How to solve the talent bottleneck of SMEs

First, the idea of solving the talent bottleneck We mainly focus on small and medium-sized growth enterprises, which are the most representative. Generally, such enterprises have successfully passed their life, and they are facing the bottleneck of talent growth. In this regard, enterprises are concerned about how to find talents. If talents are hard to find, it often comes down to the constraints of objective factors such as salary, workplace, corporate popularity and talent scarcity, and ignores the creation of internal environmental factors, so talents often come, but they cannot take root. In my opinion, the fundamental problem lies in the lack of systematic coordination of all the relevant elements of talents, that is to say, only by finally coordinating all the elements of the organization (structure, system and culture) with all the elements of human resources (planning, recruitment, training, performance, salary and communication) can we solve the talent bottleneck. The talent bottleneck is not only a question of how to acquire talents, but also includes a series of human resources problems such as defining which talents are needed, how to acquire them, how to identify them, when to acquire them, how to use them and how to develop them. It can also be said that it is an internal environmental problem. On the other hand, we need to consider where talents come from, that is, the external environment. In professional terms, it is a systematic coordination problem of organizational design, human resource planning, human resource management and external talent environment analysis. For example, without scientific, reasonable and forward-looking human resources planning, there is no way to allocate talents, and there is no way to attract, use, develop and motivate talents. Human resource planning is related to effective organizational design. Without the organizational design that matches the enterprise concept and strategy, including the design of governance structure, management and control mode, organizational structure, post design and staffing design, it is impossible to effectively prepare human resources planning. On the other hand, organizational design also includes institutional design and cultural design, which directly affect the human resources environment within the enterprise, that is, whether the enterprise has an environment suitable for attracting talents, giving full play to their potential, promoting talents to create outstanding performance and following the growth and development of the company. In addition, the external environment is also a very important consideration, such as the restriction of unbalanced regional development and the current situation of industry development, which may bring unimaginable difficulties to the acquisition of talents. The internal environment should be the focus of enterprises' attention and solution, because internal factors are easily controlled by enterprises; Although external factors are difficult to solve in a short time, they can still be solved innovatively. This paper also discusses how to overcome the talent bottleneck of growing enterprises from the perspective of organization and human resources system.

Second, create an internal environment for talents and overcome the bottleneck of talent growth. The internal talent environment mainly involves organizational planning, talent planning, talent allocation and management, and talent development. Only with the joint efforts of these four aspects can the talent bottleneck be finally solved. This paper focuses on organizational planning, talent planning and talent allocation and management.

(1) Overcome the bottleneck of talent attraction through forward-looking organizational planning. In terms of organization, the main characteristics of small and medium-sized growth enterprises are: simple and effective structure, excessive flexibility, lack of formality, low degree of organization and poor reproducibility; In terms of culture, it is mainly the leader culture, which does not match the enterprise system, is conservative and weak in openness, and cannot absorb and cultivate new elements in line with the new environment and new development; Systematically, management processes, management systems and management methods can't keep up with the times, and they have been upgraded from experience and fragmentation to specialization and systematization.

1. Establish corporate philosophy and culture to attract and retain talents. After the initial stage of development, small and medium-sized growth enterprises often form a distinctive entrepreneurial corporate culture, which has several characteristics: first, the corporate culture is very conservative and exclusive; Second, the enterprise concept has not been standardized and refined into a text, which is not conducive to the promotion or reconstruction of culture; Third, with the development of enterprises, new elements have been introduced into enterprise slogans, which look fashionable, but because they do not match the actual system and behavior (the system and behavior have not changed with it), entrepreneurs and management teams have not practiced them, resulting in cultural ideas being just fashionable slogans; Fourth, the core concept of corporate culture is not attractive to talents, and it is not attractive without distinctive features. This characteristic of corporate culture is not conducive to attracting and retaining talents. Therefore, only by innovatively examining and clarifying the concept of culture can growth enterprises cultivate a corporate culture that attracts talents and is suitable for the growth of talents. The cultural environment can be improved in the following aspects: the mission and vision of the enterprise should not be short-sighted and stingy, and it seems that there is no ambition; We should not be too ambitious. We should introduce new elements at the enterprise concept level, integrate with the original essence of the enterprise, and form a new cultural system, which should mainly reflect the characteristics of specialization, openness, learning, equality, shared enterprise success and employee development. According to the enterprise concept, the enterprise system should be inspected and verified to match the enterprise concept. The leaders and management teams should take the lead in taking action, embody the cultural concept, combine the vivid materials of the enterprise, and form the cultural concept text as soon as possible through various channels.

