Papers on Talent Management Issues and Strategies in Construction Enterprises

Paper on Talent Management Issues and Strategies of Construction Enterprises

Talent is the blood of construction enterprises and the key to the healthy and sustainable development of construction enterprises. Facing the increasingly competitive construction industry market, construction companies must continue to introduce, train and motivate talents. This is also the primary task of talent management for construction companies. It can be observed from the current operating conditions of construction enterprises in my country that brain drain has become the primary factor affecting the operating efficiency of construction enterprises. Talents are of great significance to the healthy and sustainable development of construction enterprises.

1. The necessity of talent management and construction in construction enterprises

Nowadays, the construction industry is an important part of our country’s national economy. Despite this, we should also realize that there is still a big gap in the development of my country's construction industry compared with developed countries, and there are many deficiencies in talent management. Based on the current analysis of the talent management situation of my country's construction enterprises, how to prevent brain drain has become a key issue faced by my country's construction enterprises in the development process. In the construction industry market, if you want to grasp the development direction of the construction market, you must have a high-quality talent team. However, this also results in talent competition within the construction industry, which in turn leads to brain drain. So, how to improve the current situation of brain drain in construction companies and achieve the goal of healthy and sustainable development of construction companies? The author believes that first of all, we should change our concepts and innovate talent management methods; secondly, we should strengthen the cultural construction of construction enterprises. Satisfy the material and spiritual needs of talents to the greatest extent, increase corporate cohesion and enhance the loyalty of corporate employees, thereby reducing the occurrence of brain drain in construction companies. The continuous changes in the social and economic structure have fundamentally established the position of talents in the development process of construction companies. Most of the important talents master the core technologies and important information of construction companies. The loss of brains will be related to the fate and future development of construction companies. Therefore, it is very necessary to strengthen talent management in construction enterprises.

2. Problems in talent management in construction companies

1. Insufficient attention to talent. Our country's construction market has gradually transformed from a planned economy to a market economy. Although the market economy continues to develop, there are still many corporate managers who do not realize the importance of talents to corporate development. Some business managers believe that as long as the salary level is raised, the number of personnel in the construction unit can still be guaranteed. They can also raise the salary level to recruit a wide range of talents. However, it is necessary to recognize those talents who have higher academic qualifications, have received systematic professional education, and have mastered certain professional skills. These people have high standards for themselves and have their own unique insights into the enterprise. They have a strong desire to update their knowledge, and can continue to learn on the job, and can continuously improve themselves in a changing work environment. Continuous learning of advanced knowledge is their advantage, and they are also the outstanding talents that construction companies really need.

2. The talent management system is not perfect enough. The imperfect talent management system of construction companies is one of the reasons for brain drain. After recruiting talents, construction companies cannot reasonably position, effectively manage and scientifically train the talents, and lack a talent management and training system. Construction companies do not have a complete talent management mechanism, which will result in a huge waste of some professional talents. At the same time, there will also be a lack of talent promotion space within the construction company and a lack of clear and specific career plans for talents. Due to the fierce competition among construction companies, the loyalty of talents to construction companies is affected. In addition, construction companies have not formulated a reasonable salary system and effective incentive system. These have caused a decrease in the enthusiasm of construction company staff, thus accelerating the recruitment of construction company talent. drain.

3. The working conditions of construction companies are special. The working environment of construction companies is complex and unstable, and there are many differences from other industries in terms of staffing and production models. Most construction companies are located in poor and remote areas on the front line of construction, where the production and living environment is very difficult. Material resources are scarce on the front line of construction, and spiritual needs cannot be met, which can easily lead to fluctuations in thinking and even mental depression. Especially college students who have just stepped out of campus and entered the workplace have too high expectations for salary and working conditions, and insufficient understanding of the particular nature of work in the construction industry. There is a big gap between ideals and reality. Over time, they gradually Lost enthusiasm and enthusiasm for work.

