How to realize talent marketization in enterprises

Beijing New Yansha Group Company Geng Jing

The focus of human resource management and development in enterprises is to build a team of enterprise talents full of vitality, and realizing talent marketization is undoubtedly one of the most effective ways. Combined with the actual situation of enterprises, talk about some superficial views. First, the influence of external environment on the marketization of enterprise talents. 2 1 century is the era of knowledge economy. Knowledge economy refers to the knowledge economy under the background of economic globalization. People are the carrier of knowledge, and talents become the support point of knowledge economy. China's entry into WTO puts China enterprises in the context of global economic integration, and the competition among enterprises is becoming increasingly fierce. This kind of competition has changed from the traditional competition for assets, scale and other resources to the competition for talents. As the first resource, talents have been promoted to the important strategic position of enterprises. The essence of market economy is the optimal allocation of resources. Opening the market will expand the space for the optimal allocation of resources to play a role, and the principles of fair competition and free choice will be reflected in various fields. The allocation of human resources needs to adapt, so that the "invisible hand" of the market can play an important role. Realizing the marketization of human resource allocation is an urgent requirement for China after its entry into WTO. It is the development of this external environment that makes talents no longer unique to "a certain department or unit", and talents gradually move from static closure to mobile opening and market. Talent flow promotes the formation of talent marketization, which is the current and future development trend of enterprises, and this trend is accelerating. Second, the requirements of enterprise development for the market-oriented allocation of human resources Beijing Xinyansha Group is a large commercial enterprise group in Beijing. Through reorganization and integration, the Group has realized complementary resource advantages. Now the group's business involves food, housing, transportation, travel, shopping and many other fields closely related to people's lives. In order to seize the rare business opportunities and adapt to the requirements of the new situation, the group company has formulated the Beijing New Yansha Group Olympic Action Plan. The plan has been made, and the key to implementation lies in people, which makes us focus on the talent problem again. Through the analysis of the group's talents, the following problems are found: First, there is a shortage of talents. Especially high-level and key positions are very scarce. After the reorganization, the group put forward a five-year development plan in time. Around the development plan, the group has identified a number of key development projects. In these important and key positions, all kinds of high-level talents are urgently needed, and they are required to have high professional quality, understand the market, operate and manage. However, it is difficult for us to equip these positions with a very ideal candidate, which is a major bottleneck that plagues the development of the group. Second, the talent structure is unreasonable, and there are problems such as outdated knowledge structure and aging age structure. Majors are mostly concentrated in accounting, economics and political work, but there is a serious shortage of talents in investment and financing, marketing, management and capital operation. The shortage of talents in enterprises and unreasonable talent structure are outstanding manifestations of the low market-oriented allocation procedure of talents. It can be seen that the degree of talent market allocation of New Yansha Group is still relatively low. The main reasons are as follows: (1) The economic benefits of enterprises are not good. Due to historical reasons and the reality of current market competition, state-owned enterprises can't meet the pursuit of material and economic income by employees, especially enterprise talents, which leads to the inability to attract and retain outstanding talents. This reason objectively causes enterprises to fall into a vicious circle: the economic benefits of enterprises are not good, and outstanding talents cannot be introduced; The lack of outstanding talents makes the enterprise unable to develop, resulting in long-term loss of economic benefits. (2) Not paying attention to the introduction of talents. Some enterprises, "Ye Gong Long Hao", often attach importance to talents and regard talents as the key to enterprise development. However, in management practice, they did not carry out their own ideas and paid insufficient attention to the introduction of talents. First, the reserve consciousness is insufficient; Second, it is considered that it has a great influence on the internal of the enterprise; The third is to think that your own people are reliable; Fourth, the work is pushed away. For example, every year in Beijing, a "supply and demand meeting and two-way selection meeting for fresh graduates" will be held, and most enterprises will find various reasons to avoid it, indicating that they are unwilling to participate. Even if enterprises attend the meeting, the chances of introducing talents in this way are very small. (3) Enterprises have no talent development strategy. The demand for talents by enterprises is usually temporary. The task is coming, and no one can do it. Considering our lack of talents, we should introduce talents. But as soon as the task was over, the talent problem was left behind. Enterprises lack a clear talent development strategy, so they can't introduce, reserve and train talents in a planned and purposeful way, let alone develop together. (D) Enterprise talent mechanism failure. After China's entry into WTO, many people are aware of the talent problem, but the human resources of enterprises have not created a platform for talents to stand out. Enterprises lack effective management mechanism, reasonable salary distribution, strong supervision and assessment, and no friendly growth environment. Employees' enthusiasm is generally not high, with more work and less pay, both good and bad. The talent mechanism is facing the contradiction between "pushing" and "pulling". In the past five years, the group has not accepted college graduates on a large scale and in a planned way, and only received a few sporadically every year; Only graduates quit after working for a year or two. According to statistics, the annual turnover rate of college students in some enterprises is as high as 70%-80%. Third, the way to realize the market-oriented allocation of talents In view of the complex external environment of enterprises and the requirements of enterprise development, it is an inevitable choice for enterprises to realize the market-oriented allocation of talents. An effective way to realize the market-oriented allocation of enterprise talents: (1) Talent marketization is the "number one" project. The development of enterprises is inseparable from talents, and enterprises must play the role of market-oriented allocation of talents if they want to embark on the road of benign development. For the market-oriented allocation of talents, leaders at all levels of enterprises, especially the "top leaders" of the party and government, must further enhance their awareness of talents from a global and strategic perspective. We should thoroughly break the shackles of traditional and outdated ideas and concepts with the heart of loving talents, the wisdom of knowing talents, the ability of accommodating talents and the skill of using talents, raise the talent problem of enterprises to the height of enterprise development strategy, and provide a strong talent guarantee for enterprises to accelerate their development. (2) the change of ideas. Thought is the forerunner of action. The renewal of ideas must not just stay in words, but should be reflected in the management of enterprises. As leading cadres at all levels, we should emancipate our minds, change our concepts, break away from conventions, change the concept of employing people, and establish the concept of "talent is wealth, talent is benefit, talent is competitiveness, and talent is development potential"; Establish the concepts of "focusing on performance and striving for first-class" and "talents are the first resource and talents are market-oriented" to create conditions for outstanding talents to stand out and display their talents. With the change of ideas, the change of external environment will drive the growth of talents. (3) Breakthrough in mechanism. Promote the traditional personnel management to the height of modern human resource management, break the outdated mechanism of enterprises, and strive to integrate with the market mechanism. 1. Introduce college graduates in a planned way. This is a basic work, which can continuously improve the talent structure of enterprises. If enterprises want to lay a solid foundation, they must fundamentally change. In recent years, with the expansion of colleges and universities, a large number of graduates go to the society every year, which is a very powerful opportunity for enterprises to choose talents. On the basis of adhering to the principle of capabilities, enterprises should do a good job in introducing graduates in a planned way, which is the basic team for enterprise development. 2. The realization of key positions and talents in short supply must be market-oriented. On the basis of deepening internal mechanism and managing internal talents, enterprises should make market-oriented choices for key positions and talents in short supply. First, there is really no suitable talent within the enterprise; Second, selecting outstanding talents for the market can bring innovation and vitality to enterprises; Third, the joining of outstanding talents within the enterprise will put pressure on the talents within the enterprise, thus stimulating everyone's enthusiasm for learning and improving the innovation ability of the enterprise. New Yansha Group has made some attempts in this regard. This year, the Group entrusted Beijing Gao Shuang Talent Service Center to recruit CEO and marketing director for key projects of the Group, as well as some talents in short supply, which attracted more outstanding talents to join the Group's development. 3. Establish a mechanism to retain talents, make good use of talents and cultivate talents. If enterprises want to participate in the competition in the talent market, the enterprise mechanism must be in line with the talent market. If the enterprise does not make a breakthrough in the mechanism, even if it introduces excellent talents, it will not stay. Enterprises should establish an effective mechanism for introducing, retaining, using and cultivating talents. According to the market level, reform the salary distribution of enterprises to make the salary competitive in the market and tilt to key positions; According to the market demand, determine the enterprise training plan, ensure the training effect and improve employee behavior; According to the market mechanism, establish a plan for the growth and use of talents in enterprises to achieve a win-win situation for enterprises and talents. 4. Optimize the talent growth environment. Changes in the environment are more likely to lead to changes in employees' behavioral motives. State-owned enterprises should attract talents with their growing careers and broad development prospects, unite people with excellent corporate culture, and strive to create useful places. Many people hope that their enterprises can develop continuously, have broad development prospects, give full play to their talents and maximize their self-worth. Through the marketization of talents, capable talents can give full play to their expertise and maximize their interests. (4) means innovation. Build an efficient and efficient talent information network platform to speed up the process of talent market allocation. In order to optimize the talent allocation structure, we can use modern information technology to establish an open, mobile, efficient and joint "talent information database" and build an open talent environment. By establishing a "talent information database", we can revitalize the existing talent resources of enterprises, tap, introduce, reserve and select high-quality talents in short supply, realize the sharing of talent resources within enterprises and even within the society, provide a strong talent guarantee for the sustained and rapid development of enterprises, and thus promote the process of talent market allocation. The marketization process of enterprise talents is unstoppable.