How to give full play to the important role of talents in enterprise development

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How does an enterprise give full play to the role of talents?

1. To give full play to the role of talents, it is necessary to do a good job in allocating human resources and assigning suitable talents to Arrange to work in the most suitable position.

The focus of an enterprise's human resource management is nothing more than the four aspects of "selecting people, educating people, employing people, and retaining people". The selection of people, that is, the allocation of human resources, is the initial link. Only by properly allocating human resources and preventing "big horses and small carts" or incompetence between abilities and job requirements can we mobilize the interest of all talents and enable them to produce good performance. The reason why human resource allocation can give full play to the role of talents and improve organizational performance is because of the following characteristics:

(1) Human resource allocation is the guarantee for effective activities of the organization. For an organization, the determination of organizational goals clarifies the direction of organizational activities; the establishment of organizational structure provides the organization with the conditions to achieve its goals. However, the organizational structure caused by inappropriate human resource allocation not only fails to guarantee the achievement of organizational goals, but also interferes with the organization's effective activities and hinders and undermines the achievement of goals. Therefore, the quality of human resources allocation directly affects the effectiveness of organizational activities. In human resource allocation, the allocation of supervisory personnel is undoubtedly a key issue. Supervisors are managers in an organization who are responsible for others 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 expected tasks and goals. It can be seen that managers occupy a dominant position in organizational activities and are key figures in achieving organizational goals.

(2) Human resource allocation is the key to leadership and control. From the perspective of management system theory, human resource allocation is based on planning and organizational work, is the implementation of planned work and organizational work, and lays the foundation for leadership and control work. If an organization's human resources are improperly or imperfectly equipped, for example, if the moral integrity of the supervisors does not match the job requirements, and the supervisors cannot display their outstanding talents, it will be impossible to create a good environment in which all members can be motivated and proactive. At the same time, unreasonable staffing of subordinate staff will inevitably bring greater difficulties to the control work, expand the scope of control, and deepen the difficulty, thereby aggravating the supervision and correction work of upper-level supervisors. Therefore, as far as the management system is concerned, human resource allocation is the key to the smooth realization of other management functions.

(3) Human resource allocation is preparation for organizational development. The driving factor of organizational development is people, among which supervisors play a decisive role. Human resources allocation is specialized in fulfilling various positions in the organizational structure, so it is closely related to the development of the organization. This is a dynamic function that not only staffs the various personnel needed now, but also prepares for the various personnel needed to engage in organizational activities in a complex and changing environment in the future. Therefore, human resource allocation is the preparation for organizational development. Many foreign scholars believe that the 19th century was the golden age of economics talents, and the 20th century was the world of management talents. This view is not unreasonable. With the rapid development of science and technology in today's society, the competition between organizations is essentially a competition for talents, and scientific and technological and management talents are the focus of competition. In the 1950s, Japan regarded the selection of management talents and the training of business managers as a major strategic step in revitalizing Japan's economy, which laid a solid talent foundation for the realization of Japan's "ten-year doubling plan" and sustained rapid development. This experience is worth learning from.

The company's human resources allocation mainly focuses on several aspects such as job analysis, recruitment, and career planning. Through detailed and regular work analysis, we determine the organizational structure, clarify the characteristics of the positions, and clarify the direction of personnel selection. The selection combines internal and external recruitment, mainly internal recruitment, and adopts a competitive approach to find the most suitable talents; external recruitment is oriented to the society, using a structured interview method to comprehensively analyze the applicant's ability, so that the company can find suitable talents. . In order to control the risk of short-term management deficiencies caused by talent flow, we set up a career plan for each talent, clarify the development direction of talents, and provide training.

2. To give full play to the role of talents, we must respect talents. Only by respecting talents can they develop the concept of dedication to the enterprise from their hearts.

Charles M. Savage, author of "The Fifth Generation of Management," once said a wise saying: Doubt and distrust are the real cost of a company.

People often like to quote a saying when emphasizing management: There is no rule without rules. But we have ignored the fact that if people's enthusiasm is not fully mobilized, management costs will be high. Therefore, we believe that the most basic rule of corporate management is respect for people.

Managers at the middle level and above of the company always keep this principle in mind at work: his duty is to help employees succeed. If he uses his power to bully employees, he is not a competent manager, at least not one with modern consciousness. managers. The most important thing for a manager is to use his power, his expertise, and his influence to help employees succeed. Managers cannot let their employees continue to fail and fire them.

