How to Deal with the Talent Change in the Internet Age

How to Deal with the Talent Change in the Internet Age

In the past two years, with the popularity of mobile Internet and smart phones, many inefficient traditional industries in China began to be subverted and reconstructed. The new generation of Internet companies no longer rely solely on the bonus of China's Internet population growth, but directly touch and nibble at the cheese of traditional industries with tens or even hundreds of billions of markets. There are unprecedented opportunities in Internet finance, O2O, industrial chain e-commerce, intelligent hardware and emerging companies in China. On the other hand, in the IT industry, due to the confrontation and friction between countries, foreign companies are accelerating their withdrawal from the China market, and China's enterprise-level market has also ushered in unprecedented opportunities. Both the national team and emerging startups are seizing this suddenly huge blank market.

Under such a wave of the times, the relationship between each of us and the cause we are striving for, the industry we are engaged in and the work behind us has undergone tremendous changes. The challenge that each of us will face is the change of working relationship. How should professional managers of foreign companies suddenly go to private enterprises to deal with it? How should a senior talent in a state-owned enterprise adapt to suddenly coming to a private enterprise? The employment relationship between talents and companies is the most unique environmental relationship, which has never appeared in history. Therefore, we need to rethink the relationship between talents and companies. The appearance of the book "Alliance" should be said to be "good rain knows the season, when spring comes".

During the growth of OneAPM, there is one thing that I can't figure out, that is, how to make everyone in the company devote themselves wholeheartedly and actively to their work and believe that they are engaged in a promising career. Most of the suggestions are to insist on brainwashing like Ali and insist on brainwashing for a long time. Of course, I know brainwashing is good. Have you noticed that today's Ali is the third company in the world in terms of market value? But this thing, I think I can't do it, I'm embarrassed to do it, ashamed and embarrassed. So this matter has always been a question in my heart. But I know that many domestic enterprises are doing this. Why are all kinds of low-level management masters in the airport bookstore still so popular? Why is there a market for MLM training in Smecta? Recently, I read the wonderful corporate cultures of various companies through the gossip of Feng Dahui Jun. Some of them burn incense and worship Buddha, some let employees read Disciples Rules, some let employees read Overseas Cultural Scroll, some do broadcast gymnastics, and some do military training. All these, to name a few. The reason is that I believe they just don't know how to face the challenge of talent management in diversified companies in this changing era.

That's enough. That's enough. It's over. After reading the book Alliance, I feel that I have found a feasible method, a method that can be applied in practice. The main author of the book alliance is ReidHoffman, the founder of LinkedIn. Like our previous book Zero to One, the author of this book is also from Paypal. We know that Paypal has a unique enterprise management concept. The Paypal team later founded Tesla, Space Exploration Technologies, LinkedIn, Yammer, Youtube, Yelp and other companies. They are called "Paypal gangsters" because of their outstanding performance and unique ideas. Reid hoffman wrote the book Alliance, which tells about LinkedIn's thinking about talents. I think, if we want to choose the person who is most qualified to talk about talent management and human resource management in the world, it must be reid hoffman.

Nevertheless, the book Alliance is actually a very short book, with 200 pages, which can be read in about two hours. It talks about four topics, and each topic has very detailed and feasible suggestions. In fact, I have reason to believe that the book alliance was originally expanded from three or four PPT files inside LinkedIn. Reid hoffman provided PPT, and the other two authors provided other texts. So the best application way after reading this book is to write a PPT by telling the context of this book. You will know after reading it. It's easy.

This book talks about four themes, and I will briefly introduce them to you.

alliance

The first topic introduces the concept of "alliance". In this era, the relationship between employees and employers, as well as their strong and weak positions, have changed greatly than before. However, both employees and employers need each other to grow together. It is not a zero-sum game, but a win-win relationship. Therefore, the book "Alliance" holds that the new commercial society needs a new framework of employment relationship with mutual trust, input and benefit. Therefore, the employment relationship in the new era can be regarded as an alliance: a mutually beneficial agreement with clear terms reached by independent parties. This alliance provides managers and employees with the necessary framework to build trust and investment, so as to build a strong enterprise and a successful career.

Therefore, the foundation of the alliance is: the company helps employees change careers, and employees help the company develop and improve its adaptability. The relationship between employees and the company is no longer the subordinate relationship between foreign companies, state-owned enterprises and employees, but more like the relationship between teams and players. The team has an overall brand, but the players are also committed to becoming stars and have personal brands. The relationship between players and teams is also mutual investment and mutual benefit.

In fact, people who have the founder's thinking and ability may not be able to start a business right away. If you have such pioneering talents, if you can combine the innovative impulse of pioneering talents with the business needs of the company, it will create amazing miracles. For example, AWS, the original idea of this service was conceived by an ordinary engineer. Only when this idea is fully supported by Bezos can it grow into a synonym for public cloud. As the founder of Intuit told us, the responsibility of leaders is not to cultivate talented people, but to recognize people's existing talents and create an environment for their emergence and growth.

term of office

The second topic introduces the concept of "term". The term of office comes from the period of service in the army, and the word plan refers to specific tasks or arrangements. Soldiers usually serve for multiple terms in their military career, just as employees will undertake many different projects or tasks in a company or the whole career. Obviously, the enterprise and the army are only partially similar, because the army has authority and means, while the enterprise does not, so the two sides are in an alliance relationship. In this relationship, tenure represents the agreement and moral commitment of employers and employees to a certain task.

