With the development of the times, many enterprises find that the reason why their enterprises can't become stronger and bigger is probably because the talents have not been developed. Let me take a look at the relevant information of "Four Secrets of Enterprise Talent Development" with you.
The four keys of enterprise talent development 1 1 are based on long-term and systematic planning.
Some private entrepreneurs contacted by the author attach great importance to talent training, but they often lack professional guidance and don't know where to start. They have to "rush to see a doctor" and mechanically copy the practices of some other enterprises. The effect is often unsatisfactory, because they have not made targeted systematic planning according to their strategic development needs. Of course, another important reason is that many private enterprises do not pay much attention to management in the development process.
As a result, the specialization of relevant functional departments is low, and the transformation from traditional personnel management to modern management has not been completed, and I don't know how to make plans. Faced with this situation, the author's suggestion is to seek the help of professional consulting companies, combine the professional practice in this field with the actual situation of the company, and draw a set of practical and effective "blueprint" for talent development. At the same time, in the process of cooperation with consulting companies, it can also greatly improve the professional level of HR within the enterprise and lay a good foundation for future practical operation.
2, the mechanism first, and gradually improve.
To do a good job in long-term talent development, we must put mechanism construction in the first place on the basis of targeted planning. I have noticed that many fast-growing enterprises are very keen to try some so-called "best practices" with the encouragement of consulting companies. For example, more and more private enterprises are now engaged in campus recruitment, and the result is really "fooling" some good young people, but they don't know how to appoint and train them. In the end, even 10% people can't stay, which harms others and harms themselves. The reason is that there is no mechanism to help young people grow up, which will lead to a serious shortage of talents in the long run.
Another point that needs to be pointed out is that every enterprise has its own characteristics, so there is no "one size fits all" thing in mechanism construction. Of course, the practices of mature enterprises can be used for reference, and consulting companies will have their own routines. But how to design can get twice the result with half the effort. As the "chief talent officer", company leaders should still have their own ideas. From the author's practical experience, it is difficult to solve the mechanism problem of talent development at the level of human resources department.
3, both internal and external, pay attention to balance.
If campus recruitment provides a large number of reserved talents for enterprises, then in the face of actual business needs, a certain amount of social recruitment must also be carried out, especially for enterprises in a period of rapid development. The entry of mature external talents can play a good "catfish effect", bring many new ideas, inject vitality into enterprises and avoid the homogenization of many enterprise talents.
Compared with newly graduated college students, social talents have won a lot in both professional ability and work experience, so they are very attractive to private enterprises with few talents. However, some enterprises believe that the people recruited by the organization are only temporary, and it is not important whether the "iron camp, mobile soldiers" can develop with the enterprise. What's more, intentionally or unintentionally, it creates an atmosphere of "internal and external differences" within the company.
For example, when I met a company, it was clearly stipulated that people over the age of 35 were not allowed to be promoted, and the requirement for promotion was to have served in the company for three years, which actually cut off the development channels of many external talents. I don't agree with this practice. It is important to cultivate talents internally, but after all, the number is limited and the cycle is long. A truly excellent enterprise must be able to accommodate talents from all sides with a broad mind and do both internal and external training, so as to establish a good employer brand and gradually occupy the strategic highland of talents.
On the contrary, some enterprises think that "foreign monks are fond of chanting scriptures", which inclines to the talents introduced from outside in terms of treatment, resources and opportunities, causing a strong rebound of internal personnel, resulting in a "lose-lose" situation; At the same time, while bringing new atmosphere, external talents will also bring some unqualified work habits and styles into the enterprise, which will "pollute" the company's original culture and values.
To achieve both internal and external training, the author believes that the key lies in the word "balance". On the one hand, it treats all aspects equally, such as appointment qualification, selection mechanism, training means and reward and punishment measures, and gradually forms an internal talent view of "only asking about ability, not asking about origin", which is particularly important for family businesses; On the other hand, it is also necessary to establish clear standards of competence to regulate the work behavior of new employees, and to unite talents through vision and give play to their integration strength.
4. Multi-source training forms an echelon
To solve the problem of talent vacancy, from the author's consulting practice, the most effective way is to establish a hierarchical reserve talent pool and adopt the method of dynamic management to gradually form a perfect talent echelon. The company selects reserve talents at all levels in an open way, gives a certain inclination in training resources, and objectively evaluates their ability and quality development every year. When there is a suitable job vacancy, they can choose the best among qualified reserve talents or compete for posts through open competition.
