How do enterprises choose the right people?

First of all, we must understand that the selection and employment of people is a coherent whole and cannot be separated. If you choose the right person, you must make good use of it. So how can we make good use of the right people? In fact, when talking about this problem, some people bite off more than one can chew. Since ancient times, the problem of employing people has always been an important issue for great men and politicians, and it is also the basis for their great achievements. For example, Li Shiming, Emperor Taizong of Tang Dynasty, took Wei Zhi as the phase and asked him to supervise himself not to make a big mistake, eventually achieving a generation of wise kings; Genghis Khan, a generation of arrogant people, has an unparalleled way of employing people throughout the ages. According to the statistics of a willing heart, no one of Genghis Khan's subordinates has ever betrayed him, not at any time, only his people and relatives. Emperor Kangxi, the holy ancestor of Qing Dynasty, used the Pearl, Suoetu, Yao Qisheng, Li Guangdi and other ministers with ease. Then why do business managers now always complain that no one is available, those who are capable are not easy to use, those who are not, those who are loose and tight are gone, and it is really difficult to employ people! In fact, if enterprises can grasp the following principles, they can use good people.

Principle 1: Ability is more important than education.

Ability is more important than education. At present, many enterprises employ people, most of whom require a bachelor's degree or a master's degree. It should be said that this in itself is a huge social progress. But it must be clear that it is not the education itself that emphasizes the education, but the knowledge and cultivation behind the education. This is the original intention of attaching importance to academic qualifications. Now many enterprises have forgotten this original intention. Education is only a tool to prove ability, and it is only one of many tools, and the content is not comprehensive. Education is neither a sufficient condition nor a necessary condition for ability, but a related condition, and everyone's degree of correlation is different. Leaders must comprehensively use background analysis, empirical judgment and other means to make a comprehensive and profound evaluation of talent's ability, quality and knowledge.

Principle 2: The principle of internal priority in the selection of senior talents.

The company's talent source is nothing more than internal training and external employment. However, any company, when faced with internal job vacancies, must decide which of the two is in the priority position. The main reason for supporting external recruitment priority is that external personnel can bring new ideas and inject new vitality into the company.

Principle 3: Pay attention to the advantages of talents.

Enterprises recruit talents because of what employees can do, not what they can't do. We should pay attention to what employees can produce, not what characteristics employees have. An excellent leader always takes "what he can do" as the starting point and pays attention to giving full play to the strengths of talents. People always have shortcomings. The difference between a person who has no shortcomings and a person who has no advantages is only a different perspective. There are no talents who are excellent in all aspects, because people can only be excellent in a certain field or a few fields. No one is perfect, especially the strong. His shortcomings are always as clear as his advantages. Paying too much attention to what employees can't do will only hurt their confidence. Always trying to overcome other people's shortcomings, then the organization's goals will fail. Because there is only the cost inside the organization, the result exists outside the organization.

Principle 4: Ability principle.

Putting the right person in the right position is the highest criterion for employing people. Just as management theory only applies to senior people, competent talents are more important than excellent talents. Putting an incompetent person in a position that an employee can't do is beyond his power. It is a waste of human resources to put a person with extraordinary ability in an ordinary post. No company can tolerate this kind of waste, and excellent talents will only be abandoned in the end.

Principle 5: Don't assign new important jobs to unfamiliar people.

Good personnel appointment is based on two foundations: one is the understanding of employees, and the other is the understanding of job requirements. If the employee's ability roughly matches the job requirements, then the appointment will be successful in general, otherwise the risk is great. Therefore, for those new important positions, it is best to give them to those who are very familiar with the ability and quality of employees and have built a wide trust in the organization because they can't know their job requirements. For those newcomers who don't know much about it, put them in their existing posts first, where the job requirements are clear at a glance. The duty of a leader is to tell employees the requirements of this position, then watch employees display their talents and give them appropriate help when they are in trouble.

Principle 6: Recruit the best talents and put them in the most important positions for the future of the company.

