It is common for executives to jump ship with their peers, and enterprises generally don't pursue it too much. However, Lenovo just politely announced: Chang Cheng left for family reasons; When Chang Cheng left Lenovo 1 day, he announced his appointment as Xiaomi in a high-profile manner, completely ignoring the face of his old club 18.
Chang Cheng used to be in charge of mobile phone business in Lenovo. During his tenure, he accumulated 19 patents, accounting for 78% of invention patents and 22% of utility model patents. He is the senior technical director of the enterprise. For patented technology, patents without core engineers are likely to become a piece of waste paper.
Chang Cheng joined Xiaomi as vice president in charge of mobile phone product planning, which is definitely a good thing for Xiaomi, but the opposite is true for Lenovo. It can be seen that the competition between enterprises is actually the competition of talents. Whether it is Huawei's "genius plan", Ali University, Tencent University, etc. The competition and training of talents by powerful enterprises is strategic. Then, how should enterprises do a good job in talent strategy and improve their competitiveness?
You must have seen such a scene: employees suddenly offered to leave, personnel rushed to recruit people, newcomers rushed to work, and the work was so sloppy that they reluctantly came out. Once the personnel in important positions suddenly leave their posts, the project schedule will become rigid, which will affect the performance and customer reputation and cause great losses to the company.
Not only that, if there is only one important executive, and he has mastered a lot of company resources and channels, it is easy to have a "capable person crisis", that is, the boss is "kidnapped" by the executive, and the decision or management is not up to the boss himself. The reason for these problems is that the boss has a mindset: he doesn't pay attention to the talent reserve, and thinks that the position is a radish and a pit, and he will recruit people when there is a shortage of people. So, what is the right way to do it? As the first real estate enterprise in the world, Evergrande's talent development strategy is worth learning. In the early stage of development, Evergrande has raised its talent pool to a strategic level. "Xu Jiayin has publicly stated.
"Talent is the foundation of the enterprise's survival, human resources are the most important strategic resources of the enterprise, and talent strategy is an important part of the company's strategic development. Through the shaping of learning enterprises and teamwork, it is the core content of Evergrande's talent strategy to continuously introduce competitive and creative talents and cultivate first-class management and technical talents at all levels. "
For example, when Evergrande 1997 was established, there were only more than 20 employees. In 2004, due to the company's expansion needs and persistent talent development strategy, the number of Evergrande employees exceeded 2,000, including a large number of reserve talents. For example, it is enough to recruit 800 people, but Evergrande has reserved more 1000 people. It is this perfect talent pool that has laid a solid foundation for the rise of Evergrande, enabling it to have "ammunition supply" at any time at the moment of rapid development. For enterprises, the company actually has two sets of sales systems. The sales department is responsible for external product sales, and the human resources department is responsible for internal sales. Products determine survival, and talents determine the rise and fall of enterprises. The boss must raise talents to a strategic level and take recruitment as his daily work. In the actual talent reserve work, it is particularly important to pay attention to the fact that selection is greater than training, and the right talents should be selected.
In order to save money, many enterprises tend to recruit cheap talents with general comprehensive conditions, and intend to recruit retraining, resulting in a large loss of personnel. Just like you can't train ants into elephants, if you recruit the wrong person, the result will only get worse. In talent recruitment, enterprises must first understand a truth, that is: good talents are free, mediocre talents are expensive; Recruitment is more important than transformation, and selection is more important than training.
Google once put forward the idea that it would rather not recruit or make mistakes. Because the wrong person is recruited, the loss of the enterprise will be great. For example, Dell Computing, an employee with a monthly salary of 2,000 yuan, left his job three months later, and the company's direct loss was as high as 1.2 million yuan. So when recruiting, the choice must be greater than the training, and the right person must be recruited before the training. In this regard, Evergrande controls the quality of recruitment at the source, so it has established a high-standard and moderately advanced talent strategy, and opened up various talent introduction channels such as campus recruitment, social recruitment and overseas introduction to recruit talents.
Therefore, when recruiting talents, enterprises must choose to meet the company's tonality, have enough recognition ability for corporate culture, and meet some basic indicators. Only when these conditions are met can we consider training. The following are four types of talents, which enterprises can choose when recruiting.
Human resources: stand and have the ability, showing firm will, advancing and retreating together with the company, and typical representatives such as Zhuge Liang dedicated himself to Liu Bei. People and money are empty, which is worthy of the boss's lifelong trust.
People: capable, unemployed, characterized by outstanding performance ability, generally low loyalty, and frequent job-hopping. Such people can use it but cannot be entrusted with heavy responsibilities.
Talent: Have a stand, no ability and poor ability, but have a firm belief and stand on the company and make progress slowly with actions, such as Peng Lei of Ma Yun. Such people are worthy of rapid cultivation and support for growth.
Layoff: no position, no ability, manifested in punching in and coming home from work, paying no attention to anything and doing nothing well. Such people should be eliminated early. If the right talents don't play a role, it is equivalent to squandering things, so how to activate talents?
The most important ability of a leader is to lead the team, bring out talents and do a good job. After recruiting suitable talents, cadres should find ways to activate employees, unite employees and let employees grow. New employees need to receive pre-job training and related post value evaluation after joining the job, so as to minimize the handover error rate.
Secondly, the mechanism is the biggest driving force. The boss should learn to unite people's hearts with culture, control people's hearts with system, activate people's hearts with mechanism, and build a team with one heart and one mind. Finally, people have three natures, and one-dimensional management cannot activate complex human nature. We should use the system to restrain animal nature, activate human nature to the extreme, and support spirituality with culture. Ren said: If you give enough money, people who are not talents will become talents. For the mechanism, the following are 10 kinds of salary chaos, which enterprises should pay special attention to when designing salary.
1, the basic salary of business personnel is high and the commission is low.
2. There is no bottom elimination system.
3.PK mechanism is not imported.
4. The higher the performance, the greater the commission ratio.
5. The functional team is paid a low commission.
6. Packaging system
7. Cadres only receive management awards.
8. The boss is afraid that the employee's income is too high.
9. Seal salary
10, fixed salary is directly converted into performance salary.
To this end, I recommend the explosive course "400 Management Courses Necessary for Bosses" in micro-society, which comprehensively explains the selection, use, education and retention of enterprise talents, breaks the talent dilemma and plugs the talent loopholes. In addition, there are 28 theme systems such as innovative marketing, control, salary, performance, equity, corporate culture and leadership energy. It is enough for enterprise management.