Enterprise Talent Management Paper

Essay on corporate talent management

In ordinary daily life, everyone has the experience of writing essays, so they are very familiar with essays. Essays are a comprehensive style of writing. A person's comprehensive ability and professional foundation can be directly seen through the paper. I believe many people will find it difficult to write a paper. The following is a paper on corporate talent management that I have carefully compiled. It is for reference only. I hope it can help everyone.

Enterprise Talent Management Paper 1

Abstract:

With the advent of economic globalization and informatization, the competition among enterprises has changed from the competition of capital to In the competition for talents, talents determine technology, talents determine enterprises, and talents determine development. How to retain talents is a problem that many companies need to seriously consider. Nowadays, many state-owned enterprises have a serious problem of brain drain, which has become a bottleneck restricting the smooth development of state-owned enterprises. This article discusses the causes and solutions to this phenomenon.

Keywords: Reasons for brain drain in state-owned enterprises and countermeasures

Faced with increasingly fierce market competition, only companies with high-quality human resource teams can survive in this competitive era. . In the process of economic globalization, whoever has high-quality talents and gives full play to this advantage will be able to seize the initiative in development and thus gain an advantage in competition. It can be said that competition between countries and competition between enterprises are essentially competitions for talents. However, due to various reasons, the brain drain problem in state-owned enterprises is relatively serious. How to retain talents is now a question that many state-owned enterprises are thinking about.

1. Reasons for brain drain in state-owned enterprises

First, the salary level of employees in state-owned enterprises is low. Due to the uneven regional economic development in our country, living, working, and scientific research conditions are far inferior to those in developed areas. Under the same labor intensity, the income gap is large. It is this imbalance and difference that leads to some brain drain. In addition, unreasonable distribution methods and the existence of the "big pot rice" phenomenon in some state-owned enterprises are also important reasons for the loss of talents in state-owned enterprises.

Secondly, state-owned enterprises lack a scientific and reasonable performance appraisal mechanism. The phenomenon of "seniority ranking" in enterprises is serious, and they cannot correctly understand the work ability of young talents, so that young talents rarely have the opportunity to display their talents. Chance. In addition, in terms of application assessment, the plan for introducing outstanding talents into enterprises should be strengthened to provide more talents with opportunities and platforms to display their talents. On the contrary, if state-owned enterprises cannot give full play to their corporate advantages and cannot provide good conditions for the development of talents, it will lead to the loss of talents.

Thirdly, some grassroots units in state-owned enterprises are responsible for ensuring regional economic development and the normal life of residents. They are located in areas with difficult working and living conditions. The deficiencies in living and working conditions will be Influence employees' work enthusiasm. Taking my country's electric power companies as an example, some grassroots units are located in mountainous areas or suburbs, with relatively closed living environments and inconvenient information and transportation. This, to a certain extent, limits the personal life and development of employees, especially young employees.

Finally, there is a gap between the personal development design of talents and the development plan of the enterprise. In state-owned enterprises, most of the outstanding talents are recognized for their personal professional knowledge after strict selection. However, after entering the grassroots units, they lack personal development plans and practical understanding of the enterprise in actual work. The actual working environment and conditions cannot be well adapted, resulting in brain drain.

2. Countermeasures for brain drain in state-owned enterprises

First of all, it is necessary to establish a remuneration system that fully reflects the labor value of talents and improve the distribution system. The level of employee remuneration should be appropriately improved at work, and a reward mechanism should be set up in terms of remuneration for outstanding talents who have outstanding performance and contributions at work. This can improve employees' work enthusiasm, stimulate their enthusiasm, and enhance their competitive awareness, thereby enhancing the overall competitiveness of the enterprise.

On the contrary, if wages and benefits cannot be allocated reasonably and effectively, employees' work enthusiasm and work efficiency will be affected, which will affect the good development of the enterprise.

