How to give full play to people's role and steadily promote the construction of enterprise talent team?

Give full play to people's role and steadily promote the construction of enterprise talent team as follows:

First, to give full play to the role of talents, we must do a good job in the allocation of human resources and arrange the right talents to work in the most suitable positions.

The focus of enterprise human resource management is nothing more than four aspects: "selecting people, educating people, employing people and retaining people", and selecting people, that is, human resource allocation, is the initial link. Only when human resources are rationally allocated, and there is no "big horse-drawn cart" or the ability does not match the post requirements, can the interests of talents in various fields be mobilized and they can produce good performance. The reason why human resource allocation can play the role of talents and improve organizational performance is because it has the following characteristics:

(A) the allocation of human resources is the guarantee for organizing effective activities.

In the allocation of human resources, the allocation of supervisors is undoubtedly the key issue. A supervisor is a manager who is responsible for other people in the organization and their work. Their basic task is to design and maintain an environment in which other members of the organization can work together to accomplish the expected tasks and goals. It can be seen that executives are in a dominant position in organizational activities and are key figures in achieving organizational goals.

(b) The allocation of human resources is the key to leadership and control. From the perspective of management system theory, human resource allocation is based on planning and organization, which is the implementation of planning and organization and lays the foundation for leadership and control. An organization cannot create a good environment and mobilize the enthusiasm, initiative and creativity of all its members if its human resources are improperly or incompletely equipped, if its supervisor's ability and ethics do not meet the job requirements, and the supervisor cannot give full play to his outstanding talents; At the same time, the unreasonable allocation of lower-level staff will inevitably bring greater difficulties to the management and control work, expand the scope of management and control, and deepen the difficulty, thus aggravating the supervision and rectification work of higher-level supervisors. Therefore, as far as the management system is concerned, the allocation of human resources is the key to the smooth realization of other management functions.

(c) Human resource allocation is the preparation for organizational development. The driving force of organizational development is people, in which the supervisor plays a decisive role, and the allocation of human resources is specially to enrich each position in the organizational structure, so it is closely related to organizational development. This is a dynamic function, which not only provides all kinds of personnel needed at present, but also prepares all kinds of personnel needed for organizing activities in a complex and changeable environment in the future. Therefore, human resource allocation is the preparation for organizational development.

2. To give full play to the role of talents, we must respect talents. Only by respecting talents can they have the idea of dedication to the enterprise from the heart.

(1) Make the management friendly to people, bring the psychological distance between managers and employees closer, and inspire inspiration, enthusiasm and mutual trust between managers and employees in unrestrained communication. This concept has reached a consensus among managers above the middle level. When a columnist visited Intel, he saw that the cubicle of Intel CEO Grove was as big as that of employees, and he sharply accused Grove of hypocrisy. But Grove replied that he didn't want to enlarge his power and put psychological pressure on employees, so that he could communicate with employees better.

(2) Company managers never impose their ideas on others and respect employees' different ways of thinking. 100% seeking common ground thinking often leads to premature death of innovative seedlings. As a manager or senior supervisor, if you can't tolerate others and only like to promote people who have the same ideas and practices as you, then a group of people with similar thinking will gather around you. At that time, you will be in danger. When you are in trouble, people around you can't help you because you think and do exactly the same.

3. To give full play to the role of talents, it is necessary to do a good job in training talents, so that they can keep up with the speed of knowledge updating and better serve enterprises.

The company's training for employees can generally be divided into three types: pre-job training, on-the-job training and off-job training.

(1) Pre-job training: Pre-job training refers to the training conducted before the organization assigns new employees, which is divided into general pre-job training and professional pre-job training. New employees in general positions only do general training on safety, discipline, factory structure and corporate culture. , the knowledge learned is completed by the departmental training network; For the training of talents with special knowledge requirements, in addition to general training, a special pre-job training plan is also formulated for each employee to make them fully and systematically understand the company.

(2) On-the-job training: On-the-job training is another training method often adopted by the company, and the salary of employees during the training period is higher. According to its nature and purpose, this training method can be divided into supplementary ability training, interpersonal relationship training and thinking training with wisdom. Among them, the training of thinking with wisdom means that some employees of each company get together to solve related problems, and encourage employees to use wisdom and thinking highly to put forward strategies, procedures and methods to solve problems, so as to help leaders solve problems, such as TPM management, QC, ERP project team and so on.

(3) Non-on-the-job training: This method is not commonly used and is generally limited to middle and senior leaders. It means that employees of the company temporarily leave their current jobs and go to relevant academic institutions or schools to participate in long-term training.

