How to improve the mechanism of selecting and employing people in enterprises

In the whole process of enterprise management, we extend the business behavior of enterprises into a chain of enterprise management. In a commercial society without smoke, almost all enterprises are running on the track of strategy, goods, team, customers and market. Under the management principle of five points and lines, the enterprise strategy, commodities and even the market are relatively unchanged. Since there is a relative constant, there must be relative instability. If there is, it is the team and customers! In the five-point line theory of enterprise management, the team is the most unstable factor. It is also the most important point that enterprise decision makers should pay attention to.

First, how to retain talents is a very important management topic for enterprises.

There are many factors that lead to the brain drain of enterprises, both the temptation of external environment and the influence of internal environment. Some enterprises may use good methods artistically and use talents appropriately, which will better promote the benign development of enterprises. However, more and more enterprises often bring unfavorable factors to the development of enterprises because they do not handle the talent management well.

In fact, the purpose of the above core work is to operate the means of human resource management and better carry out the core work of human resources: selecting people, educating people, employing people and retaining people. As an enterprise expecting long-term, sustained, healthy and stable development, how to deal with talent management?

(A) the system to retain people

The system manages people, not people. Special people should adopt special policies, and talents can be divided into key special talents and reserve talents. Give special and exceptional policies to the former; The latter gives incentives. Widen the gap with ordinary managers in wages and bonuses, and have special care in housing and other issues.

(b) Career retention

For employees, work is not only a means to make a living, but also an important way to realize personal value and develop themselves. With the development of enterprises and the progress of employees themselves, the previously desirable jobs will gradually become unattractive or even inappropriate, which requires employees to adjust and redesign their jobs. Therefore, job design runs through the whole process of motivating and retaining employees. Work redesign includes:

1. job rotation. On the premise that the workflow is not seriously damaged, workers change from one job to another every other stage, thus providing them with opportunities to develop technology and comprehensively observe and understand the whole production process. There are two ways of job rotation: vertical and horizontal. No matter what method is adopted, we should pay attention to the frequency and time of rotation.

2. The work has started. Expanding the scope of work horizontally means that everyone undertakes part of the work of other colleagues in addition to the original work, trying to diversify the work done by everyone in order to reduce the aversion to single work.

3. Work is full. One way to increase the depth of work is to give employees more control over their work. Employees are allowed to do some tasks that are usually done by their supervisors-especially planning and evaluating their own work. Let employees engage in complete work with greater autonomy, independence and sense of responsibility, which will help reduce the turnover rate.

(C) corporate culture to retain people

Corporate culture requires enterprises to be like home and bring family-like warmth to employees. Now I'd like to introduce some terms closely related to corporate culture. Corporate culture is formed from top to bottom: first, there is a vision, then there is a mission statement, then there is a value, and then the values are input into the hearts of employees in various ways, dissolved in the blood, and then long-term and short-term goals are formulated, so corporate culture is produced. You can also strengthen the sense of corporate culture through team development training, communication, lectures, training and some small business games.

(4) Emotional retention and welfare retention

As the saying goes, people are emotional animals. Orientals, in particular, are very emotional. With good feelings, nothing seems to matter; Bad feelings, even a small matter, will make a mountain out of a molehill and use the topic. So, create a warm atmosphere, with sincere feelings.

It's important to keep people. Everyone has a good relationship and can "work together, and stones can also be turned into gold".

(5) Retain salary and benefits.

When retaining people with salary and benefits, you need to pay attention to the following points. In terms of salary, managers and technical consultants should be at the same salary level; Give special care to employees in key positions. Welfare includes psychological consultation and legal consultation services within the enterprise; Additional housing loan benefits; Buy life insurance for key employees; Free drinks and snacks; Continuing education and training opportunities.

Third, improve the corporate culture and management system.

First of all, as a modern commodity economy operation enterprise, it is necessary to establish its own corporate culture atmosphere and raise employee behavior to the level of corporate culture through the concept of corporate culture.

