How can the speed of talent training be faster than the speed of job hopping ?

Not everyone can become a talent, so the most important thing for a company to do should be to retain the existing talent.

Some companies are people-oriented. The advantage of this approach is that it can make the enterprise develop for a long time, if a company only wants to reduce expenses on talent, then the enterprise is destined to not be bigger.

Cultivating a talent is not a very simple thing, in fact, it is very simple to recruit a person. But what kind of person he is and how much benefit he can bring to himself is a very difficult thing to say.

So I think the most important thing is to cultivate a sense of belonging in the employee and make him feel that this is a big family. Preventing him from changing jobs is the most important thing.

Some companies don't care about this, because they feel that manual labor is definitely not comparable to machines. He doesn't need so many talents, as long as he can do his job as a general worker.

Then this is definitely a good way to recruit people, but this kind of affirmation cannot be said to be talent. It takes time to train a person, and only enough time can cultivate a suitable talent.

Then you can let the company recruit one more person, and this person can also be said to be a reserve talent. It's just to prevent someone from suddenly changing jobs.

The company will definitely not change jobs in large quantities, and if it is a large number of job changes, then it means that there are certain problems in the company.

Chinese advocate the virtue of being consistent, but often have a rigid thinking, such as at work. After the reform and opening up in the 80s, people often referred to civil servants resigning from their jobs to go to business, and although many people made a lot of money, most people still relied on stable jobs. <>

From the perspective of the enterprise, those higher-level talents are welcome to jump to their own enterprises, but they are still more resistant to the talents of their own enterprises to jump to other places. Therefore, many companies are desperately cultivating talents to make up for the losses caused by job hoppers. Considering two aspects can improve the speed of talent training.

First, cultivate professional talents. In addition to the above-mentioned positions that need to be taken into account, most companies need talents who are professionals in a certain field, and generally other companies absorb job-hopping talents who need to be comprehensive. Therefore, the enterprise can start from the depth to resist the breadth that other enterprises need.

Second, understand and meet the needs of the company's existing talent. Most of the job-hopping personnel are because of the company's treatment, benefits, salary, working environment and interpersonal relationships and other micro levels and job-hopping, enterprises should gather the capabilities of various departments to solve these problems of talents.