this kind of enterprises, it is suggested that human resources managers should fully communicate with employees and strengthen employee relations in order to enhance employees' feelings and loyalty to the enterprise. Just like the competition in shopping malls, if you make an orderly plan, you will get good results in the competition for talents. To do a good job in talent planning, it is necessary to understand why employees quit. Then why do people do this? Many people think it is economic, but this is not always the case. 90% of the cases are because employees want more challenging jobs. They want a lively, interesting, professional and challenging working environment, so that they can develop and better grasp their future and destiny. Employees, regardless of their age, are most likely to change jobs after working in a company for the third or eighth year. According to a headhunter, "these people are very successful in a company and often run around." They will feel that their work performance has not been recognized, so they think maybe they should answer the phone of the headhunting company, at least listen to what they will say. " The first step in making a retention strategy is to make a business plan. The purpose is to help managers find out what the losses and consequences caused by employee turnover are, whether there is a brain drain problem, and whether the cost of solving the problem is greater than the loss caused by brain drain. In addition, it is very important to strengthen the construction of corporate culture. However, it must be under the condition that employees have satisfactory salary. Excellent culture can build employees' sense of belonging to the company. A profound corporate culture can make employees feel their importance and sense of belonging at work. If the above methods are indirect ways to resist competitors from digging talents, then paying attention to competitors' recruitment trends is a direct way to resist competitors from digging talents. It is reported that in May 2004, the communication giant Huawei held a job fair in Huizhou to recruit professionals such as mobile phones, manufacturing and logistics. In these two days, the main backbone of TCL Mobile and all R&D personnel in Huizhou headquarters went to beautiful Nankun Mountain. It is said that TCL Mobile issued a dead order that "no one can take time off for any reason". Such a coincidence makes people have to believe that this is a struggle between Huawei and TCL. The second way to directly resist poaching is to keep the interview. When an employee submits his resignation, use this method to find out the unmet needs of the company and try to keep him. Even if you can't keep this employee, you can know the reason for his resignation, which can be used as a reference for retaining other talents in the future. Experts from Mercer Consulting (Shenzhen), a well-known human resource management consulting company, believe that talent retention is a delicate and complicated systematic work. The personal situation of the people to be retained by the company varies widely, but there are still some basic concepts and effective practices that can be used for reference by enterprises. Mercer recently made a sample survey on the factors concerned by talents. The results show that the top five factors that talents pay attention to are: first, salary and welfare; Second, personal development prospects; Third, the company's development prospects; Fourth, the working environment and atmosphere (mainly including the confidence and recognition of the supervisor, the relationship with colleagues and the team atmosphere); Fifth, the content itself. Enterprises can refer to these data when retaining talents, but as far as specific individuals are concerned, their value orientation and achievement motivation should be fully considered, and the above factors should be considered and applied in a targeted manner. After truly understanding the factors that talents really care about, the best way for enterprises is to nip in the bud. Experts suggest: "Enterprises should first define and take stock of key strategic talents, so as to know fairly well and do some work in advance. When people leave, it is too late to do these jobs. " In the work that enterprises should do in advance, salary and welfare are "routine items" and it is impossible to do well. The internal fairness and external competitiveness of the overall level of compensation and benefits are the basic standards. In addition, the most important thing is to provide career development opportunities and personal development resources support for middle and high-level employees, so as to avoid or reduce employee turnover from the system. An enterprise that attaches importance to talents will put forward clear requirements or expectations for employees' ability, behavior and performance; Conversely, employees also hope that enterprises will make a commitment to their work returns, and career development ladder is a way of commitment. Answered a question about how far and how long an employee can go in this enterprise. If employees can get satisfactory answers, they will naturally stay. In addition, enterprises should effectively combine the company's talent strategy with individual requirements. For the top managers of the same company, the company's talent strategy is the same for them, but their personal needs are different. For example, some people attach importance to private or family life and need flexible working hours; Some people attach importance to the climate and atmosphere in the workplace, such as enjoying getting together with colleagues in their spare time. The human resources management personnel of the company should have a sense of tailoring each employee's existing work and development, and fully consider individual needs under the unified policy of the company. Human resource managers should also have the awareness of human resource management, consider the input-output and return on investment of human resources, flexibly handle the needs of key personnel, and reflect the company's humanistic care for employees. If people can have a psychological feeling that is highly recognized and paid special attention to, the chances of exerting their greatest potential in their work will be greatly improved. In addition, human resource managers should fully evaluate the possible impact or impact of changes in company policies on talents in advance. After the company's policy changes, it may affect the changes in the areas that core talents pay attention to. If these new changes are not recognized or proud by them, it will easily lead to brain drain.