Seminar on how to attract and retain talents in enterprises
Talent is the first resource of an enterprise. At the same time, it is emphasized that whether an enterprise can attract and retain talents is directly related to the entrepreneurs of this enterprise, so it is extremely important to understand what an entrepreneur is and the conditions for its emergence. He emphasized that respecting people's values is actually a kind of culture. Culture is not only the ultimate embodiment of social change, but also an important driving force. It should exist before all systems and policies. This view has been recognized by the participating managers.
In the lecture, Professor Tang Leiheng sincerely warned managers what the needs of modern young employees are and what they are thinking. For example, how about the job prospects, the need to have a human touch at work, the feeling of "home" at work, the desire to grow and learn in the enterprise, treating us as "business partners", and not forgetting humor at work. When the needs of employees are met, talents will naturally be retained because there is room for their development. At the same time, enterprises should know the reasons why employees come and go. If you can help him achieve his goal, keep him and help him realize his dream step by step; If you can't help him achieve his goal, let him go and dream elsewhere.
Professor Tang Leiheng said that the essence of management is to manage people's hearts, that is, to attach importance to the management of psychological contracts.
He said that the specific expectations of psychological contract for enterprise talents include: working hard and focusing on work; Abide by the rules and regulations; Loyalty to the enterprise, etc. In terms of talents, the specific contents of psychological contract include: being concerned and respected by enterprises, with little workload and dignity; Have the opportunity to grow; Can earn enough money to meet the basic life and enjoy leisure; Reach a certain position in the enterprise; There are work results that meet the boss's satisfaction standards; Work with colleagues you like; Job security; Improve work skills and knowledge; Stimulate your interest in work.
Principles of managing psychological contract:
specific
trust
Win-win
balance
Dynamic management of psychological contract;
Information transmitted in the recruitment process: the basis of creating and abiding by psychological contract
Guiding new employees: revising and consolidating psychological contract
Tracking the track of employees' psychological changes: timely management of psychological contracts
Pay attention to the psychological influence of employee fairness in the practice of human resource management
Open communication and exchange: eliminating the misunderstanding information of psychological contract
Psychological contract generally includes the following seven aspects of expectations:
Good working environment. For a new employee, a good environment means quick adaptation and faster ability development;
Consistency between tasks and career orientation. The tasks expected to be assigned are consistent with their own career orientation, which brings great work enthusiasm and motivation;
Sense of security and belonging. Expect a stable career and income. I don't want to worry about being fired, but I need a sense of security and belonging;
Pay. Reasonable growth of expected income;
Value recognition. Expect personal value to be recognized by the company and other employees;
Training and development opportunities;
Promotion. Promotion is an affirmation of employees' ability, a great temptation, and a guarantee of work enthusiasm and performance.
To manage psychological contract well, we should pay attention to internal training and internal communication psychological contract. For example, in internationally renowned companies such as General Electric and Procter & Gamble, new employees will be trained by the company for a long time after entering the company, and will continue to strengthen the company concept after a period of time. This kind of training is to let employees know their current positions at any time and check whether they are consistent with the goals of the enterprise at any time.
The failure of many enterprises stems from the lack of clear goals and clear long-term planning at the top.
As a manager, you need to be forward-looking and strategic, and carry out your goals at the same time.