"Talent vacuum" would be more or less obvious impact to the enterprise, such as the work of idle, loss of customers, business stagnation. But the key business leaders have to look at the remedial and preventive measures are effective, so how to prevent and remedy what we most need to discuss. Summed up in three aspects, aspects of national policies and regulations, such as the technical backbone of the training effective or not; corporate office setting, the set of jobs such as scientific or not; enterprise internal management, such as whether staff benefits "draw people." Solve these three areas, and the natural question will no longer be a problem, "vacuum" will no longer threaten enterprise development, and even "vacuum" of the occurrence rate could be reduced. So, we said: gone, cold heart, do not cool the seat; cited technology, variable forms, personnel do not "really" empty. Enterprise shouted: Today Wins a "aerobic respiration"!
Talent is gone, place cold, post a "vacuum", the boss had no choice: "Without you, how can I do?" No "oxygen" to the enterprise, as well as vitality Why? Human Resource Management Risk management is a sensitive and crucial issues, every business process in the operation are likely to encounter risks, such as technical backbone sudden departure, the new key are still not filled, it will affect the normal operations, the company will even cause a fatal blow. The occurrence of such risks, it will also not be ignored with some threats. So how should a HR to deal with and prevent enterprises from the "talent vacuum" phenomenon, to your business to "aerobic" development? I hope this can give you some inspiration.
Remedy, change management form
We believe that companies create jobs, in general there are two situations: first, has been unable to find suitable candidates. Because of the shortage of talented people have related (such as some of the emerging industry and occupation) as well as pay and benefits issues. If the business sticking to stereotypes (such as the old pay system), can not be flexible and to take measures, vacancy is inevitable; the second, the incumbent is not doing the job or change jobs frequently. The problem is by the job design their own reasons and incentives to keep people caused the failure. When a job no one seems to be competent, that is probably the biggest design of this post itself is not reasonable, that is the management guru Peter Drucker called "widow-style position."
As to how to solve these problems, different industries and occupations, their approach naturally different. But the key is to seize the crux of the problem, according to local conditions, "financial intelligence" to you the following recommendations:
The first case, the enterprise should determine the appropriate salary level. In addition, the pay system should also have some flexibility, such as setting the "special allowances", a special case for such space reserved Hefa adjustment; for the second case, we 鍏?said, "widowed type of position," company should re-examine the reasonableness of this position,
On various tasks, powers and responsibilities for re-combination or deletion is found even when there is no need to remove the posts; and incentives to keep people for failure caused by the reasons may be both the short and long terms. In the short term, need to fill in the blanks as soon as possible to minimize losses. Means such as by invitation to stay (provided the object is merit staff), time to add manpower and so on. In the long run, should always understand the dynamics and key staff need appropriate incentives to improve employee satisfaction, reduce its turnover rate; the same time strengthen the training of staff should be multi-skilled employees to implement the successor plan, the establishment of company talent pool, trying to do any job can be added at any time in-house.
Finally, in particular, that is, companies need to strengthen the cadres and leadership, create good enterprise culture, harmonious employee relations. Only in this case, employees will be under the cohesion in the enterprise, more willing to stay in their posts, working hard, while Bushi motionless on the "quit".
Change the old thinking, developing new training
Years due to rapid industrial growth factors, in addition to manufacturing engineers is applicable or information industry than in other industries such as modern finance, finance, human resources, marketing services, research and development, professional public relations, business management and consulting are This kind of vacuum phenomenon, especially in an international perspective of professional managers and management talent is the future of enterprise "internationalization" of the challenges facing the post.
"Talent vacuum" hindered the development of the pattern and speed of business. Business is war, the key factor is not competition, but "speed" faster! Shortage of talent will have a direct impact on business of "competition" and "internationalization" of speed. "Financial intelligence" that the solution to this problem mainly in the following several paths:
1. By the government, as the company needs to "key industry training" as a "National Development Strategy" project to run, speed up the training of talent;
2. To provide business incentives, such as "investment in training costs (including the International Training included), can apply for tax credit approach" or "competition organized by business training, corporate award winning national awards," and so similar to the increased activity Training will and speed;
3. The credibility of units commissioned by the Government has organized "Global Training International Annual Conference," learn to expand channels;
4. The introduction of international education resources and focus on bringing to the enterprise needs to connect with the resources to accelerate above the university and its human resources training;
5. To provide benefits or incentives to encourage private enterprises to engage in business management consulting and personnel training;
6. To provide benefits or incentives, to attract international talent (especially over 40 years old, retired professionals with practical experience) is responsible for corporate personnel training;
7. Providing appropriate incentives and incentives to attract large international groups or companies to enter the Chinese market, to attract international talent to enter the Chinese market, passing on advanced technology;
8. To establish an international investment company "local self-rate" mechanism to allow the advanced technology or advanced technology to the Chinese heritage, as upgrading the reserve;
9. Accelerate the international financial reform, the introduction of international financial personnel, and strengthen China's international financial talent management strength.
The above proposals should be applicable to foreign enterprises and joint ventures. For the state-owned enterprises, we propose to break the "we have rice to eat" poor self-regulation, supported by "performance + basic salary," salary system to replace the "relationship between the length and command" system, which could more easily receive the effectiveness of the reform. Overall, the change in China's thinking is the first work to provide incentives for entrepreneurship development is the most effective and direct way.
Close the loopholes, the establishment of AB angle
Key personnel, especially the loss of business caused by the loss of enterprise is evident, especially in the financial industry. First, post a vacuum, no one can do some important work, of course, brings considerable losses; followed by the quality and service levels drop; Then there are corporate resources, particularly the loss of client resources, rival strength; Finally, and most important question, if the company's key positions long-term vacuum, it will lead to a decline in company morale, people floating, the whole enterprise is like a mess and the long run, companies will receive life threatening, " enterprise "will not" stand. "
Solve the "vacuum", it should be different due to adaptation to different industries with different causes problems when used for different means. But the general sense, to prevent brain drain caused by passive business, "financial intelligence" that there are two solutions:
First, take corresponding measures according to actual situation block the drain holes. First of all, a satisfactory salary, benefits, good corporate image is an important factor; Secondly, harmony, unity, relationships, healthy corporate culture and standard enterprise system is extremely concerned about the points needed; Finally, the good business development prospects and encouraging individual career prospects are also critical factors.
Attrition is difficult to avoid, but avoid the formation of a trend and culture, employee loyalty and loss of sense of belonging is fatal. In order to increase employee loyalty, we must increase employee ownership, but many companies regard the employees as employees look, corporate cohesion, employee loyalty is only natural water Mochizuki.
In addition, the establishment of important positions on the AB corner, a comprehensive business training to employees to enhance the status of all employees and quality of adaptability is one of mitigation options. Thus, after A horn suddenly leave their posts, B angle can be fast and effective temporary alternative to A corner office, the "talent vacuum" the negative impact of reduced to a minimum.
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