So, what role do front-line managers play in this process? Yes, they are the first responsible person for talent development. It is really not easy to establish such an idea within the enterprise. One way to learn from it is to write talent training into the assessment content of managers and put forward clear requirements for managers. Some enterprises go further and regard talent training as a judging factor for managers' promotion. Of course, there is another problem that can't be ignored, that is, many front-line managers don't know how to train reserve talents, which requires the company to give some guidance and help at the skill level.
Four secrets of enterprise talent development II. Enterprise talent construction: knocking at the door
Beating means beating him constantly in various ways, which is called beating about the bush and motivating him from the front, back and side. In fact, everyone has emotions, and the resistance of talents is constantly improving to stand the test. Many people living in rural areas have this experience: when farmers buy pots or pans, they knock a few times first, and judge the quality of the goods by the sound they make.
The same is true of talents. Only those who can stand the fight are talents, because they have endurance, loyalty, learning ability and other qualities. At the same time, the wrong criticism of employees should be to the point, even make him feel the pain of rubbing salt on the wound, and have a thorough and well-founded analysis. Only in this way will his heart be broken and he will change. Generally speaking, it is necessary to "severely criticize, severely reward and severely punish", and finally completely wash away his remaining personality, let him consciously forge ahead, and at the same time complete the process from respect to awe.
Enterprise Talent Construction: Introduction
Introduction is guidance. Managers tell employees the value of doing good deeds to themselves, including what it means to their growth, treatment, ability, opportunity and life, and combine hard stories and cases of their own growth and struggle. This process must be sincere and intimate. Managers tell their employees their opinions frankly, and employees will be honest with each other, so as to finally guide employees' thinking, ways of doing things and thinking on the right path.
Enterprise talent construction: play
In short, beating is a blow to the head. There are generally two reasons for this: first, employees refuse to change after repeated education, and no matter whether it is "beating" or "quoting" in good faith, it has little effect; First, it violates the bottom line that companies or managers can bear. The deep reason for persisting in education is that employees have no humble "empty cup mentality". A man's heart is like a glass of water. If it is full, nothing can be put in. Therefore, we often say "modesty benefits, profit and loss."
A complacent person is prone to problems in everything he does. He is doing things with his past narrow and self-righteous experience, but he doesn't listen to others' sincere opinions and suggestions. There are three purposes: first, let him know the bottom line of the company or manager, and let him know which red lines must not be stepped on, so that he will behave a lot in the future; The second is to awaken him from the dream of complacency and tell him the serious consequences of doing so; The third is to find out his cards. If he cares about this job, he will get lost and change. If he is holding the idea of muddling along or leaving, it is better for both sides to let him show his true colors and make a decision early.
Enterprise Talent Construction: Adjustment
Adjustment is adjustment, adjustment. The core of the four-character formula is "tune", and all the nuances are also "tune", which is also the most critical step and the longest-lasting action. To make good use of a person, we must first adjust a person's mentality. With a bad attitude, this person is useless. Many managers have a deep understanding that the most difficult thing to manage is to bring people, and the most difficult thing to bring people is to bring talents. Mozi once said, "a good bow is hard to pull, but it can reach high;" A good horse is hard to ride, but the road is long; It is difficult to be a good person, but you can see respect. "
Generally speaking, the more talented people are, the more difficult it is to bring them, because talents have their own outstanding personalities, often with the characteristics of being pretentious and unruly. However, just as jade is unfinished, it will shine brilliantly once polished. The principle of "adjustment" is: lack of salt to supplement salt and lack of oil to supplement oil. Ability can be cultivated, and mentality must be adjusted. Management comes from identification, identification comes from acceptance, and acceptance comes from adjusting mentality. Through repeated "training", talents gradually take shape.
In short, it is an extremely difficult process, sometimes even painstaking, to build and train enterprise talents. This requires managers to pay great patience and love to cultivate a person. There is no doubt that this process is painful for managers, but it is also full of sweetness. Because employees are the works of managers, you will feel a sense of accomplishment when you see that you have created talents yourself. Moreover, the manager's own spirit, will and so on. It is also extended by the created objects.