4. Construction companies lack corporate culture construction and incentive systems. The cultural construction of construction companies directly affects the cohesion of the company. Only by paying attention to the cultural construction of construction companies and making every employee recognize the corporate culture can employees' loyalty to the company be enhanced. Most construction companies still use traditional assessment and evaluation methods based on experience and do not even have a sound assessment and evaluation system. Many construction companies only focus on qualifications and academic qualifications during the selection process, and ignore the consideration and analysis of talent potential, comprehensive quality and performance. This has resulted in the phenomenon of some construction company employees changing jobs. They change companies to evaluate their abilities and Values ??are repositioned and reassessed. Construction companies lack corporate culture construction, work performance appraisal and effective incentive systems, which to a large extent affects the work enthusiasm and enthusiasm of professionals as well as their sense of identity and belonging to the corporate culture.

3. Talent management strategies for construction companies

1. Innovate the talent management system of construction companies. Because of the particularity of the working conditions in the construction industry, a scientific employment mechanism should be established during the construction of the talent management system, and the talent management system should be continuously innovated to provide a broad space for talent development, promote outstanding talents to develop their own potential, and improve employees at the same time. A sense of identification and loyalty to the enterprise. The essence of talent competition is the competition of management mechanisms. Construction enterprise managers should implement systematic and comprehensive talent management and construction in the introduction and recruitment of talents based on the talent development plan of the construction enterprise and the characteristics of professional talents in the construction industry; construction enterprises should Be aware of the urgent need for outstanding talents to develop and try our best to provide them with a platform and space for development. Regularly arrange centralized training and further education for professional talents, try our best to make the best use of their talents, and provide more practical opportunities for outstanding talents. At the same time, it is also necessary to improve the employee promotion system, strengthen the comprehensive management of various departments of the construction enterprise, and advocate the supremacy of ability, thereby enhancing the work enthusiasm of professionals and their sense of identification with the enterprise.

2. Improve the talent training system of construction enterprises. Construction companies should continuously improve the professional talent training system and formulate a comprehensive and scientific talent training mechanism. First of all, we should increase investment in centralized training of talents in construction companies, include the expenditures on talent training of construction companies in the budget of construction companies, and formulate detailed training plans. Based on the quality and job skill requirements of company employees, regularly arrange for company employees to undergo training Centralized training. Secondly, construction companies should encourage employees to improve themselves, call on employees to voluntarily participate in professional re-education, and strive to obtain various professional title certificates and professional qualification certificates. Let employees determine clear career plans and create opportunities for outstanding talents to accept challenges by constantly setting stage goals. In addition, innovation incentive bonuses should be set up to encourage outstanding employees to learn while working. Those who have innovative behaviors during the work process should be rewarded, and problems should be discovered and solved in practice.

3. Create a corporate culture of collaboration and sharing. Creating a corporate culture of collaboration and sharing is an important force that unites all employees and is the core content of the spiritual civilization construction of construction companies. Create a good corporate culture and improve the comprehensive quality of construction company employees through various publicity methods, stimulate employees' enthusiasm and enthusiasm for work, deepen employees' identification with corporate culture, enhance the economic benefits of construction companies, increase corporate cohesion, and enhance the loyalty of corporate employees. . As society pays more and more attention to talents, people are increasingly pursuing freedom in the spiritual field, and talents are increasingly demanding independence and autonomy. The current comprehensive and standardized development process of the construction economy requires the coordinated development of construction enterprises. While individuals create value, they also need the spirit of teamwork and sharing. Creating a corporate cultural atmosphere of division of labor, collaboration and maximum sharing of resources is an indispensable part of today's large-scale economic development. It is also a powerful impetus for construction companies to improve their core competitiveness. Relying on mutual collaboration and sharing among various majors and departments, employees of the company can realize the importance of collaboration as the construction of construction corporate culture deepens, thereby stimulating employees' enthusiasm for work, deepening employees' sense of identification with corporate culture, and increasing the number of construction companies cohesion. ;