2. Design appropriate strategy and control mode to provide basis for the design of organizational structure. When a growing enterprise develops to this period, it needs to make decisions on many development issues, not only to establish its development goals and strategies, but also to decide how to achieve this goal through effective organizational functions. The company is facing the problem of becoming stronger and bigger. Such as product strategy, regional expansion strategy, etc. These strategies determine the management mode and organizational structure of the company. We assume that the product strategy and regional expansion strategy have been determined as "taking the development of new products as the leading factor and continuing to improve the functions and quality of the original products;" Do a deep and refined second-tier city and break through the central city market; Break through the central cities with new products and deepen the second-tier cities with old products. "Then the corresponding control mode (organizational strategy) may be: emphasizing the R&D function of headquarters for new products, strengthening the R&D technical force to centrally manage the listing, market planning and sales of new products, setting up regional offices, strengthening regional sales platforms, controlling end consumers, and at the same time * * * enjoying customer resources to promote the specialization process of headquarters, strengthening professional functions such as marketing, human resources, financial management and product research and development, and strengthening the functional management and professional support of regional platforms.

3. Straighten out the governance structure, improve the legal structure of enterprises, and provide guarantee for the design of functional structure. Growth companies are generally not sound. The current situation is that enterprise leaders are both bosses and top managers, and they are faced with the problems of establishing a reasonable governance structure, clarifying the responsibilities, rights and obligations of shareholders' meeting, board of directors, board of supervisors and professional committees, clarifying the division of labor among members, clarifying the responsibilities of management, and strengthening supervision, incentive and assessment of management. Only in this way can we distinguish between property rights and management rights, make the development and operation of enterprises move towards the track of legal management, and thus reduce the risk of enterprise development and operation. The governance structure is clarified, which provides a basis for the selection, assessment and encouragement of the board of directors, the board of supervisors, various professional committees and managers.

4. Optimize organizational structure, improve organizational functions, and provide basis for work design. With the control mode or organizational design strategy, the foundation of organizational structure design is laid. Assuming that the organizational structure is designed according to the above control mode, the possible organizational structure features are: overall, the functional structure and regional structure are the main ones, supplemented by the product structure. Set up branches in central cities, enjoy higher power in personnel, marketing and fund allocation, and accept business guidance from headquarters. The staffing, the appointment of middle-level and above personnel and the formulation of marketing strategy all require the approval of the headquarters to set up local offices, which are directly managed by the marketing director. The office manager has the right of line management and certain personnel management (the assessment and salary are decided by the office, and the recruitment and dismissal are decided by the headquarters). The headquarters has a strong human resources, marketing, finance and product research and development department, and the internal structure of the department is set according to the specialty. At the headquarters, there is a new product division or product manager responsible for new products, coordinating R&D, production, human resources, marketing, finance and other resources to promote the success of new products. There is a customer service department at headquarters. Another main consideration in coordinating the organizational design of customer service work is which functions are established and developed by the company itself, which functions can be integrated with external resources, that is, which functions can be outsourced and which functions can be introduced with professional resources, that is, introducing professional consulting companies to solve the problem of introducing new organizational forms, such as boundaryless organization, for example, forming strategic alliances with related enterprises to form complementary advantages; Virtual organization overcomes the problem of telecommuting; Project organization/team organization should strengthen horizontal coordination; Integrate departments or posts and solve horizontal coordination. 5. Establish and improve key processes and systems, provide a basis for work design, improve the company's specialization and standardization level, attract and develop the standardization and improvement of talent processes and systems. On the one hand, it is very attractive to talents, because it can reflect the specialization of the company and give people the impression that it is a regular company with long-term development in mind; On the other hand, it can also provide effective work guidance for talents to quickly adapt to work needs, and in the long run, it can also promote the continuous growth of talents. Therefore, the growth company will inevitably solve the problem of perfecting the system and process, but the improvement of the process and system is not in one step and must be given priority. Generally speaking, those key systems and processes should be improved first. In terms of process, it mainly includes strategic process, core business process and key support and guarantee process; Key systems mainly include core business management system and key support guarantee system. After the key processes and systems are improved, the corresponding organizational design and post design should be adjusted accordingly to ensure that the responsibilities on the process nodes are put in place and the sequence of processes matches the post responsibilities.