Almost all business management and most companies believe that the business that determines the company's current profit source is the most important business of the company. Therefore, it is suggested that the company's best talents be arranged in these departments, but this is not the best practice. There are two reasons. First, from the perspective of competition, the competition in the existing (final) product market is only the last level of competition. At this stage, the competition rules have been clarified and the general trend of the competition pattern has been determined. Whoever wins and loses, who is more and who is less, is only within one millimeter. Therefore, in the final product market, there is not much room for talents to exert their creativity, and the challenge of work has been greatly weakened, so there is no need for the best people here. Second, in today's era of drastic changes, the product life cycle is greatly shortened, and a large number of products are fleeting. Today's profit sources of the company may soon be exhausted. At the same time, the integration and transformation of industries are in the ascendant, and more and more industries are difficult to define accurately in essence. This is both a challenge and an opportunity for most companies. Companies should not only compete in the existing industries, but also compete in shaping the future industrial structure and formulating future industrial rules. Defending today's leading position cannot replace creating tomorrow's leading position. The future does not suddenly appear, but starts today. If the company can't guarantee that the best talents are located in the most promising emerging development fields, that employees are busy with truly challenging projects, that employees can capture the most potential business opportunities, and that employees are creating future profit sources for the company. Then, the future is not a question of whether the company can compete for gold and silver, but whether the company is qualified to participate in the competition.

Principle 7: Treat failure correctly.

If the result of a personnel appointment is a failure, then as a leader, you must first admit that it is your own fault, and the responsibility lies not with subordinates, but with yourself. Leaders should say to themselves, "I made a mistake and should correct it as soon as possible." This is my responsibility. " If you blame your subordinates, that's another mistake. Failure is also valuable. Many things that fail in the end are real failures because they have not learned from them. When leaders make mistakes in appointment and dismissal, they should at least see the specific requirements of this position more clearly and have a clearer understanding of the ability and quality of employees. If leaders can't learn from it and improve their personnel ability, they are doomed to face greater failure.

People are the foundation of everything in an enterprise. After all, it is of great significance for an enterprise to retain people. If you choose useful people but can't keep them, then selecting and employing people will lose its original meaning. It is normal for enterprises to have a certain flow of personnel, but brain drain is a very serious problem. With the intensification of competition among enterprises, enterprises pay more and more attention to how to retain talents. How to retain people in enterprises can be summarized as follows:

First, combine the future development vision of the enterprise with personal goals and keep people in the enterprise.

SOHO pan Shiyi once said: retaining talents is actually very simple. First, enterprises have good development prospects and stages, otherwise employees will not do it; The other is to provide better income and maintain the competitiveness of salary and treatment. The former refers to career reservation, while the latter refers to treatment reservation. Therefore, in order to keep people in the enterprise, leaders need to make clear development goals and visions for the enterprise and make feasible development plans. At the same time, enterprises make career plans for employees, especially core employees, and integrate employees' personal development and pursuit goals into the development plan of enterprises, because even if enterprises have clear long-term goals, if employees can't understand the relationship between their future development and the realization of long-term goals, they can't play an incentive role. Therefore, employees should have clear goals, feel "valuable, promising and rewarding" in the enterprise, and be willing to work in the enterprise for a long time.

Second, combine fairness with integrity, and retain people with competitive salary.

According to the salary survey of managers in China in 2004, 44% managers in Shenzhen and Beijing and 37% managers in Shanghai were dissatisfied with their salary. Salary is still the most powerful weapon to attract and retain talents. Generally speaking, providing competitive salary will bring higher satisfaction, followed by lower turnover rate. At the same time, when determining the salary, we should not only consider external fairness, but also internal fairness, self-fairness and other factors, so that people who make the same contribution within the enterprise can get the same salary. At the same time, we should be honest when determining the remuneration package. Some enterprises often make high or even unattainable promises when seeking talents to join, but after talents come in, the original promises will become thinner for various reasons and cannot be fulfilled on time and in quantity. Therefore, business leaders should be honest, less committed, more fulfilled, treat the remuneration of talents with a developmental thinking and a long-term vision, and let employees show their talents and potential with a relaxed attitude.

Third, discover talents, give full play to talents, eliminate mediocre talents and realize the retention mechanism.

