How to manage core employees in enterprises

How to manage core employees in enterprises

Core employees have a great influence on the development of the company and are irreplaceable in some aspects. Once they leave, it will have a great impact on the company. Usually, they are also called "corporate gods".

In India, people often refer to the employees who are difficult to replace, give up or even try their best to motivate and mobilize employees as "company gods"-that is, core employees.

Core employees are the scarce resources of enterprises and the fundamental source of their core competitiveness. For an entrepreneur, to cultivate and strengthen the core competitiveness, the first thing is to attach importance to the human resource management of core employees.

Motivate core employees

American economist Schultz once estimated that material input increased by 4.5 times and profit increased by 3.5 times. The manpower input will increase by 3.5 times, and the profit will increase by 17.5 times.

At present, the composition of the company's employees is increasingly diversified, which is manifested in age, gender, education and personality. When motivating core employees, we should consider their personality and psychological expectations and adopt different incentive methods according to different situations. Only in this way can we stimulate their initiative and creativity, thus producing greater productivity.

There are usually the following ways to motivate core employees:

1. Employee stock option

This has become one of the most important means for multinational companies and Internet companies to motivate talents. The implementation of stock options generally tends to core employees. For example, the share capital structure of Huawei Technologies Co., Ltd. is: excellent employees hold 30% shares; 40% of key employees hold shares in proportion, and 10%~20% of junior employees hold shares appropriately.

2. Work content motivation

How to keep a talented core employee creative? First, rotation. The implementation of rotation is not only conducive to individuals to explore their own potential and find the most suitable position for them, but also conducive to their creative work. Second, add new content to the work, make the core employees interested in the work, thus stimulating their internal intelligence to solve problems. Third, training incentives. Training can not only help core employees improve their skills and efficiency, but also improve their sense of identity with the enterprise and ultimately reduce the turnover rate.

3. Competitive salary

Core employees are the target of competitors in the same industry, and enterprises should be eclectic and provide rich salaries for core employees. This kind of high salary is not only higher than the salary of ordinary employees in this enterprise, but also not lower than the average level of this position in the talent market, otherwise it is difficult to keep them.

Check and balance key employees

Core employees are generally familiar with the main business of the enterprise, understand the customer resources of the enterprise, and even gain insight into the business secrets of the enterprise. If there are no constraints and checks and balances other than incentives, they will jump to other companies in the same industry or leave the company to start their own businesses. Because they know each other, they may become the company's biggest competitors, which is very unfavorable to the company.

Moderate checks and balances can cultivate the entrepreneurial spirit and cooperative consciousness of core employees, avoid their complacency caused by the attention of enterprises, avoid enterprises paying too much labor costs for hiring them, and also prevent core employees from doing behaviors that are harmful to the interests of enterprises because of excessive personal wishes. These constraints and checks and balances include:

1. Recruitment check

More and more companies realize that if people in important positions are improperly selected, it will bring huge losses to enterprises, so scientific recruitment is the first step to manage core employees. When recruiting, we should not only examine their work skills, but also pay attention to their professionalism and sense of teamwork.

2. Appropriate decentralization

A core employee should not be allowed to own or control the key technologies and important rights of the enterprise for a long time. For example, in technology research and development, we should strictly manage data, adopt the form of technical teams or teams, and pay attention to the mutual cooperation of technical developers. Among top managers, the board of directors should avoid giving too much power to the general manager, and should form a mechanism of division of labor, cooperation, containment and competition through the appointment of deputy general managers.

3. Cultivate the internal talent market

Form a talent training and selection system within the enterprise, giving pressure and motivation to the core personnel. For example, the performance appraisal indicators of branch managers can include the discovery, training and selection of outstanding subordinates. If the branch manager fails to meet this evaluation requirement, he will not be promoted himself.

4. Pay attention to intellectual property rights and related legal issues.

For the attribution of employees' service inventions and other technological achievements, internal rules of enterprises shall be formulated according to law. In the terms of the employment contract, clearly stipulate the responsibilities, rights and obligations of both parties, so as to be prepared and avoid being in a passive position in legal proceedings.

Establish a dynamic management model for core employees.

In the final analysis, the competition between enterprises is the competition of talents, or more accurately, the competition of core employees. Once the core employees are lost, it means the loss of the core competence of the enterprise, which in turn leads to the loss of the profits of the enterprise, and more seriously, it will make the enterprise into trouble.

1. Rational planning

To manage core employees, we must first make clear which core employees are indispensable and most important to achieve strategic goals; Next, we should make an inventory of the actual work quality of the staff, such as whether the existing staff of the enterprise have met the needs of the core employees in the business strategy, what gaps or how big they are, and so on. At the same time, it is necessary to analyze the changing trend of external labor market and internal employee turnover rate, and predict the matching between the future development of core employees and business development. Combining all the above factors, we can make an overall and systematic strategic plan for core employees, thus laying a good foundation for effective management of core employees.

2. Strengthen communication

Talk, discuss and communicate with key employees to understand their needs and expectations, so as to find and analyze which factors can promote the retention of talents and which factors will cause brain drain. Through open communication, the company can find problems at any time and deal with them in time to avoid the sudden departure of core employees.

3. Appropriate incentives

The key to the salary management of core employees is to consider the medium and long-term salary plan. The development of core employees focuses on quality development, and high quality is the basic premise of high performance. Core employees are the main creators of enterprise value. How to effectively stimulate the fighting spirit of core employees and motivate them to maintain the best performance is the key to whether an enterprise can achieve its strategic goals. Now many companies implement employee stock ownership plans and option plans based on this consideration.

4. Regular evaluation

Evaluate the current situation of the company's core staff management every quarter or year. Evaluation indicators can include: whether the attendance rate and turnover rate of core employees have suddenly increased, whether the company can attract outstanding external employees to join the company, what new trends other companies in the same industry have in core employee management, whether the average market salary has risen, and whether the company has taken countermeasures. Then, according to the evaluation, continuously improve the management work.

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