Secondly, establish enterprise 5S system. The "5S" activity originated in Japan and was widely implemented in Japanese enterprises, which was equivalent to the civilized production activities carried out by enterprises in China. The object of "5S" activity is the "environment" of the site. Considering the overall situation of the production site environment, practical plans and measures are formulated to realize standardized management.

Third, improve the enterprise reward and punishment system. In order to better improve the management system and promote development, and mobilize the enthusiasm of developers.

Finally, establish an open, just and fair enterprise assessment management system, implement employee assessment in stages, eliminate the fittest, reward the excellent and punish the poor.

Fourth, in the routine management of domestic enterprises, "humanized" management has always been advertised. In fact, the concept of humanization is a kind of "pseudo-humanity" in my opinion. In addition to the state-owned enterprises with complex relationships, even the emerging large families and private enterprises, in the actual management process, they also reflect the phenomenon of lax management, uneven division of labor and even "killing with one stick". Because a leader's likes and dislikes may determine an employee's lifelong future, which is quite arbitrary for domestic enterprises. It is common for business owners to say that the labor intensity of my employees is not high. In fact, true fairness is a virtual illusion, but the corresponding matching of labor relations can be considered. In foreign companies, good behavior, normal behavior and abnormal behavior are summarized in detail. Benign behavior can get rewards, small contributions and great achievements according to the influence of events. Normal behavior is the daily behavior standard of enterprise employees, which needs no explanation; When the abnormal behavior affects the interests of the enterprise, the responsible person will be punished by verbal warning, written warning, informed criticism, admonition, minor deviance, major deviance, dismissal and expulsion according to the degree of damage. Even if employees do something wrong, there is still a chance to correct it.

Verb (abbreviation of verb) management system

Enterprise management system refers to various regulations or lists that have mandatory obligations and can guarantee certain rights, including personnel system, production management system, democratic management system and other rules and regulations. Enterprise management system is a powerful measure and means to achieve enterprise goals. As a model of employee code of conduct, it can rationalize employees' personal activities and become a compulsory means to safeguard employees' interests. Therefore, the various management systems of enterprises are necessary and powerful guarantee for the normal operation and management of enterprises. The management system of excellent corporate culture must be the embodiment of scientific, complete and practical management methods.

As employers, or employers and employees, it is very simple to establish and improve the enterprise management system in the whole enterprise management chain. However, it is very difficult to establish and improve a set of enterprise management system that can be confirmed by both parties, either the system is a dead letter or the system is not binding. Therefore, it is an important task for enterprises to establish a clear business philosophy and write this concept into enterprise behavior and culture.

Human resources of intransitive verbs

How to strengthen the active and effective management of enterprise human resources and fully mobilize the enthusiasm of enterprise employees to participate in enterprise development is an urgent problem faced by enterprises. With the continuous development of market economy and the improvement of people's ideological and cultural quality, enterprises are required to strengthen human resource management, constantly explore new ways of employing people suitable for employees' ideological reality and their own characteristics, and promote the sustained and healthy development of enterprises.

1. Establish a modern enterprise system. Modern enterprise system is the institutional guarantee for strengthening enterprise human resource management. Establishing a modern enterprise system is not only suitable for state-owned enterprises, but also suitable for private enterprises. In order to standardize and develop healthily, enterprises must establish and improve modern enterprise system, and the primary feature of modern enterprise system is clear property rights. Clear property rights not only require clear property rights between material capital owners, but also require clear property rights between material capital owners and human capital owners. For enterprises, only by establishing a modern enterprise system can we fundamentally solve the shortcomings of unclear property rights of human capital and make human resource management have laws to follow. Only in this way can we ensure the scientific decision-making and promote the smooth progress of all work in enterprises.

