Some people say that science and technology are the primary productive forces, but science and technology are mastered by talent research;
Some people say that finance is crucial, but finance is a game for high-IQ talents;
Some people say that resources are precious, but resources are exploited and utilized by people;
In other words, all the competition in the world, in the final analysis, is a competition for talents.
There is a shortage of people in enterprises, but in order to be a chain enterprise, there is a shortage of people, because chain enterprises must continue to copy and expand, and the surface of the replication of stores, in fact, is to copy the team and copy the talents.
We often say that the concept of chain comes from the second industrial revolution - the production line, that is, the chain is copying, and the premise of replication is to sort out the process, standardize and explain, and form standardization, so that it can be quickly replicated.
So, is the chain enterprise really lacking talents? I don't think so, because we can think about it from another angle, when a talent comes to you, is he still a talent? Can it be retained?
That is to say, most chain enterprises will complain at the beginning that our company has no operational talents, no investment talents, and so on.
"Plant the plane tree, and the phoenix will come naturally. ”
The head of the regiment believes that chain enterprises sometimes do not lack talents, but lack of soil for cultivating talents. That is to say, chain enterprises must precipitate years of experience and develop it into courses, one course for one position, so that employees can be promoted without barriers and see the space for development on this platform.
That is: talent assembly line
What are the common problems encountered by chain enterprises in talent management? Through the survey, there may be three common pain points:
The pain of missing - can't recruit, can't choose (can't recruit people)
The pain of churn - can't retain, eliminate high (can't keep people)
The pain of being lost – not doing well, not being able to keep up (disorientation)
The pain of missing - can't recruit, can't choose (can't recruit people)
The company has good positions, but it can't recruit people when it opens up to the outside world, and wants to promote from the inside, but finds that there are no suitable employees to fill them.
It seems that there is a shortage of talents on the surface, but I found that the internal training mechanism has not been done, think about why, KFC and McDonald's are generally not short of people? They have very low requirements, as long as they have a junior high school education, they can do it, and then quickly start job training.
Because, only the enterprise has established a scientific and effective talent production line, which can train the employees who have just passed into 8 points, and the talents with 8 points can be copied through the assembly line.
Here's an example
A chain enterprise, which has been working in this industry and a certain region for many years, has a very good strategy and model and customer reputation, but in the replication and expansion of stores, the company suffers from talent replication and has not kept up, because most of the things before are done by the boss, and no one shares and takes over his affairs.
So in the end, we sorted out the entire internal business school for them, sorted out the key positions of the enterprise, and built a complete training system.
It is also in response to that sentence: for an enterprise to develop in the long run, the strength of one person is limited, and it must be supported by the team.
The pain of churn - can't retain, eliminate high (can't keep people)
Recruiting people is not fundamental, but retaining people, and the loss of talents is mainly reflected in the turnover rate and elimination rate.
The loss of personnel will inevitably bring an increase in costs to the enterprise, which not only include obvious expenses such as recruitment expenses and on-the-job training, but also include the loss of connecting customers, the time cost of job vacancies, etc.
The Fortune survey found that the cost of replacing a technician can be as high as 150% of the departing employee's annual salary, or even higher if a senior executive leaves.
If a company experiences the pain of staff loss for a long time, the final result must be death due to "excessive blood loss".
Therefore, the establishment of a talent production line can be sustainable development, and it is also the top priority of the enterprise.
The pain of being lost – not doing well, not being able to keep up (disorientation)
It mainly shows the rapid development of the enterprise, but the employees are stagnant, especially the core management positions in the founding team, who are not qualified for the job, do not do well, and can't keep up.
Here's an example
In the early days of a company, the general manager took his cousin and other family members to work hard.
My cousin was responsible for developing the market, developing many large customers, and was awarded the position of deputy general manager, in charge of the company's marketing business.
The company has grown day by day and has become a well-known brand in the industry, with annual sales of more than 100 million yuan, and the number of employees has increased by thousands at once.
In the past few years, the company has developed to a bottleneck, the revenue growth is slow, the loss of marketing personnel is serious, and the general manager feels that his cousin's team management ability is lacking and cannot adapt to the development of the company, and wants to introduce more talents and strengthen marketing management.
But my cousin thinks that the reason for his poor performance is because the company's products are not competitive, and he feels that he has no problem. So secretly squeezing out newcomers, and often complaining in internal meetings, resulting in team instability, newcomers also think that the company's management is problematic, can not develop smoothly and resign one after another, the general manager wants to improve the overall level of employees but has no clue.
Therefore, we simply sort out the talent problems encountered by chain enterprises at different stages as follows:
I. Period of Confusion
Talent management is in a disorderly state, and the company has no plan for employing people. Employees need to be urged by their superiors to do things, and when leaders go on business trips, they will be lax internally, and employees feel that the direction of promotion is very vague.
The head of the regiment suggests:
- Sort out the core business processes, and formulate job responsibilities and qualifications for key positions
- Establish a talent training mechanism for key positions, such as store managers, shopping guides, cashiers, etc
- There are more deputy positions, such as assistant store manager, deputy store manager, etc
Second, the development period
Talent management is in a state of development, and the company has begun to have a certain sense of planning, but the speed of recruitment still cannot meet the needs of employment. The employment is mainly airborne, the mobility is large, the division of positions or department responsibilities is not clear, and middle managers need to waste a lot of time on coordination and communication.
The boss belongs to the state of firefighting, there is very little time to really think about strategy, and the employees are divided into two levels, busy and idle.
The head of the regiment suggests:
- Straighten out the company's various business processes, and formulate job responsibilities and qualifications.
- Establish a talent training mechanism for core positions and management positions
- Reserve talents for key positions and management positions
III. Maturity
Talent management is in a mature state, the company will plan in advance, most of the employment needs can be satisfied, internal talent formation echelon, only a small number of positions use airborne troops.
The division of responsibilities of positions or departments is clear, but the processing process of each business is long, the workload of employees is not saturated, the ability to improve is slow, and employees feel that the training is wonderful but it is difficult to land.
The head of the regiment suggests:
- Re-optimize processes
- Develop customized teaching materials and create in-house instructors
- Establish an enterprise business school, create a learning organization, and implement the learning of employees.
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