How can the hottest small and medium-sized enterpr

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How can small and medium-sized enterprises break through the talent bottleneck

what is the shortage of small and medium-sized enterprises? Is it money? Technology? Or the market? In fact, neither. Insufficient funds can be solved through financing; No technology can be introduced; The market is limited and can be gradually developed. In a word, what small and medium-sized enterprises lack most is nothing else, it is talent

in the process of consulting for small and medium-sized enterprises for many years, the author has a very deep experience: many small and medium-sized enterprise bosses are very "tired" - often the boss directly commands and controls every link of every department, just like the wheel of a car, and the axis directly radiates to every corner of the wheel. Bosses are also suffering, always saying: the following people are not competent, we lack talents, and we use tiles to coat the floor in open-air sports fields such as basketball courts, volleyball courts and cultural welfare facilities... This phenomenon is very typical

then, how should small and medium-sized enterprises break through the talent bottleneck

first of all, enterprises should understand that garbage is a treasure placed in the wrong place

enterprises should first analyze whether their so-called talent shortage is "absolute scarcity" or "relative scarcity". The so-called absolute scarcity means that the total supply of talents is less than the total demand for talents, or enterprises do not have enough talents they need; The "relative scarcity" may be structural or implicit, which is often caused by the improper employment concept and talent allocation of enterprises. For example, the young man who pulls the bell in the TV series "Liu Laogen" is a college student and can speak fluent English, but Liu Laogen asked him to dress up as a farmer to pull the bell... This is a typical "relative scarcity". In fact, as far as the so-called talent is hard to find and insufficient, it is not entirely the patent of small and medium-sized enterprises. Many large enterprises are also lamenting the lack of talents. So, is there really "absolute scarcity" in China's talent market? The author believes that the absolute scarcity of individual industries and regions exists, but the overall situation is far from so. Every year, a large number of college graduates across the country cannot find jobs (for example, in 200 but 7 years, 1million of the country's 5million college graduates have not achieved employment). On the other hand, enterprises are shouting "lack of talents". The author believes that this scarcity is "relative". Therefore, for enterprises, especially those that shout "lack of talents", the first step to solve the talent shortage is to self diagnose, check their existing talent concept and talent allocation, and see which treasures are regarded as "garbage" and which "garbage" can be turned into treasure. Just like E As tremer said, "to be good at employing people, we should not only be good at putting talents in the right position, but also know how to give full play to their greatest strengths, make full use of their shortcomings, and even turn waste into treasure", "there are no useless people in enterprises, only those who can't employ people"

secondly, to cultivate talents, we should "cultivate" talents and adhere to self-cultivation

when it comes to parents, everyone of us has the same feeling: parents have the grace of "raising" us. This is because parents not only "raise" their children materially, but also "educate" us in personality, temperament, wisdom and life. In fact, the same is true of enterprises and employees. The enterprise pays salaries, bonuses, benefits and dividends to employees, which is to "feed" employees on the material level; The process of "managing employees" through the shaping and dissemination of corporate culture, systematic training, institutional constraints and other means is the process of "educating" employees. However, the author found that many enterprises only pay attention to "Nurturing" and ignore "Nurturing"! As the saying goes, "it's the fault of the father to raise or not teach", "there is a mother to raise, but no mother to teach", how can children become useful? In the same way, what is wrong with the enterprise's infertility of employees and their failure to become talents? An enterprise that only pays attention to using money and other material means to stimulate "feed" its employees will never be able to cultivate truly excellent talents, nor will it be able to cultivate enough talents. "Nurturing" and "Nurturing" must be balanced and not neglected. Many enterprises always want to achieve success overnight. They can use a handful of talents immediately. In fact, even if you catch a talent who can "go to work" immediately, it does not mean that he has become an employee of your enterprise, let alone a talent of your enterprise. On the contrary, for such "airborne" talents, "education" is more important. Accelerating the development of China's military new material technology research and product utilization is an important condition and highlight to maintain military leadership. In reality, the success rate of airborne talents is pitifully low! Why? Most of it is because the personality of talents is difficult to integrate with the corporate culture, and even - Global Brands - are incompatible. Therefore, when the enterprise has not penetrated its own values and corporate culture deeply into the soul of a talent, it can not be said that you already have this talent. Jack. Welch gave the best answer to this question: "the biggest difference between a wise leader and a mediocre leader is that the former believes that it is more difficult to find excellent talents in an enterprise than to recruit talents, and the latter is just the opposite.". Therefore, self cultivation is a long-term mechanism for enterprise talents, a production line for enterprise talents and an incubator. Once an enterprise has its own "talent cultivation" mechanism, supplemented by matching measures to attract talents, it will not worry about having no talents. This article is effective for large enterprises and also applicable to small and medium-sized enterprises. In terms of introduction, we should focus on the introduction of "blank" talents - newly graduated college students, the survival of the fittest, selective training, annual reserves, and echelon construction. For those airborne soldiers, this can alleviate the temporary needs of enterprises

third, the separation of "body" and "head", enterprise 2 Materials change the precision grade of experimental machines, and select the industrial headquarters to connect with large and medium-sized cities to attract talents more widely

because the vast majority of small and medium-sized enterprises are located in small and medium-sized cities, counties and even towns, small and medium-sized enterprises have inherent defects in selecting and introducing talents. On the one hand, the number and level of talents in these enterprises are relatively limited. On the other hand, even if they want to introduce high-level talents, they are not willing to give up big cities to compromise. In this case, if the enterprise takes the initiative to go out, moves the headquarters or marketing center of the enterprise to the nearest large and medium-sized cities, and realizes the separation of the "body" and "first" of the enterprise, it is over

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