2. Strengthen the scientific and fair awareness of employing people. After the expansion of enterprise scale, it is necessary to strengthen the awareness of human resource management, establish a scientific and fair employment mechanism, recruit talents according to the system norms, give full play to the potential of human capital, and adapt to the demand for human capital in multi-level and wide-span comprehensive enterprise management.

First, we should institutionalize recruitment, and absorb more valuable human capital from the society according to the demand of different levels of talents for career development.

Second, we must strictly implement the recruitment system. In the recruitment process, enterprises must put the maximization of enterprise interests in the first place, select the best candidates, conduct strict assessment, and replace flexible family ethics with rigid business principles.

Thirdly, the withdrawal mechanism of family members should be established, so that family members can be transferred to the appropriate posts at the appropriate time and in the appropriate way, thus avoiding the adverse impact of family disharmony brought about by the reasonable flow of family members on enterprise decision-making. Only in this way can we effectively and reasonably employ people, avoid the waste of talents within the enterprise and ensure the rapid development of the enterprise.

3. Implement an effective incentive mechanism. An effective incentive mechanism can fully mobilize and tap the enthusiasm and potential of employees and promote the development and growth of enterprises. Incentive is a complex work with high scientific content, and enterprises should implement a scientific and reasonable incentive mechanism in combination with their own reality. Reasonable and effective incentive methods can improve the morale and loyalty of employees. Generally speaking, the incentive mechanism includes two aspects: material incentive and spiritual incentive. In terms of material incentives, enterprises can use wages, bonuses, bonuses, profit sharing, employee stock ownership, stock options and other methods; Make employees' knowledge, skills and labor get a reasonable return, and form the same fate of enterprises and employees; In terms of spiritual motivation, we should combine the enterprise goals with employees' interests, so that employees can have a strong sense of responsibility and belonging, make the work itself more challenging and pioneering, create opportunities for employees to realize their life values, create a distinctive corporate culture, pay attention to emotional input and humanistic care, and promote the overall development of the enterprise in improving employees' self-development awareness.

4. Standardize the human resource management system. The exploration and cultivation of enterprise talents is a long-term and meticulous work. Enterprises must fundamentally standardize the human resource management system, formulate perfect human resource development and training strategies, and form a reasonable talent echelon within enterprises, so as to make the development of enterprises flourish. Therefore, enterprises must establish a sense of system and rules, and establish and improve a human resource management system including recruitment, training and development, salary and benefits, performance management and employee relations. In addition, business owners and their families should consciously use the system to restrain themselves, strive to make everyone equal before the system, and form an employment mechanism in which managers can go up and down and employees can enter and leave through a standardized human resource management system, so as to realize the transformation of human resource management from "rule by man" to "rule by law".

Seven, as the diagnosis of enterprise management system, we are not exaggerating the utility of manpower here, but we find that many problematic enterprises are not in strategy, but in soldiers! A correct view of the relationship between talent flow and retention will help us objectively evaluate the weak links in the process of enterprise management, effectively avoid enterprise risks, and make the five-point and one-line enterprise management operation chain organically unified and enter a benign operation.

1. A good talent flow mechanism in an enterprise is one of the important signs of a high level of talent management in an enterprise. The market, competitors, enterprises themselves and talents of enterprises are all changing all the time. As an enterprise, we should establish a good talent flow mechanism according to changes, guide talents to change in a direction conducive to the development of enterprises, and guide the orderly, meaningful and effective flow of talents. Enterprises with high management level include and reflect the management of talents in place; At the same time, enterprises with well-managed talents can attract and retain talents more effectively.

2. An enterprise with little or no talent flow with society is a hopeless enterprise; Enterprises with poor traffic quality should not flow out frequently, and those that should not be firmly retained are even more hopeless. Talent flow is desirable, but it should be implemented in a planned way according to the development needs of enterprises, the strength of allocating social human resources and the ability to balance the flow of talents between enterprises and society. On the one hand, we should guide the most needed suitable talents to flow into the enterprise to the maximum extent. On the other hand, with the natural development of the enterprise, some people who can't adapt to and keep up with the development of the enterprise should be able to be naturally separated from the enterprise and employed. Through post competition mechanism and appropriate pressure, the enterprising spirit of employees and talents will be enhanced, and the overall comprehensive quality of employees in enterprises will be maintained and steadily improved. An enterprise that can't better control the flow of talents to enterprise development is an enterprise that lacks strength and management level, and it is naturally difficult to retain suitable talents.

