What is the experience of two way travel between enterprises and employees?

Hello, the two-way rush of enterprises and employees can make the company's development more secure and sustainable.

1. The company should take the initiative to care for employees. Employees are the key to the company's business. The more excellent employees, the better the company's business can be, and if you want to retain good employees, you must give employees considerable and reasonable remuneration, and treat employees equally, so that employees can feel the company's care and warmth, and better contribute to the company.

Many powerful companies will not only care about the employees themselves, but also care about the employees' families, just to let employees work with more peace of mind.

2. Employees should also contribute more to the company. If on a good platform, the company also cares about the work and life of employees, then employees should also repay the company's care with their own practical actions. The company pays attention to efficiency, so it can bring more benefits to the company and contribute to the company.

3. Compare your heart to your heart in both directions. In fact, many companies have varying degrees of problems, that is, the excessive use of penalties to treat employees. Although this method will play a certain role, employees are very resistant to it, and if this method is used too often, employee loyalty and work motivation will be seriously affected.

Companies that attach importance to humanistic care and flexible management are often loved by employees, and employees will consciously abide by the company's rules and regulations. If you are good to me, I will be good to you. Running both ways means that you take care of me, and I will do my best to make my own contribution.

Enterprises and employees who go both ways are more sustainable and more likely to become bigger and stronger.

The company and employees are no longer a simple employment relationship, but a relationship of equality and mutual benefit, the company pays remuneration, employees pay labor, the two sides are established on the basis of a reciprocal relationship, employees and the company are dependent on each other, common development, the company can be long-term. The company should respect the labor of employees and recognize the efforts of employees. Employees can get corresponding recognition for everything they do.

For example, employees should have recognition to complete work tasks on time, cooperate with colleagues, and clean the office to reflect the peer-to-peer recognition of employees, so that employees will have a stronger sense of achievement. Enterprises can fully mobilize the enthusiasm of employees, improve the work efficiency of employees, and also be very beneficial to the development of the company.

Second, the coexistence of interests.

The healthy and stable development of the company can ensure the interests of employees, and the company and employees will be prosperous and lossy. The company provides a development platform for employees, and employees can display their talents to achieve a win-win situation between the company and employees. Managers are more likely to take on the role of guidance and coordination.

Managers teach employees to learn a certain skill and use a certain equipment, not only employees will be rewarded, but managers can also be rewarded; Managers assign work tasks, and employees complete work tasks on time, and managers can also be rewarded; When employees make mistakes at work, employees will be deducted points, and managers will be jointly and severally deducted points; Let managers take the corresponding responsibilities and be one with employees, on the one hand, to help employees grow, on the other hand, it is more conducive to the development of the company.

3. Trust each other.

We often require the company to "not use suspicious people, not to employ people", and require employees to "integrate into the big family of the company". This requires an emotional bond of "trust". Trust is the beginning of all work, leaders trust employees, will hand over the work to subordinates; Employees trust their leaders to help them do their jobs better.

Managers express full trust in their employees by delegating authority to their subordinates. The manager issues a work task, in which the working method, completion time employees can grasp their own, and finally only need to apply the reward to the assessment of the task, the task is completed on time with bonus points, the task is completed overtime and the points are deducted, and there are additional bonus points for early completion. Managers give enough space to employees, so that employees feel trusted and valued, and naturally there will be a sense of trust in managers, and mutual trust between managers and employees can jointly help the company's team develop steadily and healthily.

The company and employees support each other and achieve each other, so that the company becomes the "Bole" of employees, and employees become the company's "Maxima", and jointly help the company develop healthily and long-term.

Very happy and motivated.

On August 2, the local new crown pneumonia epidemic broke out in Ulanqab City, in order to reduce the impact of the sudden epidemic on the project construction and operation development as much as possible, many employees of Chahar New Energy Company gave up the opportunity to take leave and reunite with their families and lovers, and all employees were stationed in the front-line posts of Siziwangqi to ensure the steady progress of project construction and the company's business development.

On the occasion of the traditional Chinese Qixi Festival, in order to make up for the lack of employees and their families to get together less and leave more, the company organized a simple and grand "Qixi Festival" activity, after dinner, the company's deputy chief political engineer Chen Yan in the name of all family members for all employees to send roses, in order to convey the warmth of the enterprise and family, thank the employees for their hard work.

After receiving the roses, the employees thanked the company for their heart-warming measures. Subsequently, the athletes and queue performers who participated in the second staff games of Inner Mongolia Company went to the nearby venue for centralized training, went all out to win honors for the company, and showed the good spirit of the Chahar team to unite and forge ahead.

At the same time, employees should also examine whether the company is their ideal company, whether the company's culture, management mode and so on are suitable. Just like finding a boyfriend and girlfriend, liking each other is the best choice.

In the era of planned economy, college students were allocated by the state, because there were not many enterprises in that era, all of them were state-owned enterprises or collective enterprises, and the number of jobs available was limited. At the same time, China's colleges and universities are still in the stage of recovery and creation, and the number of talents that can be provided is also limited.

In today's society, with the expansion of colleges and universities, the total number of talents that can be provided in the society is growing, which gives enterprises the opportunity to choose talents. The country's policy guidance on innovation and entrepreneurship, as well as the rapid growth of China's economy, have also made more and more employment opportunities for various types of enterprises, especially in first- and second-tier cities, which also gives talents the opportunity to choose enterprises. Therefore, talent selection is a two-way selection process between enterprises and employees, enterprises should select talents who are suitable for all aspects of conditions and needs, and talents should also see whether the company can meet their job search expectations.

