Talent strategy mistakes: why private companies find it difficult to excel

Why are private companies struggling to excel due to mistakes in talent strategy

Why are private companies struggling to excel due to mistakes in talent strategy? For an enterprise, talent strategy is a very important form for us. , the cultivation of hot dishes is also a topic that is paid more attention to in the market now. So for the cultivation of talent strategy, the following introduces the reasons why private enterprises have difficulty in excellence due to mistakes in talent strategy. Why private companies find it difficult to excel due to mistakes in talent strategies 1

—, brain drain phenomenon

DDI conducted a survey on China’s major large companies from 2006 to 2007, and found that including Beijing Li Ning Sporting Goods Co., Ltd., Kodak, SAP, Grace China Co., Ltd. and other companies have experienced a 38% increase in brain drain in the past 12 to 18 months. 73% of the employees resigned from their previous job, 24% of the employees already had three or more jobs, and 22% were likely to leave the company the year after joining. These companies can hardly expect new hires to stay on for a long time. They estimated the expected tenure time of new hires: Independent contributors are most likely to change jobs within 1 to 2 years, followed by professionals and grassroots leaders. The job-hopping cycle is much shorter than in the United States and Canada. Middle-level leaders and senior executives are relatively fixed, with a retention period of 5 to 10 years.

Development opportunities are the main reason for employees to change jobs.

What is the most important reason for employees to change jobs? Lack of development opportunities and better job opportunities elsewhere rank among the top three priorities of employees and HR. Being underpaid and lacking rewards and recognition also ranked high.

What do employees need? Salary increase? Promotion? Work environment? Few business leaders often ask their employees: Are you satisfied with your current job? Where do we need to improve? When many important dissatisfactions accumulate over time, like an overburdened bridge, one day it will suddenly collapse, but people are surprised: Why is this happening? It has always been strong! Liu Weishi, managing director of DDI Greater China, said in a recent interview with reporters that opportunities for promotion, reasonable salary and benefits, a creative and fun work culture, and opportunities for learning and growth are important factors in attracting talents. These require long-term Not being satisfied will lead to employees losing motivation and eventually quitting (Guangzhou Daily, August 27, 2007).

2. Analysis of Emperor Career Consultant:

On the surface, there is a lack of promotion opportunities, reasonable salary and benefits, and a creative and fun work culture. Opportunities for learning and growth are the fundamental reasons for job-hopping, but do companies actually consider what employees need? What do employees like to do? What are you good at? The company does not have an in-depth understanding. In other words, the company does not make career plans for employees based on their own characteristics. Employees have no goals for their development in the company and lack a sense of belonging, which will inevitably lead to employees' identification and loyalty to the company. reduce. This is the root cause of employee turnover. Although some companies have made career plans for their employees, they are made from the perspective of the company itself without considering the employees' own characteristics. It is not a career plan in the true sense. It can only combine the employee's personal career plan with the employee's own characteristics. The true career planning of corporate employees is the combination of the enterprise's employee career planning.

3. Mr. Li Jianming, Chief Consultant of Emperor Career Consultants, proposed that talent training requires the "three processing" model

In view of the harm and losses caused to the company by the loss of core employees, Emperor Mr. Li Jianming, chief career consultant, proposed the "three processes" model of talent training to completely solve the loss of core employees in the company.

The so-called "three processings" refer to rough processing, deep processing and fine processing in the talent training value chain.

Rough processing refers to the training model of school education. There are two evaluation criteria for the quality of talent training in colleges and universities. One is the evaluation scale within the school, and the other is the evaluation scale outside the school, that is, the evaluation scale of society. The society's evaluation of the quality of talent training in colleges and universities is mainly based on the explicit quality characteristics of higher education, that is, the quality of college graduates, and pays little attention to the internal education and teaching activities of colleges and universities. The society's overall evaluation of the quality of graduates mainly evaluates whether the graduate group can well adapt to the needs of the country, society, and the market. The school's evaluation of the quality of talent training is mainly based on the internal quality characteristics of higher education, that is, it evaluates whether the students trained by the school meet the requirements of the professional training goals set by the school as a whole. The quality of the school's talent training is consistent with the training goals. Whether it matches.

However, this training model is self-centered training based on the school itself, and lacks the training of students' skills to adapt to the needs of enterprises. There is also a lack of effective guidance on the employability of college students. Although some schools have opened employment guidance courses for college students in recent years, these are only macro-level guidance, and there is still a lack of in-depth guidance on micro-technical aspects.

In terms of employment concepts, in order to increase the employment rate, the school advocates "employment first, career choice later", which confuses college students' employment concepts and fails to guide students with the idea of ????career planning, resulting in a large number of students' career confusion and leaving a gap for students to enter enterprises. The sequelae are also a fundamental reason for the massive loss of corporate talents. The talents trained by schools cannot be well integrated with the market and cannot adapt to the needs of enterprises for talents. They are equivalent to rough blanks, so this training model is called a rough processing model.