In Silicon Valley, tenure positions are usually divided into the following three categories:

Usually, new employees are not in rotation. For example, Google's standard rotation cycle is 27 months, and * * * is divided into three stages, each stage is a different position, and each position is 9 months; Facebook's standard rotation cycle is 18 months, and it is also divided into three stages, each stage is a different position, and each position is 6 months. The permanent period is generally the CXO level of the company, and others are generally transitional periods. In an Internet or IT startup, 80% of employees are in the transition period, while other mature industries rely more on rotation and permanent employees.

One of the main advantages of lifelong system is that it can gradually coordinate the behavior and values of employees and companies. Note that the word I use here is coordination, not agreement. For a simple analogy, from Beijing to Hohhot, to Tibet, the Badaling Expressway is taken out of Beijing. Nowadays, a company can't be the lifelong destination of employees, so coordination means that managers should clearly pursue and emphasize the * * * relationship between company goals and values and employees' professional goals and values.

In this chapter, the author provides several practical skills.

First, managers should take the lead in establishing and spreading the company's mission and values. A good expression should be specific and rigorous enough to attract those who have a strong sense of identity and reject those who disagree. For example, Wal-Mart's mission is to save money and make people live better. I think this technique is very consistent with V2MOM mentioned in Behind the Clouds. Many people think that the words "mission" and "values" are empty. My personal opinion is that even if you can't express it in very simple language, what you want to achieve as the founder of the company is the mission and values of the company. From the first partner and employee of the company, they should agree with you on this point. If this can be done well, then the written expression of values will naturally come into being. If you don't do this well, you will be in trouble when the company develops, for example, the number of people reaches 100 or more.

Second, managers should understand the core ideals and values of every employee. Of course, it may be embarrassing to ask employees about their ideals and values, but as long as you are sincere and not hypocritical, talking about values is a key step to consolidate trust among employees, managers and companies. It can be predicted that each employee's career ideals and values may be different, and the degree of clarity will be different. Only a few people know what they really want, and it is relatively easy to talk to these people. Other people's ideals are more abstract, and they usually focus on their own desire to make progress in some aspect, which is ok, and don't demand complete accuracy. Finally, some people, especially entry-level employees, have never considered their career ideals at all. Here, there is a simple way to get these people started quickly. First, let the employee write down the names of three people he admires. Then, ask the employee to list three qualities he appreciates most after each name, so one * * * is nine qualities; Finally, let him rank these nine qualities in order of importance.

Third, cooperate and coordinate the mission and values of employees, managers and companies. First of all, this is a kind of cooperation, not a top-down order. It is not only the work of managers, but also the work of employees. Moreover, this work should start with recruitment. In the recruitment of Intuit, brad smith starts every interview with the following questions: Please tell me your life experience in 3-5 minutes and how it made you who you are now ... Please tell me the important moments in your life that helped you find yourself and form your work and leadership methods. In order to make this method work, the interviewer of Intuit will answer these questions first, which not only provides an example for the interviewer, but also sets an honest and relative example.

In the tenure system, it is particularly necessary to mention the change period plan. Another advantage of implementing the change period plan is that there is no need for template-based performance evaluation, which is mechanically invalid. We know that there may be multiple clauses in each stage. What we need to do is to determine the minimum commitment between employees and the company. First of all, we must determine the overall goal of the term of office, which includes two parts, one is the company goal and the other is the personal goal. Second, we should know what the company has gained from it, and what the employees have gained personally after the term ends. Third, it is necessary to clarify the length of the term of office and ensure the completion of the term goal. At the same time, we should also check the feedback regularly and make plans for the next semester after one semester.

personal information

As Bill Gates wrote, the best way to distinguish your company from competitors and yourself from the general public is to make full use of information. How you collect, manage and use information will determine your success or failure.

Most people only use the information in their own brains. Smart managers will use the information circulating in employees' brains. However, the best people will use the information of this world to get the most complete and objective puzzles. Many managers already know this. They often get information from industry reports and friends in the industry in order to make better decisions. However, there is a broader and more useful resource, that is, the collective knowledge and contacts of all company employees. In fact, every employee can receive and decode information from the outside world to help the company improve its competitiveness. For example, what are competitors doing? What are the important trends of science and technology? What technological changes are about to change the industry?

In the previous reading notes, we introduced the power law. LinkedIn believes that personal career prospects will accelerate with the strength of personal connections, that is to say, the relationship between career prospects and personal connections obeys power law. Therefore, for companies, employees should be encouraged and helped to expand their personal contacts and benefit from them. The difference between personal information and other information is that personal information often comes from the front line, and there are many detailed information descriptions. We know that the value lies in the details, and the secret will only be known by a few people. All these help the company to establish a monopoly position.

So, how can employees bring personal information back to the company? The following is a guide to action

First, hire people with connections.

Second, teach employees how to find information from contacts through conversation and social media.

Third, implement plans and policies to help employees establish personal contacts, including encouraging employees to actively use social networks to show themselves, paying for employees' social lunches and dinners, facilitating employees to speak freely, and holding community activities in the company office.

Fourth, employees share their knowledge with the company.

Contact network of former colleagues

The fourth theme of this book is about how to establish the contact network of retired colleagues in the company, and why it is necessary. Think about the Paypal gang mentioned in this article.

Although, in most industries, the benefits of running a network of former colleagues are uncertain in terms of money and time, which is why most companies ignore this opportunity. However, uncertainty does not mean risk, and unpredictability does not mean low value. In fact, after an in-depth study of the colleague network, LinkedIn found that the cost of investing in the colleague network was much lower than expected, but the return was much higher than expected.

In fact, former employees have made unparalleled contributions in helping to recruit, providing information, recommending customers and building brands.