In fact, this two-way selection process is not only reflected in the recruitment stage, many enterprises will also adopt the method of competition or double selection when they go through the stage of organizational change, so as to re-match people and posts, so that the talents in the enterprise can be positioned to the most suitable position for him (her), so as to create higher value for the enterprise. Employees also find their own new platform and get opportunities for personal growth and promotion through competition or double selection.

The two-way rush of enterprises and employees is a beautiful experience that realizes the two-way travel and mutual achievement of individuals and enterprises, and creates a better life in the thriving development practice. Organizations are placing more emphasis on talent management, but in a rapidly changing environment, supporting and delivering business strategy requires more integration between top-down talent management organizational initiatives and bottom-up employee experiences to make the entire organization more integrated to remain agile. Only when talent management truly penetrates the organization and employees, and realizes the two-way flow of talent and management, can enterprises enhance the supporting role of strategy by building talent advantages.

Although the technology maturity level is accelerating, the proportion of technology maturity in the highest level is still low, accounting for less than 10%. This also means that although digital transformation is becoming more and more important to enterprises, there is still a lot of room for improvement in the application of human resources. After studying the relationship between culture, system, HR team and technology, it is found that technology maturity can not only directly improve the efficiency of the organization's management and operation, but also expand the achievements of cultural construction, system construction and HR team construction in a dynamic interaction mode.

In an environment of extreme uncertainty, competition among companies has become more disorderly, and past successes are becoming invalid. We find that while competition is becoming more chaotic, there is an even more stark truth that the gap between talent management maturity and organizational engagement between top companies and the average business is widening across the board. So, in what aspects of management practices of excellent companies are more worthy of reference?

We have found three growth codes: deepening the connection between the organization and employees, building a digital talent management moat, and the two-way flow between executives and HR.

The power of digitalization can make it easier to integrate strategy, organization, business and people.

Whether it is flexible employment, digitization of talent management processes, opening up of HR modules or quantitative management of talents, in the development process of integration and digitalization, there is a huge gap between excellent enterprises and ordinary enterprises, and this gap is still widening. For Chinese companies, it is necessary to think about how to use the power of digitalization to deeply integrate these relationship elements. ** It is necessary to give policy preference to the approval of vocational colleges, open more vocational colleges in remote areas, and train more skilled talents to work locally, and they will become the driving force of the manufacturing industry.

At the same time, compulsory education should be upgraded to the stage of high school and vocational high school, and the cultural level of workers needs to "make up for shortcomings." In order to attract more young people to the factory, enterprises need to 'go both ways', and enterprises and employees also need to 'go both ways'. In the process of digital transformation, many manufacturing industries are experiencing a shortage of high-quality talents.

She suggested that the education department should increase the training of high-quality industrial workers, and the enterprise should also strengthen technical training, improve the professionalism of employees, truly realize the transformation and upgrading of the manufacturing industry, and enhance international competitiveness.

The two-way experience of enterprises and employees should be mutually beneficial, win-win and trusting.

First, the two-way experience of enterprises and employees should be mutually beneficial, the current enterprise is different from the past, the past is the employment relationship, now it is a mutually beneficial relationship, because employees bring profits to the enterprise, and the company brings jobs to employees, so this is a way of mutual benefit.

Second, the enterprise and employees go two-way, it is a win-win experience, the enterprise and the employee are very good to cooperate, this is a way of win-win, because employees can get paid, the company can get higher profits, this is mutual benefit and win-win.

Third, the enterprise and employees go in both directions, this is a kind of trust, the enterprise has trust in employees, and it is also trust in the enterprise, so although some employees resign or change jobs for various reasons, but the company has innovated and issued an invitation, which is a kind of trust, the trust of the enterprise to the old employees, and the trust of the employees to the original enterprise, because they are more familiar with each other, so in order to be responsible for each other, they will contribute to the same as returning to their original positions.

In short, enterprises and employees go both ways, this is a kind of mutual benefit, a kind of responsibility, but also a kind of responsibility, has changed the employment relationship in the past, now is a mutually beneficial relationship, this is also a relationship of mutual trust, how to experience the embodiment of the employee is the spirit of ownership of the enterprise, to take the employee as the master, the director also takes the enterprise as his home, so this experience should be responsibility, trust, mutual benefit, and the spirit of ownership.

In this year's China Best Employer Annual Selection Report, it is found that all walks of life are facing the development trend of diversification and refinement, which is bound to give rise to more refined market competition. For enterprises, it is not only necessary to deepen the industry segmentation, but also to refine the positions and responsibilities of employees. After the refined setting, how to give full play to the subjective initiative of employees, realize resonance and symbiosis with the enterprise organization, and stimulate the human capital momentum of the long-term development of the enterprise has become a proposition that every employer must think about.

According to the analysis of the selection report, nearly 7 percent of the top 100 companies in this year's list of best employers attribute their success to the gathering of outstanding talents. This shows that only by gathering outstanding talents can we stand out in the industry track of more refined development.

The continuous refinement and diversification of users' needs will inevitably force enterprises and employees to continuously improve their learning capabilities. Only with an "empty cup" mentality and constantly absorbing updated industry knowledge can we help enterprises and employees continue to evolve. In the face of the "35-year-old crisis" and "workplace involution" that are hotly discussed in today's society, the key to solving the problem is to strengthen the "core" competitiveness of employees, take out the "embroidery needle" effort, study professionalism, and constantly break through the ceiling of the workplace.

The report shows that when selecting and cultivating talents, the most important ability is the ability of "continuous learning" and "breakthrough and innovation", followed by the ability of "result-oriented", "overall situation awareness" and "flexibility" - which also puts forward new requirements for people in the workplace: follow the trend, seek change, seek development, and constantly break through the ceiling of the workplace.