Deep processing refers to the enterprise’s talent training model. Due to the lack of integration between schools and the market in talent training, companies recruit a large number of graduates who lack skills and cannot be effectively used directly in their positions. Companies analyze training needs based on the company's development strategy and job status, and establish internal training institutions or establish corporate Universities use internal training lecturers or pay high fees to hire external trainers to train talents to meet the development needs of enterprises. However, to the company's surprise: wages have been increased and talents have been trained to the point where they can be put to good use. A large number of them ran away and made wedding dresses for other companies. There are two main reasons for the brain drain: First, some students are confused when they enter the company and don't know what they like to do? Suitable for what? Under the guidance of the school's employment concept of "employ first, choose a career later", due to employment pressure, entering an enterprise is used as a springboard, and people are destined to be lost before entering the enterprise; secondly, the enterprise itself also has problems in recruitment technology. Not sure what kind of person you need? Even if they know what kind of people they need, they lack talent evaluation and evaluation technology in talent selection, making the selection inaccurate. In the appointment of talents, talents are also allocated to positions that meet the company's development needs based on wishful thinking, without considering whether the talents like or are suitable for the position. In a word, the enterprise's career planning for employees is based on the enterprise itself, but does not consider the needs of the talents themselves. It does not combine the enterprise's employee career planning with the employee's personal career planning. It does not achieve a win-win situation, but only improves the situation. It improves the skills of employees, so this talent training model is called the deep processing model.

Finishing refers to the training model of career planning institutions. Career planning agencies focus on the internal career of talents, such as personality, interests, abilities, values ??and other intrinsic temperament factors, and will clarify for talents what kind of industry, what kind of enterprise, what kind of job type, what kind of position, What is the current situation, where are the advantages, disadvantages, gaps, etc., guide talents to make their own career plans based on the external workplace environment, point out the gaps based on the characteristic model of job competency, and provide targeted training and charging , allowing talents to avoid detours, shorten the distance between two points of success, combine personal career planning with the needs of the company, and use the company's platform to create a wonderful and successful life for individuals, so this talent training model is called the finishing model .

In summary: rough processing is a school’s own consideration, deep processing is an enterprise’s own consideration, and finishing is an individual’s own consideration. If talent training does not adopt the "three processing" model, the loss of core talents is inevitable; if talent training adopts the "three processing" model: for the school, it improves the employment rate; for the company, it finds suitable employees and provides employees with The development provides a platform, improves employees' awareness of the company, forms a psychological contract, increases employee loyalty, and reduces the loss of core employees; for talents, they find their own career development direction and development platform , realizing the unification of personal career planning and organizational career planning, and finding one's own destination; for career planning institutions, it promotes the perfect unification of personal career planning and organizational career planning, and completely solves the problem of core employee turnover rate , realizing the highest mission of human resources: putting the right people in the most suitable positions. Mistakes in Talent Strategy Why Private Enterprises Difficulty in Excellence 2

Two major ways to reserve strategic talent

There are two ways to reserve strategic talent: first, external recruitment; second, Internal training.

Both external recruitment and internal training have their own advantages and disadvantages in retaining talents. Most of the talents recruited externally are senior managers and professional and technical talents. Enterprises hope to directly obtain senior people with high skills and experience through recruitment. However, when the skills and performance of such personnel do not match, brain drain will occur. phenomenon; internal training is mostly targeted at new employees and those who are expected to be promoted internally, helping employees plan their careers and improve their professional capabilities. This group of employees has high loyalty to the company and is not easy to lose.

Three key points of external recruitment

Three key points need to be paid attention to when reserving talents through external recruitment: grasping the accurate recruitment timing, clarifying recruitment needs, and choosing appropriate recruitment channels.

Grasp the accurate timing of recruitment

There are many opportunities for corporate recruitment. As the first step in strategic talent reserve, we must grasp the accurate timing of recruitment. Generally speaking, according to the life cycle of enterprise development, the following four stages are most suitable for employee recruitment:

In the start-up period, when the enterprise has just been established, it needs to establish a relatively complete organizational framework. At this stage, Personnel recruitment should be conducted for each function and management position involved in enterprise development.

However, since the company has just started, the establishment should not be too large, and attention should be paid to the scale of recruitment.

Growth period In this stage, the company is in a state of rapid development, increasing its market share and expanding its business scope. Therefore, manpower should be increased according to the needs of enterprise business development.

During the mature period, companies generally do not have large-scale changes in their personnel. Therefore, recruitment at this stage should be conducted for some vacant positions.

During the period of recession, enterprises face many problems. Among them, adjusting and eliminating unqualified employees are things that a mature enterprise must go through. At this stage, in order to achieve sustained and stable development, the company should appropriately recruit capable and outstanding personnel to replace the eliminated employees.

Clear recruitment needs

An enterprise's recruitment needs are restricted by many aspects, such as: the degree of person-job matching, the supply situation of the external market, the allocation method of internal channels, etc.

To clarify the company’s recruitment needs, you must understand:

·Are there really any vacant positions? Is it in line with the company's strategic development plan?

·Do managers understand the capabilities of existing employees? Are they fully functioning?

·Have managers tried other methods? (Such as work reassignment, secondment, outsourcing, etc.)

Choose appropriate recruitment channels

Before selecting recruitment channels, we need to analyze various recruitment needs and channels.

First of all, understand the number of people the company needs to recruit and their distribution in quantity, structure and quality, what proportion of people need to have work experience, etc.

Secondly, it is clear what kind of knowledge, ability and experience talents the company needs. (Is it the best or the most suitable?)

Again, consider whether to hire full-time employees and whether to use outsourcing or dispatch.

Finally, analyze the channels through which companies can recruit and the recruitment processes they adopt.

Based on corporate recruitment needs and by analyzing various recruitment channels, advantages and disadvantages, and applicable positions, we can find the most appropriate channels for strategic talent reserve.