How to attract and retain enterprise informatization talents

I once talked to an ERP software manufacturer about this problem, and he gave me an example: in the past few years when ERP was implemented for an enterprise, they trained a batch of informatization talents for the enterprise. The reason why we say "batch after batch" is that whenever a batch of talents is trained, it will be lost, and the implementing unit will train another batch for the applicant enterprise. He said helplessly that the implementation of such a project is simply a talent training base. How can this implementation be successful? How can such a project satisfy both parties? It can be seen that the brain drain is not only a problem of application enterprises, but also an unstable factor in the implementation of information projects, which has a great influence on the effective control of project progress by application enterprises and software manufacturers. Next, let's listen to an enterprise information director's views on this issue. At present, the CPC Central Committee has put forward the strategic policy of "promoting industrialization with informationization, promoting informationization with industrialization, and taking a new road to industrialization". In order to strengthen internal management and meet the needs of fierce market competition, enterprises have carried out enterprise information construction in order to gain greater competitive advantage. It should be said that enterprise informatization has become a favorable tool and effective means for enterprises to realize technological innovation and management innovation, and it is also a hot spot for enterprises to realize management modernization. According to the author's analysis, there are several reasons for this phenomenon. 1. Contradiction between supply and demand and salary and welfare of informatization talents With the gradual increase of investment in enterprise informatization construction in China, the demand for informatization talents in all walks of life is unprecedented, which makes informatization talents relatively scarce, especially compound informatization talents with practical experience through the successful implementation of informatization projects in large enterprises. Informatization talents become scarce resources and appreciate rapidly. This contradiction between talent shortage and strong demand cannot be solved in a short time, so information-based talents, as a scarce resource, have a very broad employment space in society, especially in big cities with a high degree of information technology. In terms of salary and welfare, software companies and information consulting companies at home and abroad often attract information talents within enterprises, especially those with successful experience in implementing large-scale ERP systems abroad, by providing more attractive salary and welfare, in order to win the participation of these "scarce resources". What we see is that the compensation and benefits provided by these software companies and consulting companies are often several times, ten times or even dozens of times higher than those provided by general application companies for information talents. This salary is equivalent to the income of working in the enterprise for several years or even more than ten years. Due to the expansion of employment space, salary has naturally become a "baton" for the flow of information-based talents. Therefore, once the determination of informatization talents to work in enterprises is shaken, it will easily lead to the outflow of informatization talents. 2. The operating conditions of enterprises and the importance attached by enterprise leaders are also very important for retaining the role of information talents in enterprises. If the enterprise's operating condition is poor for a long time, or even in a state of loss for a long time, it is impossible for the enterprise to invest too much money in the enterprise information construction. In addition, there may be acceptable operating conditions, but there is insufficient understanding of the role of enterprise leaders, especially the "top leaders" in enterprise informatization, and the implementation of enterprise informatization is not regarded as an effective means to improve the core competitiveness of enterprises, and the degree of attention is not enough, which reflects that enterprise informatization construction will not invest too much money, and ultimately the knowledge and ability of informatization talents themselves will not be fully exerted and improved, and at the same time, they will not be effectively exercised. In the long run, the knowledge of information-based talents will be ignored, and some talents will seek a broader external market to enhance their own value because they cannot reflect their sense of accomplishment and their own value, which is also an important reason for the brain drain of information-based talents. 3. The growth of enterprise informatization talents within the enterprise. The growth of enterprise informatization talents in enterprises often encounters certain problems. Informatization talents, especially IT talents, are usually concentrated in the informatization specialized departments of enterprises, such as computing centers and information centers. They often have a soft spot for IT technology, but they also want to be promoted and reused. However, due to the particularity of their professional knowledge and working environment, these talents often have little chance of promotion within the enterprise. We often hear those informatization talents who have worked in enterprises say that "working in enterprises can tell you old at a glance". If the enterprise does not do a good job sequence of human resources, then the informatization talents will feel that they have few opportunities for development within the enterprise, hopeless prospects