Secondly, improve the assessment mechanism to achieve fair and efficient employment. In actual work, it is necessary to conduct a comprehensive evaluation of each employee's work through performance appraisal, so as to place them in appropriate positions and achieve efficient matching of personnel and positions. At the same time, in terms of selecting talents, state-owned enterprises should develop flexible and standardized selection systems to assess talents from multiple aspects to achieve scientific and efficient selection of talents and avoid the waste of talents.

Thirdly, state-owned enterprises should continue to improve their production environment and infrastructure. As an important part of economic development, state-owned enterprises should also learn from advanced production experience at home and abroad and introduce relevant production technologies in the process of constantly improving themselves, constantly improve their production capacity, improve production methods, improve the production environment, and contribute to the efficiency of enterprises. Provide good conditions for development, thereby improving the market competitiveness of state-owned enterprises. In addition, while improving production facilities, we should also pay more attention to the working conditions of employees. For example, some grassroots power companies ensure the safety of employees to the greatest extent and ensure basic requirements in life, and they can also add rich activities after work. In terms of employee life, we use a variety of methods to improve employees' production enthusiasm and employee cohesion.

Finally, most of the talents introduced by state-owned enterprises are fresh university graduates. The characteristic of this type of talents is that they have strong professional knowledge but lack of practice. Therefore, when entering actual work, especially in grassroots units, they will choose to leave due to lack of correct understanding of actual work and self-generated incompatibility. Therefore, the selected talents should have a training plan at work to establish correct work concepts, encourage them to start from the grassroots level, and continuously enhance their own adaptability and work ability. In addition, state-owned enterprises also need to strengthen employee communication and exchanges by carrying out some activities, guide employees' career design, combine corporate strategic goals with personal goals, and continuously explore the value of talents. Through the joint efforts of the company and its employees, while enabling the company to develop well, it can also promote the realization of its personal plans and enhance the cohesion of employees.

3. Conclusion

The brain drain of state-owned enterprises is an objective phenomenon that is difficult to contain in the development process of market economy. This phenomenon is caused by both the enterprises themselves and the employees. personal reasons. If enterprises can realize their own shortcomings and take some measures to change them, and at the same time individual employees can formulate reasonable career plans and establish a correct outlook on employment, then the phenomenon of brain drain in state-owned enterprises can be curbed, and thus better Promote the good development of state-owned enterprises.

References:

[1] Yang Lianwen. Research on the causes and countermeasures of brain drain in construction enterprises [D]. Shandong University, 2011.

[2] Li Jun. Research on brain drain countermeasures of a state-owned railway enterprise - LY plant [D]. Southwest Jiaotong University, 2006.

[3] Xu Xiaoying. Adhere to use-oriented and prevent brain drain - state-owned enterprises under the new situation Analysis of the causes and countermeasures of brain drain in enterprises [J]. Entrepreneur World (Theoretical Edition), 2010.08.

[4] Shi Jinyuan. Brief analysis of the causes and countermeasures of brain drain in state-owned enterprises [J]. Mechanical Management Development, 2010.06. Enterprise Talent Management Paper 2

Abstract:

Talent is the most valuable resource of an enterprise, and the most important thing in enterprise management is the management of people. To this end, enterprises should pay attention to the principles of human resource management, update the thinking of human resource management, and study the impact of leadership art on human resource management. In this way, the enterprise can truly make the best use of talents and talents.

Keywords:

Human resources; management; principles; leadership; ideas

Corporate talents are the most valuable and decisive of all corporate wealth. resource.

In the final analysis, modern enterprise management is about talents who master modern management science knowledge and modern scientific and technological knowledge. They must implement successful scientific management of modern enterprises and continuously improve the modernization level of enterprise management. Human resource management emphasizes that there are no mediocre people, only improperly used talents. Accurate description of corporate positions and objective evaluation of employees are the prerequisite for assigning appropriate positions to each employee. People have thoughts, desires, and needs. At the same time, people are also malleable, and some personality traits can be changed. Therefore, managers should pay attention to fully tapping people's potential and discovering talents while accepting theoretical guidance. A scientific management technology and an effective talent management mechanism will definitely create a magnificent development of an enterprise and a glorious journey. Therefore, a scientific talent management system needs to be developed and explored.

