How to solve the following problems?

Feilong Group’s mistakes in building a talent team

In October 1990, Feilong Group was just a small business with a registered capital of 750,000 yuan and dozens of employees. In 1991, The annual profit was 4 million yuan, 60 million yuan in 1992, and more than 200 million yuan in 1993 and 1994. In just a few years, Feilong Group has achieved rapid success and its "bullishness" has skyrocketed. You must still remember the slogans: "When the strong wind rises, the dragon takes off, and the five continents block the sun and the dragon takes off", "Aim for the world and create glory again." But since June 1995, Feilong Group suddenly published an advertisement in the newspaper - Feilong Group went into rest and then disappeared. It seemed to be escaping all hot times and hot occasions and living a secluded life. No one could say Don't know what they are doing. In June 1997, Jiang Wei, who had disappeared for two years, suddenly emerged from the ground. I confessed at the press conference: In the past two years, I refused any interviews, completely cut off contact with the press, and lived a life of near isolation from the world. I shut myself up and thought about my mistakes, practicing internal skills, in order to reborn and change my past.

After two years of introspection and contemplation, Jiang Wei's comeback has provided Chinese companies with a "precious asset". What he calls himself "Twenty Mistakes of CEOs". In particular, the "four major mistakes in talent" were mentioned.

(1) There is no long-term talent strategy

The essence of the market economy is the competition for talents. This is a commonplace issue. Looking back on the development of Feilong Group, except for strictly recruiting marketing talents from the society in 1992, it has never seriously strategically designed the talent structure. Recruit people randomly. Recruit people based on favors, even family ties. family. Abnormal recruitment practices such as marriages continued for three years. As a company that has developed into one of the top pharmaceutical and health care products companies in China, it may be difficult for outsiders to imagine that the company does not have a complete talent structure and complete regulations for selecting and cultivating talents; a cutting-edge enterprise competing in the market economy does not have a complete talent structure. Realize talent management. Talent competition. Marketization of talent use. The low quality of personnel has caused the company to be at a low level. Low quality running status. The enterprise's talent quality is single and its knowledge complementary ability is very weak, and it cannot become an organic and rapid development whole. The unreasonable talent structure also causes the uneven development of various departments of the enterprise and the emergence of weak enterprises. Big market. Weak quality inspection. Big production. Weak finances. Unbalanced or uncoordinated development situations such as large marketing often occur due to unreasonable talent structures, resulting in weak talent departments. destroy. The rapid development of the strong talent department has been stagnated. In the end, the entire company's development slowed down or even stagnated.

Since there is no long-term talent strategy, there is no talent reserve concept. When an enterprise develops and enters a new industry or enters a new stage, it is suddenly discovered that there is no talent reserve. Therefore, in the development of the enterprise, it is often in a situation of talent shortage, rushing to sell products on the shelves, and often paying heavy tuition fees.

(2) The talent mechanism is not market-oriented

Feilong Group has made two mistakes in its concept of talent: first, talents do not flow easily, and second, it cultivates talents by itself. Important departments have been ignored for a long time. Key departments. The recruitment and use of mature talents by departments in urgent need has resulted in the current low quality of personnel. Mistakes that make it difficult for companies to run with high quality.

(3) Single talent structure

Due to the professional nature, Feilong Group started in 1993 and blindly recruited a large number of people in the field of traditional Chinese medicine without designing a talent structure. Professional talents are placed in all departments and organizations of the company to form the top management of the company. The single knowledge structure at the middle level leads to an unreasonable talent structure in the enterprise, which seriously hinders the development of a large enterprise.

(4) Poor talent selection

In March 1993, a senior leader’s mistake caused the director of the marketing center to leave the company, and the marketing center fell into chaos. This incident reflects a common phenomenon in the Feilong Group - weak commanders and strong generals. The fundamental reason for this phenomenon is that the internal competitive recruitment mechanism within the group has not been resolved. Strong generals cannot become strong managers, and weak managers cannot succeed in their positions. Strong generals simply do not accept the management of weak managers, and weak managers cannot manage strong generals at all. , in this way, it actually resulted in the inability to manage and lack of management, the emergence of warlord separatism, and the rise of the mountain as the king. The iron position is originally a disease of state-owned enterprises, but it has spread in Feilong Group, a private enterprise.

Question: Please use human resource planning and recruitment theory to analyze.