人才策略

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First, establish the correct concept
1, from the narrow view of talent to a comprehensive concept of talent, that is, from a simple concept of technical personnel to diversity, multi-level comprehensive talent. In this case,
Technical talent on the success or failure of business is of course very critical, we do see this situation: a technical breakthrough, so that enterprises face a new look. But this condition is conditional, it does not occur in most enterprises. Most of the situation is in the orderly operation of enterprises to promote technological progress and innovation, and technical personnel is only an important aspect of business.
Although the community has been widely criticized as "cronyism", but there are still many enterprises, "the only person who is close," "CD family members are used" to enable enterprises to develop a serious constraint. This situation must be corrected, but at the same time, can not go to another misunderstanding - "pro-not"; now some small and medium enterprises try to avoid from the enterprise internal training, selection of talent, or even that no talent, Get a foreign monk. In fact, the real "meritocracy" is regardless of the affectionate, internal selection of personnel is an effective and convenient way to employment. From the internal selection of talented people on the enterprise more understanding, including enterprise development strategy, corporate culture, product characteristics; personal values and corporate philosophy is more consistent, able to better deal with various interpersonal relationships, may be more conducive to the enterprise development of. Moreover, the mutual understanding between business and talent, easy to form a trust mechanism, is conducive to the operation and management of enterprises, reduce unnecessary resistance and management costs. In this case,
2, the use of wages, benefits
Taking into account their strength and practical conditions, SMEs should develop a set of their own characteristics and flexible remuneration system, generally can take the "basic salary bonus" model: "basic salary" can be unified with the enterprise's original pay system, basically the gap And "bonus" can be based on the nature of work and the different levels of talent to take different measurement standards and evaluation methods. Take this model mainly from the following two aspects to consider:
First of all, this model can meet the basic needs of daily life of people, so that they can feel at ease focus on their own work, but also can provide the necessary incentives to fully mobilize the enthusiasm of talent. This is conducive to increasing the attractiveness of SMEs for talent, but also in line with the capacity and conditions of SMEs.
Second, the characteristics of enterprises within the enterprise determines the close cooperation between people on the survival and development of enterprises is essential. Therefore, in attracting talent at the same time, enterprises should also pay attention to coordinating the relationship between old and new employees. And this model as a result of the original wage system and basically the same "basic salary", can protect the original work of the enthusiasm of workers, but also because of changes in the system and ideas, most people can also accept the "talent for the enterprise to make prominent Contribution should be paid high "point of view. So that the introduction of new talent in the enterprise will not cause instability within the organization, and even lead to the loss of the original talent. Enterprises should adopt different evaluation criteria and methods to evaluate the performance of talent and determine the amount of "bonus" to ensure the principle of fairness and efficiency, according to the nature of different work and the talents of different positions and positions in enterprise organization. In this case,
(1) for technical personnel: can participate in the project according to the benefits brought about by the enterprise to the project commission to give incentives; and for the general technical staff or workers can take a one-time bonus to encourage him in the A small invention or small innovation in a specific production or development process. In this case,
(2) to engage in management of personnel: can take the "objective management" approach. The development of certain management objectives, and according to the degree of completion of the objectives and results to determine the amount of bonuses. For the development of targets and assessment criteria can be developed by the enterprise, but also by the business and talent both sides to develop consultations.
 (3) For those who work in the market, we can take the market performance as the basis to determine the remuneration, and can be supplemented by the "target management" approach to encourage talent in opening up new markets, creating potential consumer market and promotion of corporate reputation. Measurement of work. In this case,
In addition, enterprises should actively participate in the reform and construction of social welfare system, in accordance with the provisions of the law, according to their own conditions, efforts to establish a more comprehensive welfare protection system. As far as possible for the lifting of talent to worry about, for example, to help solve spouse employment, mobility, education and other issues to enhance the sense of belonging to the enterprise. In this case,
3, the use of jobs
People have a variety of needs; according to Maslow's hierarchy of needs theory, people not only material needs, there are spiritual needs. Therefore, the creation of appropriate non-material conditions, but also an important means of attracting talent. So that talent in the work to be met is an effective way. According to their own quality and experience, combined with the actual situation within the enterprise, in accordance with the objectives of corporate strategy, to challenge the talent to set the job or position, so that it can be developed in the work space, not only meet the talent self-satisfaction, self To achieve the needs of the same time, but also makes the work of talent has been tempered, in turn, is also conducive to the development of enterprises. In some enterprises, especially those small and medium-sized enterprises with rapid growth or entering the second stage, how to make the entrepreneurs involved in entrepreneurship, but not suitable for the needs of enterprise development, in order to give more capable and more experienced The introduction of new talent to provide job issues. To solve this problem, the key is to form within the enterprise a good talent competition mechanism can be based on the "can, on the" under the principle of open competition for posts of practice; or, in order to avoid drastic changes in the organization To dampen the enthusiasm of the staff, to take the original operators to start again, the development of new projects, new markets, and let the introduction of new talent management and management of the original industry. In addition, the original operator can also be equipped with the assistant and give the assistant to real power, the specific exercise of management functions, and the original operator mainly from the consultative or guiding role and other methods to achieve new and old. In this case,