Business leaders also use various means to tap the potential of talents and implement "discovery management" and "development management". Carefully discover all kinds of "swift horses" with "specialized skills" and give them training and support. Because only "Bole" takes place, there are groups of "swift horses". At the same time, play the role of maxima. As the saying goes, "A strong man breaks his wrist, crossing the river is not as good as sailing, a swift horse dares to take risks, and ploughing is not as good as cattle". Everyone has his own specialties, such as being good at management, proficient in technology, good at communication and diligent in thinking. Leaders need to provide them with different stages and roles.

Of course, for the mediocre talents who make up the numbers, it is necessary to establish an "excellent" and "inferior" mechanism, because without comparison, there is no recognition; Without competition, there will be no progress. If the good and the bad are mixed for a long time, it is impossible to retain outstanding talents in the end. GerWelch once said: "The secret of management is to give 20% excellent people a raise, and then raise their salary;" For the 20% laggards, they will be eliminated and then eliminated. "

Fourth, take the road of combining individualism with people-oriented and retain people with innovative thinking.

The biggest innovation is thinking innovation. In the selection, use and retention of talents, we should also have innovative thinking, learn from others' strengths, and be good at implementing "takenism" to foreign advanced concepts. For example, Procter & Gamble, a commodity giant, respects personal choice and implements a rotation system for new employees, allowing new employees to work in more than three departments for a short period of time, studying chemical engineering into the financial department and learning machinery into the shampoo manufacturing department. Through the rotation system, new employees can quickly understand the business processes of various departments of the company and have a clear positioning for themselves. Once new employees feel that their current positions can't play their potential, they can look for development opportunities within the enterprise first, so as to avoid brain drain.

Enterprises should fully embody the idea of "people-oriented" when formulating systems, and try to meet the different needs of employees. In order to meet the needs of employees to pick up and drop off their children, IBM has set up a "blue flexible" attendance system, setting three early arrival times for employees, namely 8: 00, 8: 30 and 9: 00, so that employees can participate in the formulation of salary and welfare system and full pension system. These innovative systems have stimulated the loyalty, wisdom and potential of employees and brought vitality and cohesion to enterprises.

5. Create a trusting and borderless working atmosphere and retain talents with a communicative corporate culture.

GE has a saying that Welch is everywhere. Many GE employees said, "I don't feel distant from Welch at all, because there is no communication barrier between you and CEO. Every GE employee is surprised to receive an email with Welch's electronic signature, but it will feel natural later, because he will often tell you directly what he thinks of the company. " In order to truly retain excellent employees, we must create a cultural atmosphere of trust and communication, give employees real trust, fully communicate with employees and reach a tacit understanding, so as to maintain the vitality and efficiency of the organization. Sun Tzu said, "Those who share the same desire win." . When leaders and employees have the same goal and communicate smoothly, it will inevitably produce the cohesion and appeal of enterprises and the sense of belonging and identity of employees. It is a systematic and artistic work to finally realize "retaining people, retaining people" and "attracting talents, cultivating talents and retaining talents". Leaders of enterprises need to look at the competition of talents with innovative thinking and people-oriented concept; Use the skills and methods of vision construction, salary design and mechanism innovation to deal with brain drain. Let enterprises become stronger and bigger in all-round competition.

Generally speaking, the turnover rate of enterprises should be kept at around 10%. Excessive turnover rate will make employees lack a sense of belonging and lead to short-term behavior. At the same time, it also increases the cost of supervision and replacement. Statistics show that after an employee leaves his job, the replacement cost is as high as 2 to 3 times the salary of the former employee, and the replacement cost of excellent employees is even higher.

At present, with the improvement of China's macroeconomic environment, it provides more development opportunities for enterprises, and at the same time, it also makes enterprises face an increasingly competitive market environment. Talent has become the key for enterprises to establish competitive advantage and seize development opportunities. Therefore, at present, enterprises should devote themselves to the development and management of human resources with the talent management concept of "attaching importance to talents and putting people first", strengthen talent training, improve the employment mechanism, create a good corporate culture atmosphere, do a good job in talent management and even human resource management, and constantly improve and perfect it in practice, so as to be invincible in the fierce market competition and meet the opportunities and challenges of enterprise development under the new situation.