Make management friendly to people, close the psychological distance between managers and employees, and allow managers and employees to inspire each other's inspiration, enthusiasm and trust through unrestrained communication. This concept is applicable to middle-level and above ***Consciousness has been achieved among managers. When a columnist visited Intel and saw that Intel CEO Grove's cubicle was the same size as the employees' cubicles, he harshly accused Grove of hypocrisy. Grove replied that he did this. The reason is that we do not want to amplify power and cause psychological pressure to employees, so that we can better communicate with employees.

Company managers not only get closer to employees on the surface, but also truly care about them. They are not only concerned about their parents' shortcomings, but more importantly, they are concerned about their future and future, including various rewards for employees. Including employee learning opportunities, opportunities to be recognized and opportunities to develop.

Company managers never impose their ideas on others and respect employees' different ways of thinking. 100% common thinking often causes the seedlings of innovation to die prematurely. As a manager or senior executive, if you cannot tolerate others and you only like to promote those whose ideas and practices are consistent with yours, then you will gather a group of people who think similarly to you around you, and you will be in danger. , when you encounter difficulties, the people around you cannot help you, because you all have the same ideas and practices.

Wen Baike, the head of Unisys, the world's master of turnaround, said: "The key to a company's success is to care for your employees and help them, otherwise they will not help your company. Treat it Employees must be honest and consistent, and cannot change orders overnight. You must show your heart to them and be in a heart-to-heart relationship. Only in this case will they follow you. ”

3. To give full play to the role of talents, we should do a good job in training talents so that they can keep up with the speed of knowledge updates so as to better serve the enterprise.

Talents are not omnipotent, and knowledge is not static. Only through continuous training can we keep our consciousness fresh and generate innovative ideas at work. The company has established a training network system with the Human Resources Department as the competent department and other departments setting up part-time trainers to promote the improvement of employee skills through a credit system. The credit system adopts the form of setting target credits (people at different levels set different credit targets, such as 180 credits for general employees, 200 credits for personnel with certain professional titles, 240 credits for ministers...), through a combination of self-study or factory training. Accomplish goals.

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

(1) Pre-employment training: Pre-employment training refers to the training conducted by the organization before assigning new employees to jobs, and is divided into general pre-employment training and professional pre-employment training.

New employees in general positions who join the factory only receive general training such as safety, discipline, factory structure, corporate culture, etc. The knowledge learned in the position is completed by the department training network; for those with special knowledge requirements - training for talents, in addition to general training In addition to training, a special pre-job training plan is developed for each employee to enable them to fully and systematically understand the company.

(2) On-the-job training: On-the-job training is another training method often used by companies. Employees are mostly on-the-job and paid during the training period. This kind of training method is divided into supplementary ability training, interpersonal relationship training and intelligent thinking training according to its different nature and purpose. Among them, the use of smart thinking training refers to the gathering of designated employees of each company to solve relevant problems, motivating participating employees to use their wisdom and thinking to a high degree, work together, and propose strategies, procedures and methods to deal with problems, so as to assist leaders in solving problems, such as TPM management , QC, ERP project team, etc.

(3) Off-the-job training: This method is not often used and is generally limited to middle and senior leaders. It refers to the company's employees temporarily leaving their current jobs and going off-duty to relevant academic institutions or schools and other organizations to participate in longer training.

In addition, the company plans the following types of training methods based on the different purposes of training:

1. Theoretical training: This is a way to improve the management level and theoretical level of supervisors Main methods. Although some of the supervisors already possess some theoretical knowledge, further training in depth and breadth is required. The specific forms of this kind of training are mostly short courses, symposiums, etc., which are not very long. They mainly focus on learning some basic principles of management, some new developments and new research results in a certain aspect, or on some issues. Further discussion in theory, etc.

2. Job rotation: Job rotation allows trainees to take turns working in different supervisory or non-supervisory positions in different departments, so that they can fully understand the different work contents of the entire organization and gain a variety of different experience to lay a solid foundation for serving at a higher level in the future.

