What are the strategic plans for enterprises to choose talents?

Talent strategy focuses on two aspects, one is the number of talents, that is, how many people are needed, and the other is the quality of talents, that is, what level of talents' ability is required. The number of talents is related to the business development of enterprises, and the quality of talents is related to the industry and market competition environment in which enterprises are located. According to the matching degree of talent quantity and quality, talent strategy can be divided into four types.

1. Predatory strategy pursues both the quantity and quality of talents. It recruits talents through the salary that is ahead of the market in an all-round way, grabs talents at high cost, develops talents at high cost, and encourages talents with high bonuses and benefits. It is suitable for technology-intensive and special high-tech enterprises with rapid development and fierce market competition. Predatory talent strategy is the magic weapon of most Fortune 500 companies or domestic first-class enterprises, such as Procter & Gamble, Microsoft, IBM, GE, Vanke, Huawei, Tencent, Alibaba and Baidu. With first-class talents, first-class treatment and first-class growth environment, such enterprises are the gathering places of cutting-edge talents in the industry. Talents promote the rapid development of enterprises, and the continuous performance growth in turn urges enterprises to attract a large number of outstanding talents to join, forming a virtuous circle. ?

2. Elite strategy pursues the quality of talents, not the quantity of talents. Attract talents at a slightly higher salary level than the market, fully authorize the use and training of talents, and encourage and retain talents through the career platform. Suitable for high-tech enterprises in the initial stage, or fast-growing capital-intensive enterprises (such as real estate and finance). Xiaomi adopted this talent strategy at the beginning of its establishment. They generally don't recruit fresh graduates, but all recruit experienced and mature talents. Team members come from companies such as Kingsoft, Google, Motorola and Microsoft. They believe that if a colleague is not good enough, it is likely that not only can he not help the whole team effectively, but it may affect the work efficiency of the whole team. ?

3. Scale strategy? Pursue the quantity of talents, not the quality of talents, and standardize the work through perfect systems and standardized processes, thus reducing the requirements for talents' knowledge and skills, reducing operating costs, and creating first-class performance with third-rate talents. Suitable for labor-intensive enterprises that are developing at a high speed (such as traditional manufacturing, retail, logistics and fast food). They usually have large-scale assembly lines or national or global stores or networks. The most typical companies such as McDonald's, KFC, Foxconn and SF adopt this strategy. Such enterprises are often large in scale, so there is also a large room for talent development, which is an important aspect of attracting talents. ?

4. Shrinking strategy? The requirements for the quantity and quality of talents are low, and even the talents will be compressed. Suitable for enterprises with declining performance, heavy burden on enterprises, or wanting to withdraw from a certain market field. We should reduce the cost by reducing the number of talents and go into battle lightly. For the existing staff who stay in the enterprise, the salary and benefits may also be reduced to control the operating costs. Contraction strategy is the choice that enterprises have to make.