and depressed work, and may "jump ship" to the external market under various external "temptations". Of course, there may be interpersonal tension, qualifications and other factors, which are also important reasons for the brain drain of information technology talents. Enterprise leaders should pay enough attention to enterprise informatization, keep pace with the times, be good at learning through various channels and ways, deepen their understanding of enterprise informatization, improve their innovative consciousness of informatization management, and be firm supporters of enterprise informatization management. We should be willing to make sustained and stable investment in enterprise informatization and strive to improve the core competitiveness of enterprises through the implementation of enterprise informatization. The attention of leaders (especially senior leaders of enterprises) is not only crucial to the successful implementation of enterprise informatization projects, but also an encouragement and encouragement to informatization talents. Through the successful implementation of the enterprise informatization project, the enterprise has not only made great progress, but also the informatization talents within the enterprise can be effectively trained through the implementation of the project, so that their knowledge and ability can be fully exerted and improved, and finally their sense of accomplishment and their own value can be realized, so that they are willing to stay in the enterprise. 2. Improving the salary and welfare of informatization talents and adopting good policies and measures are the best incentives for informatization talents in enterprises. High salary and welfare benefits are the concrete embodiment of enterprise informatization talents to measure their own value. Enterprise leaders should realize that this special human resource has special value, formulate reasonable salary and welfare policies that can fully reflect the value of information professionals, and gradually narrow the salary and welfare gap with information professionals in the external market. Good policies and measures are also important measures to encourage the development of information talents in enterprises. We can consider giving certain special policies to the information department, such as contracting certain information projects or even setting up special information service companies. In this way, we can serve both internally and externally, so that information professionals can maximize the benefits of enterprises, individuals and society through their efforts. 3. Job Sequence Setting of Talents Faced with the problems encountered by information-based talents in the growth of enterprises, the author believes that enterprises can refer to the "career design" of foreign enterprises when formulating human resources policies, and consider setting job sequences for information-based talents, especially key talents, such as chief designers and information supervisors, so that these job sequences correspond to the treatment of middle-level or high-level cadres in enterprises. Let the informatization talents enjoy the corresponding treatment through hard work to meet the promotion requirements of these talents. 4. People who make emotional investment are emotional animals, especially in the background of oriental culture, employees are very emotional. If our business leaders help information professionals to properly handle the relationship between superiors and subordinates and colleagues, and try to effectively eliminate some unstable factors, a harmonious working atmosphere will be created. Ignoring these factors, if the internal atmosphere of the organization is tense and people are full of distrust and hostility, it may lead to the brain drain of information talents. In addition, our senior managers should treat and rely on them sincerely, listen to their opinions more, communicate on an equal footing, solve the practical difficulties they encounter in their lives and work, make informatization talents feel grateful, and serve the enterprise through hard work. 5. Strive to create a good corporate culture and team culture atmosphere. Generally speaking, corporate culture consists of corporate values, corporate ideas, corporate highest goals, rigorous work systems and norms, and some hardware carriers of values (such as corporate environment and VI system). It can make personal goals and enterprise goals tend to be consistent, standardize the psychological state of employees, and effectively unite all employees, thus producing a profound and lasting incentive effect. Efforts to create a good corporate culture and team culture atmosphere really play a very important role in the actual work of information professionals in enterprises. It can bring home feeling to employees (including information talents) and make enterprises full of family-like warmth. Therefore, enterprises should actively carry out corporate culture construction and team spirit cultivation, such as: giving full play to the exemplary role of enterprise leaders, establishing and disseminating enterprise concept system, standardizing the use of enterprise VI system, holding various meaningful cultural and sports activities, flag-raising ceremony, survival training, team building and learning organization on a regular basis, introducing corporate culture into daily work, strengthening the deep-seated influence of corporate culture, and making information professionals happy to work for the corporate family. In short, as enterprise managers, especially the top managers of enterprises, we should pay serious attention to and comprehensively consider how to treat enterprise informatization talents, and try our best to attract and retain enterprise informatization talents, especially senior talents and backbone talents, by comprehensively using various means and methods to serve enterprises.