3. The flow of talents within enterprises should also be optimized. The positions and positions of talents should be changed in a benign way under the influence of scientific competition mechanism within enterprises. Enterprises should comprehensively analyze, evaluate and adjust the practical ability, specialty, performance and other comprehensive factors of talents, and implement optimized flow. The optimized flow mechanism within the enterprise is conducive to retaining talents.

4. Make good use of the reasonable suggestions of resigned employees and turn the handling of resigned employees into another channel to retain talents, promote enterprise development and recruit talents. There are many motives for a talent to leave the enterprise actively or passively. Many of them still have feelings for the enterprise and are willing to continue to do something meaningful for the development of the enterprise after leaving the enterprise. There are more talents who have a lot of good suggestions when they leave the enterprise, which may be inconvenient to mention when they join or work.

5. Correctly understand the relationship between "talent flow" and "brain drain", and prevent the "talent flow" that is beneficial to enterprises from being misunderstood as "brain drain" that is harmful to enterprises. The flow of talents is conducive to the development of enterprises, which has been recognized by many business operators, but it is often heard that many business operators say that "there are many talents, and they are not afraid to leave." If I keep one, I can recruit one or two more. The "flow" and "brain drain" of talents are confused. If the talents needed by an enterprise flow out of the enterprise, and the reputation, development and practical work of the enterprise are negatively affected or impacted because there is no suitable counterpart to supplement them in time, then the flow of talents becomes a loss. It is true that "there are a lot of talents", but it is not easy to recruit and train a suitable talent. This requires or has already paid a certain price to the enterprise, and can the newly recruited people stay? It is not difficult to imagine that business operators with this incorrect concept may recruit or retain some talents for a period of time, but there is a great possibility that they will not be able to retain talents for a long time. However, brain drain is often independent of the will of enterprises. It is not terrible for an enterprise to experience individual or even partial brain drain as long as it does not affect the overall situation of the enterprise. What I am afraid of is not taking a warning and not learning lessons seriously.

Human resources is the real weakness of enterprise management!

A person can't afford not to pay, and can't afford not to reap. If your harvest is not your harvest, then your harvest is definitely not your harvest. We need employees to be grateful, so we should be grateful to our employees. We need a sense of security for each other. First of all, give each other a sense of security!

This is the rule of being a man, and so is the enterprise!

In a big city in the United States, when going to work in the morning, the two-way eight-lane traffic jam into the city is a mess, and when leaving work in the afternoon, the two-way eight-lane traffic jam out of the city is a mess. If the competent department can't solve it, it will openly solicit opinions. Some people say that this road should be widened, while others say that a new road should be built. Finally, someone put forward a way to temporarily change the road to six lanes and the road out of the city to two lanes during the morning rush hour; During the afternoon rush hour, temporarily change the road out of the city to six lanes and the road into the city to two lanes. To solve this problem, we don't need any high technology, but a problem of overall thinking.

The operation of an enterprise is a huge modern management machine. During the operation of this management machine, the strategy, goods and market are unchanged, and the customers are variable. As the most unstable factor, if an enterprise can make a feasible human resource plan according to its own enterprise development reality to ensure the maximum play of human resources, I believe it will gain greater gains.

In short, as long as enterprises constantly improve talent management, keep pace with the times in the concept, method and system of retaining people, constantly change and adjust, retain the "star" of enterprises and retain key employees, we can prevent the brain drain of enterprises, effectively retain talents in the effective flow and better serve the development of enterprises.