Enterprise talent management strategy

Talents are the backbone of enterprises, especially in the fierce market competition, the competition among enterprises has been transformed into talent competition. As far as companies with no advantages in retaining talents are concerned, in order to survive and develop, companies must attract a group of outstanding talents, make good use of and cultivate existing talents, and it is very important to revitalize existing talents, implement talent management strategies and reduce talent management risks under the management of modern enterprises!

enterprise talent management strategy

1. Correctly understanding talents

Talent is a very abstract and concrete concept. Talent is not a simple superposition of academic qualifications and professional titles, but an organic combination of work experience and work skills. At the same time, it should have the spirit of pursuing career and the ability of pioneering and innovating. When dealing with talents, we should treat them correctly. Talents are often a little "prickly" and a little individual. We should not be "picky" when dealing with talents, let alone ask talents to do everything, but be tolerant and generous, look at their main aspects, take their strengths and give full play to their advantages. However, it should be noted that talent without virtue is not talent, but talent with virtue is talent.

Second, we should be good at identification. Although people who are not known often comfort themselves with "gold always shines", people are not gold after all, and their life is short. If a talent is appreciated and used only after the glorious period of his life, his talents cannot be fully exerted, which wastes talents. A swift horse needs Bole to identify it. Without Bole, where can a horse travel thousands of miles? The same is true for talents. Only by having a high-quality human resources team, developing human resources, identifying talents among the masses, selecting talents and excavating talents can we avoid talent waste.

Second, boldly introduce talents

Business operation is a key event in enterprises, and it is really not easy to do it well. People-oriented and flexible mechanisms should be actively adopted to attract more outstanding talents to work in enterprises. Therefore, it is necessary to increase the introduction of enterprise management talents, hire management talents to work in enterprises within a larger scope of talents, and cultivate a group of management talents who master advanced technology and management knowledge and can resist or cooperate with competitive units through enterprise training.

second, we must do everything possible to introduce scientific and technological talents suitable for enterprises. "Science and technology are the primary productive forces", we should boldly introduce senior scientific and technological talents with high degrees, many experiences and mastering the development direction of the industry to enterprises as discipline leaders, blaze new trails, enhance the stamina of enterprises and continuously improve their core competitiveness.

3. Rational use of talents

After talents are identified and excavated, enterprises should use talents rationally and take measures to stimulate their creativity. First of all, we should further reform the personnel employment system. We must break the "iron rice bowl", break the stereotype of "seniority", create equal competition opportunities for each talent, encourage outstanding talents to stand out, form a personnel employment pattern that can be promoted, promoted, leveled and eliminated, and create a good employment and competition environment for talents.

Secondly, we should rationally allocate talents to make the best use of them. From the perspective of modern management psychology, everyone wants to have a good social image and have certain responsibilities and authority while constantly realizing their own values. Management talents should be placed in certain management posts, and scientific and technological talents should be placed in important and key technical posts, which will put a certain burden on talents, and at the same time give them some room for development, fully mobilize their enthusiasm and give full play to their creativity.

Fourth, optimize the environment, so that talents have a stage to display their talents

High salary is a necessary condition to lure talents to stay in the enterprise, but it is not the most sufficient condition. Therefore, in the face of the reasons for brain drain, we can find that salary is indeed very important, but compared with the sense of accomplishment brought by work, in the eyes of many people, salary will be in a secondary position, and the lack of attention to employees is the most fundamental reason.

What real' talents fear most is not the poverty of life, but the depletion of their talents and will by the environment. No matter how capable a person is, if he is bound by some important conditions that are objectively impossible to achieve, then he can only do nothing. Everyone wants to do something, and they all want to find opportunities to display their talents, and seek the realization of their own values and potential. When talents feel depressed in the working environment and it is difficult to give full play to their own potential, it is often easy to seek a working space that can give full play to their own values and potential.

It can be seen that having talents does not mean having everything. If there is no environment suitable for the development of talents, talents will naturally drain. Enterprises should optimize the environment for talents' survival and development, build a bridge for talents to achieve academic achievements, and lay a big stage for him to fully display when he has the ability to dance. Creating an environment conducive to the growth of talents and providing a broad vision space and growth stage for outstanding talents is a magic weapon for enterprises to retain talents and a positive approach to prevent brain drain. Paying attention to talents and reasonable promotion can avoid brain drain, thus maintaining the stability of human resources in enterprises. Only by respecting talents, attaching importance to talents and cultivating a soil suitable for the growth of talents can talents be deeply rooted in the fertile soil of enterprises, and can they take root, sprout, blossom and bear fruit here.

