How can enterprises attract and retain high-quality talents?

How can enterprises attract and retain high-quality talents?

Zhang Guoxiang

2014January 1, September 22

How can enterprises attract and retain high-quality talents? At an entrepreneurial exchange, a boss of China East proposed this topic, attracting a consistent response from participants: recruitment, complaints, suggestions and suggestions, and extraordinary excitement.

We have established systematic management from the establishment of corporate culture, clear corporate vision, mission and core values, implemented corporatization operations, distinguished the contribution of talents through performance appraisal, and paid compensation based on contributions, the establishment of a talent import system, the establishment of transparent compensation policies, the establishment of a trial period, the arrangement of temporary positions (such as the general manager assistant), and many other aspects of the use of such suggestions. There is also a platform for building talent growth, expanding the stage for talent growth, and planting the Wutong tree naturally attracts the Golden Phoenix.

However, the questioner still cannot solve his current problems: the talents introduced by his friends are superior in ability, so they can free themselves from the introduction, but the treatment requirements are high and the existing wage system cannot be supported, the old employee is unacceptable.

As an observer, I finally made my opinion. I first gave my personal suggestions on the specific questions of the questioner, and then put forward my views from different development stages of the enterprise using different strategies: the entrepreneurial period depends on "charm", the growth period depends on "Prospects", and the maturity period depends on "standards ". My phased-out method was highly recognized by the participants, So I sorted it out so that more bosses could learn from it.

In the entrepreneurial period, attracting or retaining talents depends on the boss's "charm". The test is the boss's vision, and the right talents will be boldly introduced.

In the growth stage, enterprises can attract or leave talent to rely on the "Prospects", that is, the company's vision and industry prospects. The trade-off depends on the fate of both parties. Talent can be regarded as an enterprise, while business owners and team members can be seen as introducing talents. The two sides can be integrated and talent can be left behind.

Mature enterprises only have one left to attract and retain talents, and rely on "employing standards ". Enterprises have established and improved standardized standards for employing people, and they will take the initiative to come to the door. The Talent incentive mechanism will automatically leave outstanding talents, and there is no need for the boss to worry about finding talent, you don't have to worry about the boss's reward for talent. Everything is done according to the preset standards.

Tao is different. No matter what stage an enterprise is at, a good talent cannot be introduced if it is different from its core values. The so-called ability and political integrity puts morality first. Here, "Morality" is specific to every enterprise as the core value. Without the same values, talents can't stay even if they come in. People with different abilities and values cannot be integrated with the team, and may cause great damage.

Rome was not built in one day. The problem of enterprise employment, especially the introduction of high-quality talents, cannot be generalized. When starting a business, you can only deal with individual cases. The boss can decide for himself. When an enterprise reaches a certain scale and reaches a certain stage, it is necessary to establish a talent import mechanism. The boss can play a leading role, but the heads of various systems must be involved, otherwise, the imported talents are easily isolated until they are "banned" by the old member groups. This is also the main reason why airborne troops cannot enter. After the growth of enterprise growth, it is necessary to rely on mechanisms, system selection, use, education, and retention of "talents". In this period, any individual's dedicated behavior will cause damage to the overall organization of the enterprise.

For specific solutions to specific problems, others' experience can only be referred.

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How can enterprises attract and retain high-quality talents?