1. Analysis of the prospects of management

(1) The core issue of management is the management of people

Human resource management starts from the perspective of resource development and utilization . It is very important for enterprise management to comprehensively and systematically discuss issues such as personnel matching, performance appraisal, salary and remuneration, and combine this discussion with input-output analysis to improve enterprise operating efficiency. The development trend of modern enterprise management is to replace traditional personnel management with the theory and methods of human resource management, and gradually become the common sense of enterprise managers.

(2) Comparison between traditional personnel management and human resources management

(1) Traditional personnel management emphasizes "management", pays attention to the constraints and control of employees, and puts the human resources related to employees into Expenses are only regarded as labor costs, and efforts are made to control and reduce them, rather than focusing on the development and value-added of human resources themselves.

(2) Human resource management regards people as resources, and they are creative. The most valuable resources are special resources that can bring huge returns. Systematic coordination and control in the recruitment, allocation, assessment, remuneration, and development of corporate talents to achieve corporate benefits and employee value.

2. The secret of enterprise talent management

The use of talents is the purpose of enterprise talent development, and the management of talents is a necessary condition for enterprise talent development. Only by using and managing talents well can an enterprise achieve effective talent development, bring economic development to the enterprise, and make the enterprise prosperous and enduring. However, what aspects does an enterprise's talent management mainly focus on?

(1) Principles of talent management

The talent management of enterprises in the 21st century must obey not only the development laws of social economy, politics, science and technology, but also the growth laws and talents of talents. development trend. Therefore, talent management activities cannot be managed solely based on temporary subjective consciousness. It is also necessary to establish relatively complete talent management principles that are in line with historical trends, so that talent management can gradually become scientific, systematic, modern, and institutionalized. The main principles it adheres to are:

(1) The principle of competence.

(2) Coordination principle.

(3) Principle of leniency.

(4) Optimization principle.

(2) Changes in employment thinking

So far, the talent management system in some enterprises is not perfect, and there are still some old regulations that are not conducive to the growth and use of talents. This is a problem for enterprises. Disadvantages of development. Therefore, in order to make enterprise talent management move towards a systematic and scientific track, we must emancipate our minds, seek truth from facts, eliminate backward and outdated ideas, have the courage to free ourselves from those old and wrong ideas, and master and apply the scientific employment of people in the new era. point of view. Therefore, the transformation of the talent management system depends on the changes in the thinking of employing people. The first taboo is to appoint people only for "relatives"; the second taboo is to appoint people only for "qualification"; the third taboo is to appoint people only for "reliance"; the fourth taboo is to appoint people only for "submission". Therefore, enterprise development, talent management, and leaders have become top priorities.

(3) Leadership Charisma

Leadership plays a core and leading role in managing the operation and development of an organization. He determines the direction and level of the normal operation and development of an enterprise. Understanding the behavioral patterns of leaders in the leadership process can help improve leadership effectiveness. So how do you demonstrate leadership charisma? It can be shaped from the following aspects:

1. Leadership style theory. The so-called "leadership style theory" refers to the sum of the relatively fixed and used behavioral methods of leaders in leadership activities. The individuality that a leader demonstrates in his or her work style. Of course, every leader has his own fixed style of work, but ultimately it should be based on the development of the enterprise. In the book "Principles of Management", leadership styles are divided into three types: centralized leadership, democratic leadership and laissez-faire leadership. These three leadership styles will bring certain economic benefits to different companies and companies in different periods. Therefore, we leaders should analyze specific issues in detail.

2. Communication. In an enterprise, both top-level leaders and lower-level managers must communicate with their subordinates. The main rules for communication are:

(1) Be proactive in dealing with subordinates and take the initiative to deal with some situations of subordinates. Understand and provide corresponding help to promote their influence.

(2) Be strong and broad-minded. Especially when you are misunderstood by your subordinates, do not worry about it, hold on to it, and try to explain it.

(3) We must dare to appoint those who have opposed us, including those who have been proven wrong in practice, and we must give equal appointments to mobilize their enthusiasm.