(II) Rational planning of talents to ensure that the quantity, quality and structure of talents meet the needs of the company's development. Talent planning mainly includes two aspects, one is post design and staffing design, and the other is the process and key points of talent planning.

1. Improve the accuracy of talent demand forecast through post and staffing design. With the organizational structure and departmental functions, it lays the foundation for post design and staffing. Possible strategies for job design and staffing design include: according to the analysis of the above strategies and organizational models, it can be considered that some functions such as human resources, finance, brand, market, technology research and development, production, logistics, etc., functions that cannot be established by themselves in a short time (such as talent assessment), functions that cannot be solved by introducing talents (such as logistics) and non-strategic functions with no added value (such as social insurance) can be solved by outsourcing or introducing external professional resources. In other words, without setting up a department, we should set up posts in branches, that is, replace departments with posts, emphasize the concept of "posts are more important than departments", and directly assign the functions and tasks of branches to posts, such as financial managers instead of financial managers; In addition, safety posts should be combined with each other as much as possible. For example, personnel, law, administration and other work are undertaken by a "general manager" at the headquarters. Except for production units, all units have no secondary departments, that is, posts are more important than personnel, finance, market, production management, logistics, technology research and development and other departments. , the position is set by specialty. In order to strengthen the development of professional ability, the new product division has set up product assistant, product assistant manager and product manager positions, and the regional office has set up office manager, regional sales manager and sales assistant positions. Set up a regional affairs coordinator under the marketing director to coordinate the products, sales, logistics and customer service of branches, sales areas and headquarters, and strengthen the communication efficiency between headquarters and regions. Coordinators have been set up in all departments. Responsible for coordinating the coordination between this department and horizontal departments and regions, and strengthening the horizontal coordination and joint operation efficiency of the company. The design of job responsibilities or the preparation of job descriptions are determined by the decomposition of departmental functions, business processes and management processes, which can distinguish key positions from non-key positions because it can provide a basis for staffing and staffing. Position design should also consider the hierarchical design of positions, such as the recruitment position in a human resources department. Whether it is a manager, supervisor, Commissioner or assistant, it directly affects the standard job design of recruiters, not only the design of management sequence, but also the design of professional sequence to ensure that employees can be promoted and developed according to the management promotion channel; It can also develop upward according to the career promotion channel to ensure that managers and professionals can be developed and motivated. Staffing design is basically formed in the process of job design. The final staffing should also comprehensively consider factors such as post group, workload, number of past personnel, and sales ratio. The principle is to ensure the staffing of key positions and the appropriate vacancies of other positions.

2. What if there is a big gap between the actual allocation and planning of talents? For example, what if the ability gap between internal personnel is too big to improve, or external talents cannot be in place? Then two decisions have to be made. On the one hand, it is necessary to analyze the reasons why talents cannot be obtained and what measures should be taken to solve the problem of talent acquisition; On the other hand, it is to analyze whether talents are needed and how to replace them. This requires innovative thinking, mainly concentrated in several aspects: first, acquire talents through innovative methods; The second is to discuss the position positioning again and judge whether the position positioning is too high or misplaced; The third is to re-examine whether this talent is needed temporarily; Third, whether the standard positioning of this talent is accurate and reasonable; Fourth, if you can't find talents, do you need to change the organizational structure and functions, cancel this post, or think about the regional distribution of organizational functions, that is, which functions are in place and which functions are in central cities, or consider the relocation of headquarters office address, that is, to a place that is conducive to talent acquisition; The fifth is the problem of various employment methods, such as full-time, part-time, staged employment, telecommuting, staged door-to-door work and other employment methods; The sixth is the outsourcing of organizational functions, that is, if it is really impossible to obtain talents, it is necessary to outsource the work to external institutions, and at the same time study and determine how to manage the work quality of external resources; Seventh, introducing external resources to solve functional problems, that is, looking for consulting institutions to solve internal functional problems of enterprises.