5. Make a good career development plan for talents, so that talents and enterprises can grow at the same time

The development of talents requires the cultivation within enterprises, the transformation of textbook knowledge and basic common sense problems into practical work skills suitable for enterprise development, the expansion of talents' value and the improvement of work performance, and the continuous growth of enterprise development. Only by doing this can enterprises survive and grow in the fierce competition.

Therefore, the way for enterprises to retain talents is to constantly let talents develop and rely on talents' intelligence to bring more corporate wealth to enterprises. Career development is to train talents at work, and to make use of work to improve each other's ability or attitude. Enterprises can make full use of industry and social training resources to carry out targeted training for employees.

teach employees problem-solving skills, communication skills and team-building skills, and at the same time, more companies pay attention to training employees' dedication, values and team spirit. Lenovo enterprises provide every employee with equal opportunities for development, and make full use of their talents, so that everyone can grow into talents and increase their talents.

employees and enterprises depend on each other, promote each other and develop together. While striving to create an environment suitable for the development of talents, enterprises focus on cultivating talents according to their own development needs, make systematic training plans, and constantly update their knowledge. It is necessary to make talents feel hopeful, promising and promising, provide them with opportunities for learning and development, and make their personal career planning consistent with the overall goal of the enterprise.

The retention of talents by enterprises is the key to the implementation of sustainable development. Therefore, enterprises must establish measures to retain talents from the management system. Create a good enterprise environment and provide a good living, working and entrepreneurial environment for the development of talents. Through four measures, we can retain outstanding talents and give full play to their roles, laying the foundation for the long-term development of enterprises.

talent management in architectural design enterprises from the perspective of strategic human resource management

I. Theory and application of strategic human resource management

The theory of strategic human resource management originated in 198s, and was first put forward by American management scholars. The early research focused on the fields of human resource theory and organizational behavior theory, and then gradually turned to macro strategic orientation, focusing on the overall relationship between human resource management and organizational performance. In 199s, Wright and Mcmanhan defined strategic human resource management as strategic human resource planning and deployment to achieve the strategic objectives of enterprises. Snell, on the other hand, puts forward the theory of integration of human resource management and organizational strategic system, pointing out that strategic human resource management can achieve the goal of coordinated strategic development of enterprises through self-improvement and self-control of all kinds of personnel in the organization; Delery and Doty further defined the components of strategic human resource management practice, namely, internal career opportunities, formal training system, performance evaluation system, profit sharing, employment security, employee feedback and work planning.

according to the above theory, the strategic human resource management of modern enterprises usually focuses on three aspects: talent selection, talent training and performance management. In terms of talent selection, at present, many enterprises have strict and distinctive talent selection mechanisms, and make different focused talent recruitment strategies according to different strategic development needs to ensure that talents who meet the current business needs can be quickly and effectively found from the talent market; In terms of personnel training, by building corporate culture and improving employee training system, employees' potential can be stimulated, and a differentiated and competitive atmosphere can be created, so that employees can constantly improve and surpass themselves; In terms of performance management, enterprises usually use equity incentives to attract talents to contribute their intelligence, which makes employees and enterprises become the same fate, invest in each other, and have the same rights and responsibilities.

from the above analysis, we can see that in the strategic management of modern enterprises, the importance of human resource management has risen to an unprecedented height. Human resource management is no longer an isolated and micro-level department, but the core work of enterprise management, which requires giving full play to its guiding and promoting role and influencing the system framework of enterprise sustainable development from all aspects.

second, the current problems of human resource management in architectural design enterprises in China

As a knowledge-intensive service industry, architectural design industry has higher requirements for its human resource management level. Because the employees in the design industry themselves are engaged in a job that requires a high degree of creativity and overall planning, and they need to gain a high degree of autonomy in their working environment and working conditions. In addition, due to the long-term dual-track system of planned economy and market economy in China, many large design institutes with great influence have difficulty in changing their personnel management ideas under the planned economy system for a time, and their acceptance and application of modern human resource management concepts need to be further improved. However, most architectural design enterprises under the market economy system are in the initial stage because of the accumulation of social resources, and they have no intention, ability and courage to deploy various construction contents of strategic human resource management. Specifically, the author mainly summarizes the following problems:

1. There is a lack of strategic planning for talent recruitment and reserve, and the structure is unbalanced < P > At present, there are structural problems in the human resources reserve of design institutes. Because the major architectural colleges generally adopt elite education for the cultivation of architectural design majors, there is a general lack of some basic education for architectural design, so the fresh graduates trained and provided by colleges are generally out of touch with the actual work needs of design institutes. In short, a large number of work skills needed in design institutes are. In this context, the design institute should make full preparations in the work of human resources reserve, and take targeted measures to optimize the structure of human resources reserve, otherwise the talents recruited will not meet the actual needs; On the other hand, the scheme design ability cultivated by colleges and universities is an important part of architects' professional quality, but because of the personnel composition structure of design enterprises, the scheme design work can only be completed by a few people, most of whom are engaged in scheme refinement, and there is a lack of strategic planning and planning for these two aspects, such as personnel ratio, personnel reserve and personnel conversion.

2. The concept of human resources management needs to be strengthened

The human resources of architectural design enterprises are the most precious core resources of the enterprise and even the industry. However, due to the long-term institutional inertia, many architectural design institutes and architectural design enterprises that have completed the restructuring still have more or less the consciousness of personnel management in the planned economy. On the one hand, there is no modern human resource management concept in the leadership, and some design enterprises even have no special human resource development and management department.

3. Single means of performance management

Design enterprises generally adopt the performance management means of salary incentive, in short, the output value commission. For designers with professional qualifications and rich design experience, salary incentives make most of their work and energy focus on endless repetitive work, and it is difficult to take time out to innovate, thus affecting the implementation of corporate brand and innovation-driven strategy; For young designers who are newly employed, the lack of professional experience leads to low output value, and it is difficult to gain a sense of identity in the whole design company, which needs to be compensated by invisible welfare and training system.

Third, the strategic construction of talent management system in architectural design enterprises

Based on the theory of strategic human resource management and combined with the characteristics of human resource management in architectural design enterprises, The author suggests to build the talent system from four aspects: talent selection and reserve, internal growth opportunities, performance management innovation and organizational culture innovation:

1. Talent selection and reserve

Pay attention to the core position of human resource planning from the strategic height of enterprise development, incorporate human resource planning into enterprise development strategy, and adjust human resource planning in time according to the internal and external development environment and strategic objectives of enterprises. And build a flexible and eclectic talent recruitment and selection mechanism, establish a good cooperative relationship with colleges and universities, conduct two-way evaluation with colleges and universities, select colleges and universities with stable talent delivery and higher adaptability as strategic talent reserve bases, establish long-term internship training relationships, and extend the training internship period, so as to achieve seamless docking between fresh graduates and enterprise work needs.

2. Internal growth opportunities

Design companies should build a multi-level and systematic training system for employees, especially the vocational qualification training system, to help employees improve their professional quality and creativity; Provide employees with various growth opportunities and career development plans, set up special expenses for employee training, and make employees grow through various channels. It should be noted that this growth does not specifically refer to the promotion of positions or salaries, but an all-round promotion channel for employees, providing employees with multiple value orientations, such as implementing the partner promotion system.

3. In terms of performance management innovation

First, we should innovate the performance evaluation system, break the management idea of "only focusing on the output value", constantly improve the innovation environment of employees according to the strategic development orientation of enterprises, vigorously promote the innovation drive, and build core competitiveness. At the same time, it is necessary to establish and strengthen the equity incentive system and share the surplus value of enterprises, so that the individual salary incentive can be synchronized with the development and profit growth of enterprises, and the attractiveness and leadership of enterprises to employees can be continuously enhanced.

4. Organizational culture innovation

Based on the characteristics of knowledge-based employees and innovative work, we should create a new organizational structure and corporate culture, give each project team full decision-making power and self-management power, strengthen the shaping of teamwork spirit, implement a flexible working system with efficiency and results as the key indicators, strengthen the core position of innovation in corporate culture construction, and constantly enrich and strengthen the contract between employees and enterprises through organized cultural construction and logistics support system, so that employees can work in the enterprise.