Strategic construction of talent strategy

Enterprise talent strategy 1. Building a nest to attract a phoenix-How to recruit golden phoenix without building a good nest?

Enterprises must take the introduction of talents as their corporate strategy, so we must first build a good nest. Whether an enterprise is good or not depends on whether it has strong comprehensive strength, whether it provides a good performance stage for employees, whether it has a reasonable and standardized management mechanism, and whether it pays enough attention to talents. These are the basic elements to attract talents.

Enterprise talent strategy II. A discerning person knows an eagle: a swift horse is common, but Bole is not common.

Recruitment is one of the most important tasks for leaders, and the core of leadership is to select the right talents, not to cultivate them. Therefore, leaders should spend at least one-third of their time on talent selection. According to my years of practice and research, I summed up the 48-word truth of selecting and employing people: choose the right one first, cultivate the second; Standards first, personnel second; Suitable for the first, excellent second; Internal first, external second; The result is advanced and the process is backward; Ask the right questions and pay attention to the essence.

Enterprise talent strategy. Realizing dreams and gathering talents: building a strong corporate magnetic field

Usually a team has three situations. First, people are scattered and fragmented, just like scattered sand; Second, there are like-minded people and team saboteurs, which wastes a lot of resources; The third is to unite as one and strive to make it one. The so-called people move together. The reason for this is that many high-level strategies can't communicate with the following because the upper and lower goals are inconsistent, so that employees are distracted. As the saying goes, the so-called obstacle is what you see when you can't see the goal; The world will always be a clear person leading an uncertain person, and clarity is power!

Therefore, enterprises need a thinker to shape the same dream for team members, because people are great because of dreams. Dreams can unite people and attract talents! Dreams can inspire people! Dreams are the rudder of enterprises when they are in trouble or constantly changing! Dreams are a powerful weapon to win in the competition! Dreams can condense enterprises into a * * * body.

Enterprise talent strategy. Setting a slot for job-hopping: making job-hopping a positive energy for enterprises.

Job-hopping is a common occurrence for professionals. Think about it, what makes talents unwilling to stay? Many people regard job-hopping as a shortcut to promotion; Corporate culture and system make him feel that there is no future; The salary is too low and the work is monotonous; There is no room for learning and development; No sense of accomplishment and disharmony in interpersonal relationship; Commitments are not fulfilled; Didn't engage in the work he was interested in.

People's frequent job-hopping is always based on the idea that "man struggles upwards and water flows downwards". If you can set up a "high slot" within the enterprise, can job-hopping become the positive energy of the enterprise? Therefore, enterprises must change from material-centered to people-centered and pay attention to people's growth and development.

Enterprise talent strategy V. Manufacturing talents: What is produced is not products but talents.

Why are great enterprises difficult to replicate? GE company thinks: we are a talent factory! The reason why we can succeed in many markets around the world is that our real core competitiveness is not in manufacturing or service industry, but in the ability to manufacture talents. IBM's philosophy: Excellent talents are extracted from the "* * people system": you can't get off the bus every vacation, and leaders can concentrate on the most important places. So how to copy talents? There are four basic strategies:

Tutorial system for employees: the tutor of new employees cannot be the direct or indirect boss of their department, and the content of communication is not put on record, so they can communicate with their superiors as appropriate.

Job mobility system: one's own family is willing to go, the next family is willing to take it, and the last family is willing to let it go. Effectively solve the problem of job burnout and talent shortage of enterprise employees, and at the same time create a free and voluntary working atmosphere to find outstanding talents anytime and anywhere.

"scapegoat" system: if every employee wants to be promoted, he must consciously cultivate his own * * people.

Fast-food training system: the enterprise establishes an internal training system, implements internal training according to the company strategy and employee needs, and creates a growth platform for employees.

In addition to the above strategies of copying talents, we also need indispensable hematopoietic genes:

1, communication is accessible. Core idea: communication is an action to inspire others;

2. Encourage creativity. Core idea: immediate incentives are more important than year-end awards;

3. Evolution will not degenerate. Core idea: what makes you miserable makes you strong;

4. Build the road first. Core idea: improve the process, not blindly drive people. 85% of the reasons why customers can't meet their needs are due to the inefficiency of systems and processes, not employees;

5. Xiangma is more of a horse race. Core idea: Everyone is a swift horse. Put it in the right place and let it participate in horse racing.