On February 8, Ruisi Education announced that it has reached a merger agreement with a market operations and technology company serving China's electric vehicle market. As soon as the news came out, it attracted widespread attention.
This cross-border transformation is not unique, and other education and training companies are also trying to transform into a new track: online education giant Ape Tutoring has invested in a consumer company to enter the apparel industry; Park Xin Education has also attracted heated discussions for announcing plans to enter the Business of China's fast food chain restaurants...
In addition to the education and training industry, there are uncertainties in many industries. Faced with many challenges such as changes in the market environment and business development needs, the digital wave continues to sweep across all walks of life, pressing the "acceleration button" for enterprise transformation and upgrading.
For enterprises, if they want to reshape their positioning and reconstruct their core capabilities in the changing situation, they need to actively embrace industry changes.
When a series of changes occur in the internal and external environment of the enterprise, what does HR do?
Do a good job of talent inventory and retain key talents
Talent inventory is based on the strategic needs of the organization to define talents, identify talents and cultivate talents.
When enterprises are in a period of transformation, on the one hand, the demand for talents is large, and sometimes external recruitment is not enough to make up for the talent gap, so it has to strengthen internal supply. And over-reliance on recruiting key talents from outside is not conducive to the stability of the organization and the growth of employees.
On the other hand, it is also necessary to diagnose and troubleshoot organizational problems with the help of talent inventory, and at the same time focus on key talents in the organization, so as to start the plan to retain talents as soon as possible, and as a basis to assist in the subsequent talent echelon construction.
Common talent inventory tools include Gallup Q12 assessment method, competency model, 360-degree assessment, personnel structure analysis, talent nine grid, etc.
The classic tool application case is the Alibaba talent inventory matrix, which divides the employee performance evaluation into "stars, dogs, cows and rabbits" around the coordinate axis composed of the two core indicators of performance and values, and always clarifies the company's "star talents" and "key talents".
Star: refers to employees with strong personal ability, outstanding performance, and high recognition of goals and corporate values.
Dog: Although the personal ability and performance performance are very strong, its personal values are not in line with Ali's and need to be eliminated in time.
Niu: The values are basically the same, the performance is also OK, and it is the most common presence in the team.
Rabbit: Values are more in line with the requirements, the work attitude is good, but the personal ability and performance level is poor.
When conducting talent inventory, Ali follows the principle of 271, with "stars" accounting for about 20% and "dogs" accounting for about 10%, as the basis for the use of talents.
Perform professional functions and make plans accordingly
After the talent inventory, determine whether the talent should be introduced, retained or trained and developed, and give the corresponding plan and results for different purposes.
For example, to confirm the introduction of talents, then the plan is to recruit internally or externally; if it is talent retention, then it is to adjust salaries and transfer posts, or promotion incentives; if you want to develop talents, you must have a complete set of training program design to help employees improve their ability and performance.
Taking Vanke as an example, it started with trade, engaged in industry, ran shopping malls, and underwent many transformations, and finally established real estate as the leading business of the group. In the process of transformation, a number of non-real estate businesses have been divested from different perspectives such as business structure, management framework and geographical distribution.
At that time, Vanke's Personnel Department was faced with the problem of how to deal with the diversion and placement of personnel in the process of the company's transformation into a real estate specialized company.
Thaw and colleagues comprehensively consider various issues, not only stand in the company's position to firmly implement the human resources policy in the business divestiture, but also for the sake of employees to avoid large morale fluctuations. He believes that even if Vanke spins off some non-real estate businesses, it cannot "one-size-fits-all" old employees, but should give them some training and transfer opportunities.
So he presided over a series of large-scale skills training, and then evaluated the employees, leaving those who were suitable for the real estate business. As for those employees who work in the divested project, they advocate adopting the strategy of "employees following the project" to effectively reduce the transformation pressure of Vanke and lead the human resources department to escort the strategic transformation of the enterprise.
No matter what industry we are engaged in, what stage the company is in, we need to clarify our positioning and proactively participate in the enterprise transformation plan.