3. Promotion: (1) Planned promotion according to employees’ career plans. This approach helps develop promising executives who will be promoted to higher-level positions in the future. It is based on a planned path, so that managers can be gradually promoted from lower levels to higher levels through layer-by-level training. (2) Temporary promotion. Temporary promotion means that when a supervisor has a job vacancy due to some reasons, such as vacation, illness or long-term business trip, the company designates a promising subordinate supervisor to take over his position. In this way, temporary promotion is not only a training method, but also a convenience for the company.

4. Establishing deputy positions: The purpose of establishing deputy positions is to allow trainees to work closely with experienced supervisors, who will pay special attention to the development of trainees. This kind of deputy position often appears with titles such as assistant, such as Assistant to the Minister of Human Resources.

5. Seminar: A seminar refers to the discussion or decision-making of certain issues by relevant people together. By holding seminars, some upper-level managers in the company discuss various major issues with trainees, which can provide them with an opportunity to observe and learn the principles followed by upper-level managers in handling various matters and how to solve various problems. problems and gain leadership experience.

6. Best communication practices: Through communication and practice with companies whose management level exceeds your own, you can improve the skills and work enthusiasm of talents and reserve resources for the company's further improvement. Taking advantage of the communication opportunity with Anheuser-Busch, the company formed an exchange group mainly composed of various talents, and carried out comprehensive practices in SOP, CPCPR, factory single efficiency, taste consistency and EHS, etc., improved the deficiencies in the work, and achieved results. Very good effect.

In short, no matter which training method or method is adopted, it will enhance the satisfaction of employees' self-needs, thereby stimulating employees' work enthusiasm and improving performance.

4. To give full play to the role of talents, a reasonable incentive mechanism should be designed.

(1) Choose a reasonable salary incentive method.

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, companies can provide reasonable basic wages; for safety needs, they can establish and improve various social insurances; for belonging and love needs, they can provide paid leave, improve the working environment and conditions, and cultivate A corporate culture atmosphere of mutual care and mutual help; challenging work can be provided for the needs of self-realization.

(6) Salary incentives must comply with the principle of effectiveness. The law of competition in the market economy is survival of the fittest and survival of the fittest. An enterprise that cannot 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 will be able to continue to grow and develop, create considerable economic benefits, pay more salaries to employees, and provide more generous benefits. Benefits. Therefore, the direction of corporate salary incentives must be tilted towards departments and units with high efficiency and large profits, and towards talents who create and bring benefits. Only by following the principle of effectiveness can salary incentives be more effective and embark on a healthy development track.

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

Corporate culture is a new modern enterprise management theory. In the broad sense, corporate culture refers to the material culture and spiritual culture created by an enterprise with its own characteristics; in the narrow sense, corporate culture is the synthesis 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 very different from scientific management theory. Scientific management relies on a pure sense of responsibility and working principles to handle various affairs objectively and rationally, which can improve work efficiency and is superior to other organizational management systems in terms of 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 continuously produce new inventions and creations.

In addition to the initial material conditions of an enterprise, talents are the foundation of the enterprise. Therefore, the management of people is the foundation of management. No matter what kind of enterprise it is, it is inseparable from the management of people. It is particularly important to ensure that every employee of the enterprise can find his own place and make the best use of his talents.

In order to fully mobilize the enthusiasm of employees, a talent incentive mechanism must be established institutionally so that talent management work can be followed. The talent management system of excellent enterprises is the embodiment of scientific, perfect and practical management methods. Specifically, positive education can be provided to employees by establishing typical publicity. Advanced figures refer to the core figures of corporate culture or the personification of corporate culture. Their role is to serve as a living model and provide examples for other employees in the company to follow. They play an extremely important role in the formation and strengthening of corporate culture. . The company strives to create a good cultural atmosphere and uses various cultural activities to dramatize and visualize certain things that happen in the company. This not only provides a subtle education to employees, but also vividly promotes and embodies the company's values, so that Through these lively activities, employees can deeply understand the connotation of corporate culture and truly achieve the purpose of "edutainment and entertainment". This is actually a kind of culture. It does not need to be explained with many principles, but it can improve the quality of employees unconsciously. All thoughts and actions revolve around the company and work hard for the company's development.

A review of methods to leverage talents. In summary, in today's era when enterprise competition has shifted from product competition to talent competition, only by properly equipping and training human resources and integrating appropriate incentive mechanisms into enterprise human resources Only through various modules of management can we fully mobilize the enthusiasm of talents, improve their work performance, and thereby improve the competitiveness of enterprises.