(4) When subordinates encounter difficulties, encourage them, care about them, and help them.

3. Humanity. Humanized management has gradually become a development trend of modern enterprise management, but how does an enterprise implement humanized management? The main measures are:

(1) Adopt flexible working methods, ask employees to make suggestions, listen to what contributions they can make, and let them decide how to do it.

(2) Appropriate intermittent rest, because rest is like sharpening a knife. If you want to chop wood quickly, you must be willing to give up the time to sharpen the knife.

(3) Congratulations on every success. Successful moments are unforgettable, and companies can contribute to this unforgettable moment by allowing all employees to relax and have fun.

(4) Congratulate employees on their birthdays. Companies can organize small birthday parties so that employees can experience a "home" atmosphere.

4. Use of authority. To achieve the organizational goals of an enterprise, (continued from page 68) (continued from page 50) power is an inevitable condition. The purpose of leaders using power is to ensure that the organization's goals are effectively achieved. But how to use authority correctly and effectively?

(1) Power must be allocated correctly and scientifically based on the functions and tasks of each employee in each department.

(2) Do not overstep your authority. Superiors should not interfere with work within the scope of authority of subordinates, and subordinates should not give advice on the decisions of superiors.

(3) A standardized system must be formulated scientifically and clearly to ensure the allocation of power, and it must be implemented in practice.

(4) The use of authority must be combined with democratic management, ideological work and the managers’ personal teachings.

(5) Rewards and punishments must be clearly defined.

(4) The art of motivation

The so-called "motivation" in management refers to managers using various management methods to stimulate the needs of the managed, stimulate their motivation, and make them The psychological process of moving toward a desired goal. But motivation is an art. What kind of incentives can maximize the enthusiasm of employees and maximize the benefits obtained by the company. The two-factor theory proposed by American psychologist Herzberg. It emphasizes that managers must pay attention to how to make subordinates get satisfaction from their work.

Managers must be good at distinguishing the two types of factors that exist in management practice, and provide basic satisfaction for health factors to eliminate employee dissatisfaction. Managers are also required to provide targeted incentives. The work enthusiasm and inherent potential of employees are the fundamental driving force for enterprise development, and can only be fully unleashed through continuous motivation. However, this story tells us that incentives are changeable and not constant. Only by providing corresponding incentives according to the actual situation can the fatigue period of incentives be prevented.

The 21st century is dominated by the knowledge economy. The essence of the knowledge economy is science and technology, and the core is talent. With the development of my country's market economy, talent management has become the focus of enterprise management. The effective way is to standardize and legalize corporate talent management. This is not only an inevitable requirement for the development of market economy, but also an important guarantee for the long-term development of enterprises.

References

[1] Qin Zhihua. Human Resource Management [M]. Beijing, Renmin University of China Press, 2000.

[2] Wang Zekun. Management Secrets[M]. Beijing: China Textile Publishing House, 2006.

[3] Zhang Longzhi, Pan Tianmin. Enterprise Talent Development [M]. Liaoning: Liaoning Appointment Press. Enterprise Talent Management Paper 3

Abstract:

With the development of productive forces, my country's socialist market economy has made great progress. In the environment of rapid economic development, the status of talents is becoming more and more important. This has become the common understanding of enterprises. Talent is the core competitiveness of an enterprise. If an enterprise wants to achieve real progress and development, it must rely on the talents it leads. Therefore, it is particularly important for enterprises to establish a people-oriented concept of cultivating talents. This article discusses the importance of people-centered corporate administrative management and how to implement the training of human-centered corporate administrative management talents.

