Talent determines the rise and fall of an enterprise, and how can an enterprise be attracted

First of all, enterprises should be based on long-term, systematic planning, many private enterprises do not pay much attention to human resource management in the development process, resulting in a low degree of specialization of relevant functional departments, has not completed the transformation from traditional personnel management to modern human resource management, so they do not know how to plan. In the face of this situation, enterprises can seek the help of Times Guanghua, combine professional practice in this field with the actual situation of the company, and draw a set of practical and effective "blueprints" for talent development.

Second, the mechanism should be put first and gradually improved. In order to do a good job in long-term talent development, we must put mechanism building in the first place on the basis of targeted planning. It should also be pointed out that each enterprise has its own characteristics, so there is no "one-size-fits-all" thing in mechanism construction.

Of course, the practice of mature enterprises can be used for reference, but how to design to achieve twice the result with half the effort, as the "chief talent officer" of the company's leader should still have his own ideas, from the author's practical experience, it is difficult to solve the problem of talent development mechanism at the level of the human resources department.

Again, we should cultivate both inside and outside, and pay attention to balance. If campus recruitment provides a large number of reserve talents for enterprises, then in the face of realistic business needs, we must also carry out a certain amount of social recruitment, especially in the rapid development of enterprises are more so, the entry of external mature talents can play a good "catfish effect", bring a lot of new ideas, inject vitality into enterprises, and avoid the homogenization of talents in many enterprises.

On the one hand, it is necessary to achieve equal treatment in terms of appointment qualifications, selection mechanisms, training methods, rewards and punishments, etc., and gradually form an internal talent concept of "only asking about ability, regardless of origin", which is particularly important for family businesses; On the other hand, it is also necessary to establish clear standards of competent behavior to standardize the work behavior of new employees, unite talents through vision, and give full play to the integration power of corporate culture.

Finally, it is necessary to cultivate in a diversified manner and form an echelon. Establish a hierarchical reserve talent pool, adopt a dynamic management mode, and gradually form a perfect talent echelon. The company selects reserve talents at all levels through an open way, gives a certain tilt in the training resources, and conducts an objective assessment of its ability and quality development every year.

Enterprises need to give employees a life direction, dreams, and goals! The company allows employees to see the future development of the enterprise, and at the same time find out the advantages of talents to play a greater ability! Enterprises should give rewards and training to outstanding employees!

The employment mechanism of the enterprise is consistent with the development strategy of the enterprise, the development stage is different, the talent required is also different, from the practical point of view, the employment mechanism should have a catfish effect, the combination of external introduction of talents and internal talent training, to prevent the formation of a solidified class of the internal team, the current effective method is to use the combination of competition and performance appraisal and other modes, you can also use the establishment of profit centers, the development of internal entrepreneurship mechanism, the project profit to take the project manager responsibility system, the quality and cost of the project to controlIt is conducive to cultivating all-round development of management talents.

First of all, enterprises should pay attention to the exploration of talents: the current competition between enterprises is becoming increasingly fierce, and with the development of enterprises, the competition between enterprises has gradually changed into the competition of talents between enterprises, especially in the enterprise to deal with international competition, the importance of talent is more obvious. At the same time, due to the lack of talents in the current business world, as an enterprise, if you want to develop and win first, what you need to do is to explore those potential talents and meet the development needs of the enterprise through targeted training.

Second, companies should pay attention to retaining existing talent: we can find a common feature of many companies today - only focusing on recruiting talents, not retaining talents. This kind of behavior has almost become a common problem of many enterprises, and this behavior will not only lead to the long-term existence of the problem of lack of talents, but also is very unfavorable to the development of enterprises.

Therefore, as an enterprise, if you want to develop, you first need to retain talents.

Thirdly, enterprises need to cultivate talents through training: every enterprise wants to be able to maintain long-term vitality and achieve good development. However, in order to achieve this expectation, it is essential for companies to do a good job of cultivating internal talent.

For an employee, enhancing their own value through relevant learning experience is a kind of accumulation of knowledge, and for an enterprise, it is an investment in development. Therefore, it can be considered that good training can often achieve a win-win situation for enterprises and employees, so as to better promote the development of enterprises. At the same time, due to the current lack of talents and the instability of talents themselves, it is more secure to cultivate talents from within the employees.

Fourth, give employees a platform to express themselves: the key to the enterprise is that the development of the enterprise needs the cooperation of the public, not one or two people can complete it well. Even if the best enterprise managers, if they have to bow down to the size of the enterprise, because the energy of each person is very limited, the resulting effect is naturally that the affairs of the enterprise can not be completed properly, and all the decisions in the enterprise, employees can not participate, which will further lead to the lack of talents in the enterprise, in other words, the managers of the enterprise are too core, which will inevitably lead to the emergence of irreplaceable phenomena, which will further lead to a greater crisis in the enterprise.

On the contrary, an enterprise can appropriately delegate power and responsibilities to promote the growth of its employees, and it can be said that the enterprise can develop into an enterprise that can operate healthily for a long time, so as to be invincible in the competition of the majority of enterprises.

What talent is most needed by the enterprise, and finding this talent and working for you is the most beneficial to the development of the enterprise.

For example, if you are a high-tech enterprise, then I think technical personnel are crucial. In order to manage technical personnel well, it is necessary to have enterprise managers who have management experience and know how to respect intellectuals.

For example, many small and medium-sized enterprises are facing market pressure, if you are a good marketing person, it will help enterprises gain market share, and it will also help enterprises to develop well.