More R & D employees should be involved

Author: Huang Wenying updated on:

[It168 information] focusing on talent, especially the development of key employees, is not to pin the life and death of an enterprise on one or two employees. In the true sense, it emphasizes the importance of talents for enterprise development. From the perspective of the Enterprise, we must ensure the continuous contribution of core employees to the enterprise, and reduce the enterprise risks caused by personal factors. Background In a variety of ways, R & D personnel or R & D managers can not only require R & D personnel to bow their heads to R & D, but also require them to take communication, communication, and interaction as part of their work. Focusing on talent, especially the development of key employees, is not to pin the life and death of an enterprise on one or two employees. In the true sense, it emphasizes the importance of talents for enterprise development. From the perspective of the Enterprise, we must ensure the continuous contribution of core employees to the enterprise, and reduce the enterprise risks caused by personal factors. 　　Prepare management R & D personnel To solve the problems mentioned in this case, the enterprise's leadership should solve the problems from two aspects: first, the enterprise should retain people; second, how to keep knowledge after the personnel flow, and how to inherit it. First of all, the question of retaining people in an enterprise is how the enterprise can enable core R & D staff to serve the enterprise for a longer period of time. This requires enterprises to establish a sound talent management mechanism, such as a perfect talent cultivation system, a scientific performance management system, an effective comprehensive incentive system, and an elastic job development space, even an open culture and team spirit. In terms of personal career development rules, it is difficult for a person to stay in an enterprise forever, even if the enterprise may have a very sound management system. This is determined by the characteristics of knowledge workers. They need to constantly break through themselves and surpass themselves to realize their own values. Therefore, the stability of talent is relative, and the mobility of talent is absolute. Under this premise, we need to find a solution from the second level, that is, enterprises should reduce risks by managing core personnel. This risk refers to the risk of business interruption caused by individual changes in the case. Because the knowledge is more hidden in the personal mind, if an enterprise does not establish an effective learning and knowledge sharing mechanism, this kind of knowledge will be difficult to replicate and learn due to the monopoly of individuals, and thus cannot be used for knowledge. Therefore, the flow of individuals will inevitably take away relevant knowledge and skills, this makes it difficult to continue the work. Therefore, the key to core personnel management is the management of their knowledge. The core of knowledge management is to convert tacit knowledge into explicit knowledge and transform personal knowledge into organizational knowledge. From the above case, if the company keeps the development process files, Data, programs and other materials in time, or the corresponding developers of the development team understand the entire idea of program design, after the owner is removed, the system maintenance should be able to continue. Therefore, knowledge management is the key to reducing the impact on the Enterprise caused by the loss of R & D personnel.