How to help former employees plan their career after the "four decisions"

At present, most of the employees of some tobacco companies are so-called hired workers (collectively referred to as employees after the "four decisions"). Take Qinzhou Tobacco Company in Guangxi as an example, the original employees account for 70% of the company's employees, and more than 90% of the original employees have worked in the first-line positions at the grassroots level such as account managers, distributors and franchisees for a long time. Due to historical reasons, there is still a certain gap between their income and treatment and the original regular workers. Qinzhou Tobacco Company, as one of the pilot units of Guangxi Tobacco's "Four Decisions" work, has really broken the identity boundary between regular workers and hired workers and opened up a promotion channel for them. The same salary, status and treatment made them see hope and played a great incentive role. Therefore, how to help the former employees to plan their careers with the help of the "four-fixed" east wind and further improve the loyalty of the former front-line employees? Here, the author puts forward some personal suggestions on how to help the original hired workers make career planning for discussion: Career planning refers to determining personal short-term and long-term career development goals, defining the range of occupations or positions that can achieve the goals, and formulating corresponding work and education (or training) action plans on the basis of in-depth analysis of personal personality characteristics, hobbies, growth environment, employment experience and other factors. At present, most of the former employees of tobacco companies are engaged in grass-roots frontline work, such as account managers, distributors, dispatchers, telephone interviewers and so on. These jobs not only require a certain level of education, but also test their physical endurance. Their age is basically around 20-35 years old, which is the best prime time in their life. But with the growth of age and the decline of passion, they are constantly considering the pursuit of family responsibility and stable life. According to the author's understanding, most former employees are at a loss about their future and hold the idea of going wherever they want. If they are too old to be qualified for these positions, they will have to wait for the dismissal of the tobacco company. For the future, even though tobacco companies now pay them the same welfare benefits as regular workers, such as old-age insurance, housing accumulation fund, medical insurance, maternity insurance, etc., because of their low education level, relatively thin family property income and real estate, and relatively poor ability to resist social risks, they are still extremely worried about the future of their lives with the rise of prices and house prices. For the original employees, good career planning will eventually help them achieve lasting, efficient and balanced career development, and bring them income security and confidence in their future work and life. For enterprises, a good career management system can also give full play to the potential of employees, give clear and specific career development guidance to outstanding employees, organically combine the career planning goals of employees with the development goals of enterprises, and maximize the value of enterprises from the perspective of human capital appreciation. Therefore, it is one of the ways to solve the worries of the resigned employees by helping them to plan their career after the "four decisions", which can effectively promote the stability of the tobacco enterprise staff and the harmonious development of the enterprise. It can be said that career planning is conducive to the realization of the goals of employees and enterprises. After the career development direction of employees is set, according to the current work content of employees in the tobacco industry, they can be divided into post settings such as department-level cadres, stock-level cadres, clerks, grass-roots managers, professional and technical personnel, and grass-roots frontline employees. Generally speaking, there are four career paths for former employees of tobacco enterprises: the first is to develop vertically into department-level cadres (including department heads, deputy section heads, county bureau directors, deputy directors, and marketing directors, etc.). ) or GuJi cadres. For employees with outstanding management ability, they can choose to plan and develop in this direction, but because there are too few jobs, fewer people can achieve this goal. In addition, vertical development also includes employees making outstanding achievements in this position and being promoted to the highest level of this position. For example, the position of account manager is currently composed of junior, intermediate and senior account managers. Employees can choose to plan and develop in the direction of senior account managers. Monopoly and dealers can also achieve their career planning goals through vertical development, and the number of people who can achieve this goal will be more. The second is horizontal development, transforming to organs, grass-roots management posts or other jobs. However, due to the particularity of the tobacco industry, more than 60% of jobs are at the grassroots level. It can be said that the transformation positions are basically among the four members: account manager, distributor, dispatcher and telephone interviewer. There will be more people who can achieve this goal, but due to the lack of management positions, there are not many employees who can transfer to grass-roots management positions and organ management positions. The third is to become a trainer in a professional field of the industry or leave the tobacco industry. For example, many tobacco companies are gradually hiring former employees with rich internal work experience as internal trainers, but such employees also have the ability to perform well, and only a few former employees can achieve such planning goals. The fourth is self-employment. This is for employees to leave tobacco enterprises and start their own businesses. For the account managers of tobacco companies, because of their rich experience in cigarette sales and customer market resources, they are more suitable for starting their own businesses and are easy to succeed. How to help employees plan their careers For the human resources management department of tobacco companies, we can help employees plan their careers through the following channels: First, we can help employees analyze and plan their personal careers. The human resources management department should designate a special person to be responsible for this work, and if necessary, it can hire a professional career planner to help. The corresponding ability analysis and evaluation should be carried out according to the actual situation of each employee, so that employees can talk about their own views on ability development, help employees correctly understand themselves, find out their personal abilities and weaknesses, help employees accurately position themselves, and establish feasible long-term and short-term development directions and goals. Of course, employees' career goals should be consistent with the company's development goals, but employees' career prospects should be inspiring. Employees must be shown their personal interests and the benefits brought by these interests, so that employees can be second. Providing training and education opportunities for employees' career development is the main way and measure for employees' development. Through targeted training for former hired workers, we can develop their potential, build personalized development space, improve their business skills, update their knowledge concepts, help and promote the continuous development and improvement of former hired workers, and make their abilities meet the requirements of enterprise development. At present, the training provided by tobacco enterprises mainly includes pre-job training, on-the-job training, job transfer training, academic training and vocational skills training, such as providing opportunities to participate in the qualification training and examination of trainers organized by the National Bureau. Through education and training, we can help former employees improve their professional ability to cope with career changes. In addition, it is necessary to conduct personalized training and comprehensive training for existing employees. For example, training on career planning is specially held for former employees, explaining the strategic development planning, development status, organizational structure changes and job creation of enterprises, and providing career development counseling for former employees. The third is to establish a management mechanism and open up channels for employee promotion. First of all, tobacco companies should set up work sequences according to the future business development direction and the characteristics of work types. For example, in Qinzhou Tobacco Company, Guangxi, the post sequence after the "four decisions" is set to professional operation, management, professional technology and service, and each type of employee has a clear promotion model, which opens up the career development channel of the original hired workers. Secondly, tobacco companies should formulate formal promotion policies and procedures, so that the original employees can understand the job vacancies, promotion standards and promotion decisions of the enterprise. Once there are job vacancies and new promotion opportunities in the enterprise, these news will be conveyed to every employee. All qualified former employees are considered, so that qualified former employees can be promoted through internal employment. The fourth is to create a platform and opportunities conducive to the career development of employees. First of all, tobacco companies should provide development opportunities and provide specific help to existing employees. For example, by holding various competitive activities to select outstanding talents to management positions, employees with outstanding management ability will have the opportunity to become enterprise managers. Secondly, take other career development methods, such as job rotation and job change, to break the barriers of talent flow within tobacco companies. When the former employees are dissatisfied with their existing jobs or feel that their personal talents can't be brought into full play in their existing posts, they can put forward relevant requirements to the Human Resources Department. According to the original hired workers' own specialties and the needs of the company, we can help the original hired workers find their own positions better by job-hopping. In addition, tobacco companies should also establish a reserve talent pool based on the actual situation of enterprise management and development, on the basis of comprehensive assessment and evaluation of the original employees, and combine the development direction of the original employees to carry out classified training, management, assessment and evaluation of reserve talents, so as to maintain a moderate reserve of all kinds of talents and ensure the smooth development of enterprise management.