Optimizing employee experience and talent management is enough?

When socialization and mobility affect our lives, they are also changing the way we work. Mobile recruitment, smart office and other ways provide convenience for employees and enterprises, and more and more enterprises begin to attach importance to employee experience. This is a good phenomenon, and any innovation to improve employee experience is worth learning. However, in Besson's view, only paying attention to employee experience, but ignoring the essence of employee success, can be described as putting the cart before the horse.

Here, Beisen shares a study with you: Boris Groysberg, a professor of business administration at Harvard Business School, and Abhijit, an independent researcher.

Naik found that no matter in a certain field, as long as you meet a good leader, even if you get less money, it must be a temporary phenomenon, and your personal value will increase rapidly with his help. Driven by the market

Today, the identity of enterprises is also evolving to managers, and its mission is not only to make profits. How to make employees grow up with enterprises is a topic that enterprises need to think about in the next step.

At the beginning of 20 15, Beisen will be the Human Resources Department.

Renaming the employee success department is also based on this idea. As a group of people linked by occupation and career, the most stable foundation of an enterprise is to ensure the career of employees while realizing the success of the enterprise.

Success. This foundation also determines that the relationship between talents and enterprises must be dynamic, and employees cannot succeed. Even if they are not eliminated, they will actively look for a more suitable platform. At this time, even the best experience will become the time for talents to leave.

A sigh of regret.

Experience is the process, and success is the result.

In modern commercial society, enterprises have been faced with two markets, the front end is the product (service) market, and the back end is the increasingly competitive talent market. These two markets are mutually causal, but the success or failure of the talent market determines.

Improve the competitiveness of enterprises in the product market. In other words, from the perspective of product market, making customers successful is the long-term foundation of the enterprise. Then only by making talents successful can customers succeed. Therefore, let employees succeed.

The real mission of enterprise talent management. Of course, a good employee experience is the means and process to realize this mission, not the result and end point.

Today's enterprises are no longer like traditional enterprises, but more like Hollywood film production teams. Work together to solve the project. After the completion of the project, each team gained corresponding experience and experience. In the final analysis, the foundation of the enterprise.

Quality is to tap the work goodwill of every employee, inspire and release it. As a manager, it is more important to stimulate and release people's inner potential, create value, seek happiness for others and successfully realize their own value.

No matter how good the experience is, if employees can't succeed in their careers, it won't last long after all. In-depth practice of humanized management, such as HP and other former giants will inevitably be unable to help employees because of strategic mistakes.

Workers continue to create career success under the new normal, leading to the end of talents parting ways. Besson, who established the employee success department, put forward the TSC integrated talent management model based on the concept of "talent success"

The integration of "merit" and "talent creation" wins.