Keywords: people-oriented, corporate administration, talent training

The so-called talent training refers to the training and development of talents. The talent training model differs depending on the central guiding ideology. The purpose of the talent training model is to cultivate corporate administrative management talents. Through cooperation between certain schools and some enterprises, the goal of talent training will be organically combined with many other external factors to achieve the effects of cultivating talents expected by enterprises and schools. Many modern enterprises have encountered talent bottlenecks in the process of development. The lack of human resources has seriously hindered the development of enterprises. So the concept of "people-oriented" was put forward. It is required to start from employees, be people-oriented and care about employees. Respect the existence value of every employee. To fully mobilize the enthusiasm of employees to create wealth for the company, so that employees can actively participate in the construction of the company. To solve the problems encountered in the development process of enterprises, especially the talent bottleneck problem. The people-oriented theory of cultivating talents can effectively promote the rapid and stable development of enterprises and maximize corporate profits.

1. The importance and necessity of people-oriented talent training programs

People cannot be judged by their appearance, and every employee may be a potential talent. Therefore, it is even more important to implement a people-oriented enterprise administrative talent training program. If companies can provide employees with suitable opportunities and environments, they will be able to discover more talents. Therefore, companies should focus on cultivating the quality of their employees. Put quality training at the top of the enterprise's administrative talent training, take it as the primary goal, and fully mobilize the enthusiasm of employees. Make full use of human resources a top priority, adopt democratic management methods, and strengthen the ideological construction of employees. Enable employees to have good self-management skills and good self-discipline capabilities.

1. The importance of humanistic corporate administration. The importance of cultivating people-oriented corporate administrative management talents. People-oriented is the core of the socialist scientific outlook on development. Enterprises must fully realize this and actively follow it. Respect the status and role of company employees as owners of the company. Mobilize employees' enthusiasm to create more wealth for the company. It is conducive to the rapid development of enterprises, improves economic benefits and enhances corporate vitality, forming a virtuous cycle.

In modern economic society, it is not so much the competition between enterprises, but the competition between the talents of the leaders of each enterprise. First-class products are based on first-class enterprises, and first-class enterprises are based on first-class talents. Only by achieving the best of all three can we occupy a favorable position in the market, ensure the benefits of the enterprise, and enhance the core competitiveness of the enterprise.

2. The necessity of people-oriented corporate administrative management. The necessity of cultivating people-oriented corporate administrative management talents. People-oriented in the enterprise means that in the enterprise, employees are regarded as the center, people promote things, and the management of counterpoints is promoted by strengthening the management of employees in the enterprise. This promotes the overall management process of the enterprise. Therefore, it is very important for enterprises to make reasonable use of talents when employing or recruiting, which can effectively avoid the waste of resources and human capabilities. As an enterprise's administrative management, we must make the best use of people's talents just as we make the best use of materials. We can avoid the loss of outstanding talents by providing benefits, promotions and salary increases.

2. How to adhere to the people-oriented theory

People-oriented seems simple, but it is not easy to implement. Its implementation process directly affects the development of the enterprise. Putting people first is not just a simple policy, but a systematic process. Not only is it highly ideological, but it also has certain policy implications. Closely related to corporate administration. Those who are required to do so should make full use of their talents and allocate talents scientifically. Put different people in suitable positions according to their different personalities. Conducive to the development of enterprises. On the contrary, unreasonable talent allocation will reduce the efficiency of the entire enterprise, cause disorder, employee complaints become common, and the company is unstable, let alone the company's development. Therefore, it is very important for the reasonable allocation of the company's employees. To always adhere to the people-oriented theory, we must achieve the following aspects:

1. Fully mobilize the enthusiasm of each employee of the company. We strive to stimulate the work enthusiasm of the company's employees through the use of various means, including material and spiritual aspects. Encourage employees to actively participate in the company's various construction and wealth creation. It is of great significance to the improvement of enterprise efficiency, the guarantee of enterprise development quality and the substantial increase of enterprise income.

2. Implement democratic management in the company. We should pay attention to the spiritual pursuit of corporate employees and enhance their initiative and creativity. Employees have the right to exercise their democratic rights to participate in the company's administrative management and even some decision-making. This not only reflects the company's people-oriented business philosophy, but also gives full play to the initiative and creativity of employees. Employees of the company not only enjoy human rights, but can also give full play to their talents, which is conducive to the cultivation and exploration of corporate talents.

