What exactly does the talent pool mean? Do you have a job to recruit?

Enterprises prepare talent pool for the great development of their own units, so as to provide talent pool for some key positions of the company, especially leadership positions. Enterprises can have a talent pool that can be called at any time, which can better meet the sudden needs of enterprise development.

In one of the most popular words, it is body double on the football field. The main players can't fight, it's your turn to go up, that's all!

First, the talent pool is the ideal state of every enterprise, and the talent pool is the high-level talents provided when the enterprise develops to be in urgent need of high-level talents. However, if enterprises often fail to arrange senior talents when they should have them, it will definitely bring losses to enterprises. This requires arranging some talented people within the enterprise, which will come in handy when the opportunity for business proficiency is ripe.

Second, the talent pool is not only the company's internal reserves, but also the talent pool of external talents. When necessary, use it timely and accurately.

At present, talent reserve science needs enterprises to spend a lot of money to operate, so it only exists in some large enterprises or state-owned enterprises, but it is not extensive, so there is no professional teaching material.

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Let me introduce you to the ways of talent reserve in modern enterprises:

In the new economic stage, the important characteristics of economic development are knowledge, networking, informationization and globalization. Every step is inseparable from new talents with new knowledge and skills. Adequate talent reserve has become an indispensable strategic goal for enterprise development. Enterprises can achieve this goal in the following three ways:

1. Training and utilization of talents within enterprises

Compared with enterprises in developed countries, enterprises in China lack outstanding talents who can compete with foreign enterprises. China enterprises pay less attention to human resources and planning than developed countries, and the role of talents has not been fully exerted. It is of great practical significance to train these people into useful talents for enterprises.

Talents can be roughly divided into three types: first, "reappearing" talents who can use existing knowledge and strive to complete their jobs. This kind of talent is the most important part of enterprise talent composition, and a lot of basic work is done by them; Two, strong thinking ability, good at synthesis, creative and breakthrough in professional research. Such talents are often academic leaders in a certain profession or field, the backbone of enterprises, and an important force for enterprises to achieve innovation and development; Third, there are "leading" talents who can foresee the future development and change of things and make foresight a reality. This part of talents is the best part of talents and plays a decisive role in the future development of enterprises. The establishment and cultivation of the internal talent market in enterprises is to develop the human resources of enterprises through training, tap the wisdom and potential of all kinds of personnel in enterprises, and develop and utilize them. Especially the cultivation of creative and innovative talents will lay a good intellectual foundation for the development of enterprises.

Training is not aimed at anyone, everyone in the enterprise needs training. Relevant data show that the speed of knowledge expansion in the last century increased from every 30 years 1 time to every two years 1 time at the end of this century. In the face of new challenges, anyone, whether a leader or an ordinary staff member, must constantly learn new knowledge, otherwise it will be eliminated by enterprises. Excellent enterprises are bound to have excellent talents. For business operators, high-quality talents are inestimable wealth. An enterprise must first establish a talent market internally, and the talents within the enterprise can flow with each other in different positions, from the capable to the mediocre. In this way, enterprises can find the talents they need through their own internal market and use them for enterprises. Enterprises must change the long-standing situation of only using people without educating people, increase capital investment in talents, and improve the overall quality of enterprise personnel through training. A sample survey in a city shows that 30% of state-owned enterprises only allocate a little education and training fees symbolically, and the annual per capita is below 10 yuan. 45% enterprises have basically stopped investing in human capital, and less than 5% enterprises have accelerated their investment in human capital.

The training and continuing education of employees and scientific and technological personnel by American enterprises provides us with a good reference. American companies spend 210 billion dollars on employee training every year. 97% of enterprises in the United States have made training plans for their employees. The largest 65,438+000 industrial enterprises in the United States spend 25% every year on updating, broadening and deepening the professional knowledge of scientific and technological personnel. The training objectives are very clear, closely combining employees' aspirations, interests and hobbies with the company's reputation and development strategy, striving to improve employees' professional skills and the company's development direction, and training middle and senior managers and general employees at different levels. They have the same understanding that career development is driven by demand, and the development of employees is linked with the development of the company. Training should be targeted to meet the expectations of the company and employees, and the training of employees must be demand-oriented, and ineffective training cannot be carried out.

Strengthening the construction of enterprise professional and technical personnel market in an all-round way plays a leading and overall role in the economic and social development of enterprises, especially the cultivation of high-level professional and technical personnel, which plays a vital role in realizing the talent strategy.