In addition, according to different training objectives, the company plans to adopt the following training methods:

1. theoretical training: this is the main method to improve the management level and theoretical level of supervisors. Although some supervisors already have some theoretical knowledge, they need further training in depth and breadth. The specific forms of this kind of training are mostly short-term training courses and seminars. And the time is not very long, mainly to learn some basic principles of management, some new progress and new research results in a certain aspect, or to further explore some problems in theory.

2. Job rotation: Job rotation is to let trainees work in different positions of supervisors or non-supervisors in different departments in turn, so that they can fully understand the different work contents of the whole organization and gain different experiences, so as to lay a good foundation for higher-level positions in the future.

3. Promotion: (1) Carry out planned promotion according to the employee's career plan. This method is helpful to train those supervisors who have a bright future and will be promoted at a higher level in the future. It is in a planned way, so that competent personnel can gradually be promoted from a lower level to a higher level through layer-by-layer exercise. (2) temporary promotion. Temporary promotion means that the company appoints a promising junior supervisor as its agent when the supervisor is vacant for some reason, such as vacation, illness or long-term business trip. In this way, temporary promotion is not only a training method, but also a convenience for the company.

4. Establishment of deputy: The establishment of deputy is to enable students to work closely with experienced supervisors, who pay special attention to the development of students. This kind of deputy often appears in the title of assistant, such as assistant to the minister of human resources.

5. Seminar: Seminar means that all relevant personnel discuss or make decisions on certain issues together. By holding seminars, some senior executives of the company discuss various major issues with the trainees, which can provide them with an opportunity to observe and learn the principles followed by the senior executives in handling various affairs and how to solve various problems in detail, thus gaining leadership experience.

6. Best communication practice: through communication practice with companies whose management level exceeds their own, improve the skills and work enthusiasm of talents and further enhance the reserve resources for the company. With the opportunity of communication with Budweiser, the company formed an exchange group with all kinds of talents to carry out comprehensive practice in SOP, CPCPR, factory single effect, taste consistency, EHS and other aspects, which improved the shortcomings in the work and achieved good results.

In short, no matter which training methods and methods are adopted, it will enhance the satisfaction of employees' self-needs, thus stimulating employees' enthusiasm for work and improving their performance.

4. To give full play to the role of talents, it is necessary to design a reasonable incentive mechanism.

(1) Choose a reasonable salary incentive method.

The company adopts four methods in shaping employees' behaviors, namely, positive reinforcement, negative reinforcement, punishment and regression. There are two different time combination modes: continuous strengthening and intermittent strengthening. Continuous reinforcement has a good reinforcement effect on initial, unstable and infrequent behaviors, but this reinforcement will soon lead to satisfaction, numbness to rewards and loss of reward effect. And if reinforcement is cancelled, this behavior will soon disappear. In contrast, intermittent motivation is suitable for stable and frequent behaviors. Intermittent excitation is better than continuous excitation, which can effectively overcome the inertia of excitation and play a long-term role. Therefore, when designing the salary system, enterprises should choose different incentive methods according to different situations in different periods. For the behavior advocated by enterprises, take positive reinforcement and expansion effect; For enterprise employee norms, it is realized by negative reinforcement; Restrict behaviors prohibited by enterprises through punishment; For the behavior that has no interest relationship with the enterprise to dilute it, it is necessary to combine continuous strengthening and intermittent strengthening. Only in this way can we give full play to the effect of salary incentive.

(2) Establish flexible and diverse incentive mechanisms to effectively avoid the "solidification" of incentive projects.

The key is to establish a dynamic incentive mechanism to make the designed salary project "alive" and try to avoid the "solidification" of the project. For example, in order to arouse the enthusiasm of a certain type of personnel, enterprises can take appropriate measures to improve the bonus coefficient and combine the floating benefits of enterprises. At the same time, more flexible reward items should be set up. The former focuses on adjusting the distribution levels of different categories of personnel, while the latter focuses on intermittent incentives. When an employee completes a job or task very well, the enterprise will give him a one-time reward; Employees will not be rewarded or punished when providing normal labor; When employees fail to complete their work, make major mistakes or perform poorly, they will be given certain financial penalties. Only in this way can the fairness of salary incentive be maintained and the incentive effect be more lasting.

(3) We must encourage behaviors and events. Enterprises should be very clear about behaviors and events when carrying out salary incentives, and should not look at "people". As long as there are behaviors and events that the organization needs to encourage, it should be rewarded immediately, no matter who the behavior object is, it should be treated equally. If artificially grading, deliberately favoring and caring for some people, making them different from other employees and outside the rules and regulations, a special group will be formed, which will undermine the fairness of the whole salary system, thus seriously dampening the enthusiasm and enthusiasm of employees and eventually leading to the inefficiency of the whole salary system.