4, the use of equity
In attracting talent, enterprises can also adapt to the trend of enterprise reform, to establish a modern enterprise system as an opportunity, in the "clear property rights" and work hard to develop diverse and attractive equity policy. Through the interests of the individual and the interests of the enterprise unified approach to the company to build a "community of interests" to enhance the sense of responsibility of talent, stimulate enthusiasm and creativity. In this case,
- dry stock: that is, enterprises give talent a special equity, you can enjoy the dividends, but do not own property. It is actually a kind of equity will be funds, technology, management and other organic integration of the operating mechanism. In this case,
- post equity: that is only a position with the corresponding equity. The usual practice is to establish employee stock ownership, but here as a condition for attracting talent, pay more attention to its attractiveness and motivation. Should be used in conjunction with the period of equity. In this case,
- Contribution Shares: A share that is given to employees based on their contribution to the business. Applicable to property rights reform of enterprises. In this case,
- A unit of knowledge: a stock which is given in the context of a person's knowledge or special skills. The specific approach is to separate the total shares in a piece of expertise dedicated to attracting talent, the point is the rational evaluation of the value of talent to ensure that the interests of both business and talent. In this case,
5, the use of corporate culture
    Corporate culture is a certain social, economic and cultural background of the enterprise, in a certain period of time gradually formed and developed stable and independent values and as the core and formed a code of conduct, moral norms, group consciousness, customs. An enterprise culture, especially a strong culture, will strongly affect the fundamental view of a business-to-employee and affect the leadership style, leadership style, organizational structure and relationship of the enterprise, and the application of corporate control functions. And these are the enterprises can effectively attract talent is the main factor. A good corporate culture can not only inspire the enthusiasm of all staff, unity of enterprise members of the ideas and desires, and work together to achieve corporate strategic objectives and efforts to retain and attract talent is an effective means. For small and medium enterprises, the effect is particularly evident. In this case,
6, other conditions can be created
Now more and more people think that business is not only a place for work labor, but also an important social intercourse, so in addition to doing the above aspects of small and medium enterprises, should also attach importance to create a positive and coordinated environment and Atmosphere, to meet the needs of people in this area, improve the attractiveness of talent. In this case,
(1) do a good job in daily management, to create a clean environment, friendly atmosphere, the operation of orderly, standardized management of corporate image. In this case,
(2) due to social pressure, people are more and more cautious in career choice, they not only value the current situation of enterprises pay more attention to the future prospects of enterprises and their own development (which has its own future society adaptability) opportunities . Therefore, enterprises should not only make the current management, but also must have a long-term development planning and strategy. In layman's terms, the enterprise should have a "corporate dream". At the same time, the enterprise should also have a systematic personnel training and selection system. It gives each individual entering the enterprise a "personal dream", that is, individual career planning. In addition to the introduction and implementation of the aforementioned various measures to attract talent, there must be other appropriate methods to ensure that talent is always in a state of being excited, so long to contribute to the enterprise. In this regard, the main business is to establish an open mechanism for the flow of talent.
Second, the use of various forms, eclectic down talent
1, from within the enterprise selection
Training and selection of talent from within the enterprise, is the lowest cost, in many cases is the most efficient, the best way. The specific approach to many, but mainly to have a system of internal training and selection system. SMEs because of their own conditions, it is relatively small selection of objects, can invest the funds and practice is relatively small, so training and selection work should be focused and targeted. In this case,
2, external selection
External selection is an important way for enterprises to select talent, because of its wide range of sources, companies are more likely to obtain the necessary talent. External selection and the source of many ways, mainly:
(1) through the talent market hiring: SMEs to establish confidence, and actively participate in the talent market competition, the use of enterprises created, as described above conditions, efforts to recruit suitable personnel. In this case,
(2) to strengthen cooperation with scientific research departments, universities, from which to find and tap talent. In this case,
(3) from other enterprises, especially the peer companies to tap talent.
  In short with the improvement of macroeconomic environment, enterprises are facing a new round of huge development opportunities. At the same time as the degree of economic openness, enterprises are also facing the rapid increase in competition. Talent has become the key to establishing competitive advantage and grasping development opportunities. Can be said that "attention to talent, people-oriented" concept has been widely accepted. But from accepting a concept to the idea into effective action, but also a certain process, but also a more difficult process. In this process, the effective method is according to the actual situation of internal and external environment, according to local conditions to know the corresponding talent strategy, and in practice continue to improve and perfect.