2. Make full use of the domestic talent market

To make the enterprise bigger and stronger, we can't just raise the existing talents of the enterprise. We should also look at the vast society outside the enterprise and further broaden the strength and breadth of human resources development in the enterprise. This is the long-term planning of enterprise talent strategy.

In state-owned enterprises, managers are mostly recruited from their own units, which has advantages and disadvantages. Its advantage lies in better understanding of the working environment of the enterprise and easy work. Its disadvantage is that the interpersonal relationship is strong, and the way of thinking and management consciousness are consistent with the original style of the enterprise, so it is difficult to create a new situation. Therefore, to seriously study the ways for enterprises to introduce talents, it is best to select talents from different enterprises, different majors, different ages and different experiences, and regard the whole society as a big market for selecting talents. On the basis of maintaining the quality advantage of domestic employees, American enterprises recruit overseas. In terms of quantity, according to the company's lack of staff, make up for what is missing, and reserve appropriately according to the company's development strategy.

In the information age and knowledge economy society, the present situation of enterprise employment has been greatly improved, and the unchangeable enterprise employment mode will be impacted and replaced by a mobile and flexible staff team. With the development of market economy and the maturity of talent market, enterprises can find any talents they need in the national talent market. An enterprise should completely abandon the style of blind exclusion and gradually establish a more open talent adjustment mechanism that can enter and exit. Through continuous introduction and recruitment, a wide network of talents has been established. Let foreign talents stir up a pool of stagnant water and question the routine. Promote the development and progress of enterprises through innovation and reform. At the same time, enterprises should realize that under the new economic conditions, senior talents of various enterprises have gained the initiative to flow in a wider range, and their choice and pursuit of ideal industries and positions are more intense. Therefore, how to retain talents will become a problem that modern enterprises have to face in the process of talent reserve.

3. Connect with the international talent market

After China's entry into WTO, a large number of enterprises will go abroad, expand foreign markets and participate in international competition. China's talent market will gradually be in line with international standards, and exchanges between China and foreign countries in talent training will also increase. The talent strategy being implemented in the United States is to "absorb foreign talents vigorously and cultivate Americans in 2 1 century". It can be said that with the development of economic globalization, the competition for talents will intensify.

With its strong economic strength and good social environment, the United States introduced a large number of high-level scientific and technological talents from all countries in the world, especially developing countries: during World War II, it absorbed more than 2,000 scientists persecuted by the Nazis, including the great scientist Einstein. In the 28 years from 1946 to 1974, the United States introduced as many as 20,000 high-level talents, and now it absorbs at least 80,000 immigrants from various scientists and engineers every year.

The United States has revised its immigration law many times, giving priority to successful scientists regardless of nationality, seniority and age. In fact, it is a national policy of the United States to compete for talents on a global scale. At present, the number of talents absorbed by the United States from abroad is increasing at an annual rate of 6.5438+0 million. There are 300,000 foreign students in American universities, 60% of whom study science and engineering, and 25% settle in the United States after obtaining relevant titles. At present, more than 33% of senior engineers and researchers working in Silicon Valley in California are foreigners.

The practice in the United States has proved that introducing talents from abroad is an important way to invest in talents, and it is also a shortcut with less money, quick results and great benefits. Because most of the imported talents are urgently needed or high-level talents in China, they can create value and play a role immediately without increasing a lot of investment.

With the advent of economic globalization, it can be said that it is inevitable that the talent pool of enterprises will take the road of internationalization. In the new economic era, when using enterprise talents, we must change our concepts and gradually abandon the traditional constraints of nationality, household registration and personnel files. I'll use it as long as it suits the enterprise. At the same time, on the one hand, enterprises carry out competition for posts, lay off employees and optimize the combination, so that people who are not suitable for enterprises can flow out and participate in the redistribution of the talent market, so that enterprises and institutions can always remain streamlined and efficient. On the other hand, constantly recruit new people and let high-quality talents suitable for enterprises flow in. Breaking the boundaries between departments within the enterprise, talents within the enterprise can be used across disciplines and functions. In many developed countries, enterprises pay equal attention to the way of employing people and talent reserve, and the research, invention and creation of all kinds of talents will be fully supported, thus avoiding the invisible waste of human resources in enterprises. In particular, their practice of "daring to price the brain hole" is very attractive to attract talents and give full play to their role. After China's entry into WTO, the talents of China enterprises are facing a series of new opportunities and challenges. Enterprises in China must scientifically predict the demand for talents according to the needs of future development, train talents in a planned, purposeful and targeted way, and regard enterprise talent reserve as an indispensable strategic goal for enterprise development. Only in this way can we meet the needs of the development of global market economy.