3. The focus of talent planning is mainly in four aspects: talent demand, talent orientation, talent standard and talent source. First of all, the key to looking at the demand for talents is to have a clear understanding of whether and when it is needed. The test standard is that if a position is vacant for a long time and the development and operation of the enterprise are not affected, it means that this talent is not needed or temporarily not needed. Look at the positioning of talents. If you don't know what the main job and responsibilities of the vacant position are, the positioning of talents may be biased. For example, if you need a human resources manager for daily personnel management, the position of the manager may be on the high side, and perhaps a personnel Commissioner can solve the problem. Thirdly, let's look at the standards of talents. The standard of talents is theoretically determined by the qualifications in the job description, but in fact, the factors of ideal standard, qualified standard and minimum standard must be considered. For example, an ideal hiring manager must have the ability to organize recruitment, the ability to select personnel, the channels to obtain talents, a deep understanding of each position, effective communication with the general manager and department heads, and an accurate grasp of the company culture. If it is difficult to find a hiring manager according to this standard, we need to know the ability to perform key duties, such as "helping the general manager accurately judge whether the candidate has the ability that the position should have", then we only need to choose those candidates with strong selection ability. The selection of standards should also consider the balance between high development potential and experience, which depends on where the company's advantages are. If the company has a sound system and profound professional accumulation, it should focus on candidates with development potential; On the contrary, more attention should be paid to experienced candidates. For growth companies, all aspects are groping for development, and people with excellent company work experience and rich experience should be selected. As for the introduction of college graduates, the time is not yet ripe, because in a few years, the advantages may not be brought into play, there are many unstable factors in enterprises, and graduates have not learned much. It is impossible for truly excellent college students to come to an enterprise that needs improvement in all aspects. Fourth, from the perspective of talent sources, we should mainly decide which talents should be obtained from the inside and which talents should be obtained from the outside. The candidates for growth companies, regional leaders and comprehensive management positions should be mainly obtained from the inside, because there is no need for stronger professionalism; Professional ability is difficult to obtain from inside at present, so the candidates for professional positions at headquarters should be obtained mainly from outside. For internal acquisitions, we have to make a decision, that is, focus on promoting those candidates with high performance or those with high ability. Since the growth company has lived a lifetime, the key is the ability to further develop, so the ability is more important. Of course, the evaluation and judgment of ability should be objective and scientific, which requires growth companies to establish a set of standards or models about ability as soon as possible. At the same time, it should be differentiated according to different positions. Those positions with less important ability can increase the proportion of performance consideration. External acquisition also needs a decision, that is, whether to focus on finding candidates in this industry or related industries, or to focus on other industries, especially those with mature markets, leading enterprises and orderly competition. It depends on the growing enterprise itself. If the enterprise is ahead of the industry and the whole industry is ahead of other industries, it should consider cultivating a large number of basic positions within the enterprise, recruiting fresh graduates from colleges and universities, and reserving strategic talents. If the enterprise is ahead of the industry, but the whole industry lags behind other industries, it should focus on obtaining talents from other industries; If the enterprise is backward in this industry, but the whole industry is ahead of other industries, it should "dig corners" from the leading enterprises in this industry; If enterprises are relatively backward in this industry, and the whole industry lags behind other industries, we should give priority to obtaining talents from advanced enterprises in this industry in terms of operational positions such as sales positions, production positions and technology research and development, while market positions and supporting support positions can be obtained from excellent enterprises in more advanced industries.