3. Strive to improve the quality of employees. The quality here refers to the excellent qualities inherent in the employees themselves. This is the valuable wealth of the employees and an important asset of the company. It is the basis of the employees’ work. Necessary conditions directly affect the management level of the enterprise. Therefore, it is very important to cultivate employees' own quality.

4. Improve employees’ self-discipline ability and regard this as an important part of corporate management. Enterprises should guide their employees to establish a correct and scientific world outlook, outlook on life and values, establish a correct direction for employees' self-management, and continuously enrich the connotation of employee self-management. Employees' self-discipline is an important foundation for corporate administrative management. Good self-management plays an important role in corporate administrative management and is conducive to enhancing the effectiveness of corporate administrative management. Conducive to the formation of good corporate culture.

5. Make full and reasonable use of human resources scientifically. This is a basic requirement for people-centered administration. The rational allocation of human resources can greatly reduce the waste of corporate resources, achieve substantial corporate savings, and improve corporate production efficiency to a certain extent.

3. People-oriented methods and measures for cultivating administrative management talents in enterprises

1. Enterprises must establish the concept that every employee is a talent. Adhere to people-oriented administrative management, enable every employee of the company to participate in management, and strive to create an atmosphere of all-employee management. The people-oriented theory cannot just stay in written and verbal terms, but must be actually applied to the specific actions of the company's administrative management.

For example, the construction, improvement and innovation of corporate technology can be strengthened so that employees can discuss issues directly with administrative managers. Strengthen the construction of the company's internal LAN so that employees can directly express opinions and suggestions through their own mailboxes. At the same time, enterprises should implement policies to encourage employees' active participation. If employees' suggestions have certain feasibility, they should give appropriate rewards and praises, both material and spiritual. This will greatly mobilize the enthusiasm of employees to participate in company construction and is conducive to the discovery and cultivation of corporate talents.

2. People-oriented administrative management should also emphasize people-oriented team spirit. Enterprises should pay attention to the cultivation of team spirit among employees. Make team spirit an important part of corporate culture. While enterprises tap the potential of their employees and give full play to their personalities, they must also pay more attention to the spirit of mutual cooperation among employees and the team spirit of the entire enterprise. It is conducive to the formation of a harmonious working atmosphere and provides a strong backing for the stable development of the enterprise. This enables enterprises to stand out among many enterprises in society, bravely face risks and face challenges from all sides.

3. Enterprises vigorously encourage employees to learn independently. Enterprises vigorously encourage employees to learn independently and actively create a good working and learning environment for employees. The most direct way is to set up an internal library within the enterprise and store some company-related books for employees to read and study in their free time. It is conducive to the growth of the company's employees and rapid adaptation to the company's development. Or the company can hold employee training regularly to lay a solid talent foundation for the company's stable development.

4. Focus on improving and improving the level of corporate human resources management. Corporate administrative management is the human resource management of the enterprise with the functions of strategy execution, employee motivation and even management experts. Therefore, its essence is human resource management. Strengthen the supervision of human resources management, use the discovery and cultivation of certain corporate talents as performance standards, and mobilize the initiative of the human resources department in recruiting talents. At the same time, enterprises should supervise the human resources management department. Maintain harmonious relationships with other company departments.

4. Conclusion

What is most needed in the 21st century is talent. All departments of national enterprises have an increasingly strong demand for high-quality talents. Therefore, it is imperative to adhere to the people-oriented plan for cultivating administrative management talents. Only by practicing hard can we survive in a rapidly developing society. An excellent leader of an enterprise or an excellent manager of a company should first be an excellent human resources manager. The corporate teams brought out in this way will be more passionate and highly competitive among the same industry. If an enterprise wants to survive and develop, it must establish a people-oriented administrative talent training model. This is the requirement of the trend of the times and the inevitable requirement for enterprises to achieve results in the new situation. Provide strong support and guarantee for the stable development of enterprises and resistance to external risks.

References:

[1] Xing Honglei. Research on the people-oriented enterprise administrative management talent training model [J]. Business Manager, 2013, 12: 127.

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