(4) The salary distribution should be based on the assessment results and strictly honored. If employees feel the direct ratio between salary and contribution, it will effectively motivate employees. Therefore, the company should establish a scientific and perfect employee performance appraisal system. First of all, make an in-depth and detailed job analysis of each post, make clear the post responsibilities, working relationship, working conditions and required knowledge and skills, and formulate scientific evaluation criteria on this basis; Secondly, further standardize the evaluation procedure, train the evaluation personnel, and ensure the openness, fairness and impartiality of the evaluation process; Thirdly, introduce new evaluation tools, adopt a variety of effective evaluation methods, comprehensively evaluate employees, specify the weight of each evaluation, score quantitatively with quantitative indicators, and get the evaluation results; Fourth, the results of employee performance appraisal should be closely linked with salary, and strictly honored to ensure a virtuous circle of incentive mechanism. The performance appraisal system established by the company: (1) monthly appraisal breaks down the company's annual goals layer by layer until they are broken down to individuals, and rewards are given according to the quality of the completed goals every month. (2) Twice a year, the annual assessment will assess talents in four aspects: morality, ability, diligence and performance. The performance of each talent will be comprehensively evaluated by using the 360-degree scoring method, and the employees with the highest recognition will be awarded the title of model worker or cash, and a certain amount of material rewards will be given to arrange travel and vacation; Warn lower-level employees by demoting and guiding conversations.

(v) Encourage employees at different levels. According to Maslow's hierarchy of needs, everyone has five levels of needs, namely, physiological needs, security needs, belonging and love needs, dignity needs and self-realization needs. Enterprise managers should design corresponding incentive measures according to the needs of employees at different levels, so as to effectively improve the effectiveness of incentives. For example, for physiological needs, enterprises can provide reasonable basic wages; According to the needs of security, various social insurances can be established and improved; According to the needs of belonging and love, provide paid vacation, improve working environment and conditions, and cultivate a corporate culture atmosphere of mutual care and help. In order to meet the needs of self-realization, we can provide challenging jobs.

(VI) Salary incentives must follow the principle of efficiency. The competition law of market economy is survival of the fittest. An enterprise that can't create benefits has no need to survive. On the contrary, if an enterprise can actively explore new markets and new fields, and make its products and services recognized and satisfied by consumers, it can continue to grow and develop, create considerable economic benefits, pay employees more wages and provide more generous welfare benefits. Therefore, the direction of enterprise salary incentive must be inclined to the departments and units with high efficiency and big profits, and to the talents who create and bring benefits. Only by following the principle of benefit can salary incentive play a greater role and embark on the track of benign development.

Fifth, use corporate culture to guide talents to give full play to their roles.

(A) corporate culture is a new modern enterprise management theory. Enterprise culture in a broad sense refers to the material culture and spiritual culture with its own characteristics created by enterprises; In a narrow sense, corporate culture is the sum of business purposes, values and moral codes of conduct formed by an enterprise with its own personality. In fact, corporate culture is a people-oriented management theory, which is quite different from scientific management theory. Scientific management relies on simple sense of responsibility and working principles to handle various affairs objectively and reasonably, which can improve work efficiency and is superior to other organizational management systems in accuracy, stability, discipline and reliability. But at the same time, because this management system excludes emotional factors, it is easy to stifle individual enthusiasm and creativity, and it is difficult to produce one new invention after another.

(B) In order to fully mobilize the enthusiasm of employees, it is necessary to establish a talent incentive mechanism from the system, so that the management of talents has rules to follow. The talent management system of excellent enterprises is the embodiment of scientific, perfect and practical management methods. Specifically, employees can be positively educated by setting up typical propaganda. Advanced figures refer to the core figures or personified figures of corporate culture, whose role is to serve as a living example and provide an example for other employees of the enterprise, which plays an extremely important role in the formation and strengthening of corporate culture. Enterprises strive to create a good cultural atmosphere and make use of various cultural activities to dramatize and visualize some things happening in enterprises, which is not only a subtle education for employees, but also a vivid publicity and embodiment of corporate values, so that employees can deeply understand the connotation of corporate culture through these lively activities and truly achieve the purpose of "entertaining through education". This is actually a kind of culture, which can unconsciously improve the quality of employees without many reasons. All thoughts and actions revolve around the company and work hard for its development.