(3) Ensure the timely acquisition, retention and development of talents through systematic talent allocation and management.

1, Talent Attraction The attraction of a company to talents is determined by many factors, such as industry or products, company popularity, internal factors, geographical factors, and the popularity of company leaders. Among them, the internal factors of the enterprise include salary, culture, working environment and existing work team. Growing companies can enhance their attraction to talents from three aspects: making excellent job advertisements or company publicity, paying attention to the establishment of company websites and creating company environment.

2. Recruiting and selecting talents 1) Channels for obtaining talents There are many channels for obtaining talents. Most growth companies have a general understanding of the general recruitment channels, and they all know that there are newspapers, publications, various job fairs, talent agencies, headhunting companies, the Internet and other channels. According to the survey, the recruitment of senior staff is mainly based on online recruitment, internal recommendation and headhunting recruitment; The recruitment of middle-level personnel is mainly based on online recruitment, job fairs and internal recommendation; The recruitment of grass-roots personnel is mainly based on job fairs, internal recommendation and online recruitment. 2) There are many ways to select talents, but most of the growth enterprises choose by interview. We can improve the efficiency and effect of the interview in the following aspects: adopting a structured interview system, adopting a behavioral interview method, selecting a suitable interviewer, planning interview standards that match the position, and formulating and implementing an efficient interview plan. Enterprises should also pay attention to the following links: certificate verification. Nowadays, there are many fake academic qualifications, so certificates, especially academic qualifications and degree certificates, should be verified by judging the appearance of certificates and checking the background on the Internet. If the applicant has left his post, it can be used to conduct background checks on key situations, such as past salary level, gross negligence, position and time (interview is also an evaluation), mainly referring to psychological tests and intelligence tests. 3. Enterprises engaged in talent management should mainly pay attention to the solution of housing and life problems, induction and induction training: 1) The solutions to housing and life problems are usually concerned by enterprises, but they often ignore details, such as traffic problems, food problems, health problems, heating problems, air conditioning problems and so on. Of course, the conditions of the enterprise are limited and it is impossible to solve it perfectly, but the mind must do it so that talents can feel the concern of the enterprise in this regard. 2) Induction strategy is very important. How a new talent can adapt to the enterprise as soon as possible and take up a job as soon as possible requires not only the adaptability and learning ability of the talent itself, but also enough information and resources, which means that the enterprise should help the talent adapt to the post demand as soon as possible. This requires a complete job orientation process. Including registration, welcome ceremony, job interview, basic system notice, familiarity with the working environment, colleague introduction, colleague support and so on. Although it is not easy to do this, we must work hard in this direction; Moreover, we can't put new talents aside and let them die to test their adaptability. This is the most worthless test, and it is also a misunderstanding that growth enterprises are easy to fall into. You know, new talents are also inspecting the company. In this way, people will not think that this is a good company. 3) Induction training strategy Induction training is also very important. Induction training has three purposes. First, be familiar with and understand the essence of corporate culture, including core concepts such as mission, vision, core values, business philosophy and employee quality standards; The second is to be familiar with the basic situation of the company, departments and this position, including the company's development history, development goals and strategies, key points of operation and management, basic responsibilities and core processes of various departments, responsibilities, work processes and reporting relationships of this position, etc. The third is to select talents. Through training, some new employees who can't adapt to the company's culture and job requirements may change jobs, which objectively achieves the purpose of selecting talents. There are several levels of induction training, one is the large-scale centralized training organized by the company; The second is the centralized training organized by departments; The third is on-the-job training within the department. (D) Talent management and development Talent management and development is a big topic, accounting for more than half of the national human resources management. It is a process of continuous improvement and deepening. Enterprises should work hard in this respect and never give up. The author thinks that solving the five problems has basically created an environment in which talents can exert their potential, achieve outstanding achievements and grow continuously. One of the problems is how to motivate talents to work hard and create outstanding achievements. The second is how to find the talent advantage and find the right position. Third, how to measure the growth and achievements of talents, find the gap and how to shorten this gap; Fourth, how to design the growth route of employees and provide opportunities and space for talent development; Fifth, how to further develop the potential of talents. These five problems are not independent problems, but interrelated factors, which must be solved systematically. How to solve these problems specifically, I believe that every growing enterprise has its own set of practices, and the author will not start here.

