Japanese TV dramas' perception of human resources (2): Why treat employees as commodities?

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So the question is: Why should employees be treated as commodities?

The first is because employees can bring economic benefits to enterprises.

Undoubtedly, the economic benefits of an enterprise are created by employees in different positions, so employees create value for the enterprise. When they go to market and work, they create money and value. From this perspective, nature is a commodity.

Jin Yong said that there is no sword in his hand, but a sword in his heart.

Therefore, the sword in our hands is employees, and the sword in our hearts is "treating employees as commodities"

Secondly, we sometimes need to push employees out and let them be picked by others.

A friend asked me the other day: I want to fire someone, but I don't want to pay compensation.

Oh, I said you were great. I applaud you.

But sometimes the leader is so abnormal ... What are you going to do?

In fact, from the perspective of HR work, there is no way. The best way is-

Find a headhunter to dig the wall and let him leave automatically.

To accomplish this task, you must have two conditions: one is that you must have an absolutely trustworthy headhunter, and the other is that you must make this headhunter easy to use.

The easy way to start is to tell the headhunter clearly what advantages and disadvantages this person has, so as to improve the adaptability of the headhunter.

At this time, employees are your goods.

To put it bluntly, it seems that the employees at this time are for sale. ...

Forget it. It hurts to say it. Although this method is effective, it is disgusting. A good boy must never learn.

But from another angle, it also fully shows that sometimes job-hopping is a pit, and it is a loss to take advantage. This kind of thing has been quite a lot, and there is never anything new under the sun.

Third, it is in line with the enterprise talent training goal of "selecting and retaining people"

Recruitment and retention can be said to reflect the value of HR, especially in a big city like Shanghai, where there are more headhunters than HR, and excellent employees will be poached at any time. Of course, you can also hire headhunters to dig people. However, if a company needs long-term development, it is very unrealistic to rely solely on external forces to transport talents. First of all, the headhunting fee is really expensive-hoo-hoo, very expensive, and the labor cost is simply a pot. In addition, often relying on digging rival employees as the backbone will make the original employees frustrated and unable to have motivation. On the other hand, if employees get high salaries, they have to take on more responsibilities. If they can't work well with the team, the flow cost will be much higher.

Now is the era of cross-job-hopping, and employee job-hopping is really common. So how do enterprises cultivate talents?

The answer is: always treat employees as commodities and always love employees.

For new employees, he is a basic product that has just been completed, which meets the quality management requirements of enterprises and is off the assembly line. This product is put where it should be. However, with the extension of working hours, this product may not meet the needs of the post, or the product needs to be updated.

So what do you do?

Well, of course, we should use various tools represented by training to polish him and upgrade our products.

For a good product, we should protect him, love him, care for him and irrigate him.

I hope he can repay the enterprise.

Yeah, it's good. No problem.