Third, external environmental constraints and resource acquisition Due to the distribution and complexity of talents, flexible and innovative talent employment strategies and talent replacement plans should be formulated. In other words, if you can get the expected talents at the expected time, it is naturally the best. If not, we must make three different strategic choices, one is the diversified and flexible way of employing talents, the other is the alternative way of talents, and the third is the way of working talents. Let's talk about these strategic choices respectively.

1. Flexible and diverse employment methods to hire full-time employees are the most common employment methods, and it is also the direction for enterprises to strive to hire part-time employees. Some talents, such as technical experts or professionals, can't leave the original employment agency for various reasons, and enterprises need such talents very much, so they have to hire consultants as part-time staff. Consultants are more relaxed than part-time jobs, mainly because enterprises need to solve some problems. Need the help of consultants. After the problem is solved, the consultant can do his own thing and hire by stages. Some talents may not be able to work for the enterprise for a long time, so they can sign a short-term work agreement with him, usually six months to one year. After the expiration of the agreement, the employment relationship is terminated. Mainly for some major projects of enterprises, more talents are needed to participate in the project work in a short time, and they are no longer needed after the project is over, so temporary employment can be adopted.

2. Flexible employment methods Flexible employment methods, as the name implies, are to solve problems that enterprises need talents to solve through other means. In my opinion, some functions of an enterprise are solved by external institutions, which is easier, faster and more economical in terms of human resources, so these functions should be solved by external institutions and resources. These functions include repetitive, non-value-added, non-value-added and functions that the enterprise itself cannot perform. And those irreplaceable high value-added functions must be solved by themselves, that is, by their own talents. These functions are mainly strategic functions, functions with core competitiveness and confidentiality functions. There are two main ways to replace talents, outsourcing and hiring external talents. 3. Diversified working methods. Diversification of working methods mainly refers to taking flexible measures to provide convenience for people who are unwilling or inconvenient to work in the place where the enterprise is located, including working in different places, telecommuting, virtual work, staged on-site work, etc. Mainly refers to deliberately moving the whole department or work to cities where talents are willing to work, such as Beijing, Shanghai and Shenzhen. For example, in order to obtain the marketing director, the enterprise moves the marketing center to the central city to work remotely, mainly according to the wishes of talents, and there is no need for people to work on the site of the enterprise. For example, if an enterprise wants to use Beijing's government resources in Beijing, it deliberately puts the position of Beijing's public relations manager in a virtual position to work for the enterprise at any time, mainly because there is no need for anyone to work for the enterprise and no fixed office space. As long as people are willing, they can stay at home. In any place, working for an enterprise at any time, as long as you keep in real-time contact with the enterprise through the Internet and intranet, you can combine on-site work with remote work, that is, it is stipulated that talents only need to work at the enterprise site for one or two months every quarter, and talents can decide whether to speak or reply in the workplace at other times according to the situation. Of course, the formation of enterprise talent bottleneck can be systematically solved through the effective integration and interaction between an organization and human resources. However, it is not an easy task to systematically solve the talent bottleneck of enterprises. Due to various restrictions and the limitations of the enterprise itself, some problems can not be solved in a short time, such as the improvement of the overall talent quality, the problem that entrepreneurial veterans can't keep up with the times and the development of enterprises, the problem that airborne troops can't adapt to the environment, the problem that new and old teams can't integrate, the trust and authorization of introducing talents, the agency mechanism between entrepreneurs and professional managers, and the socialization of family enterprises are all bottlenecks in the talent development of growth enterprises. Therefore, entrepreneurs should still have a mentality, that is, tolerate shortcomings, be peaceful and comfortable, be in no hurry for success, steadily and continuously improve and lay a solid foundation.