Among the many factors of people, money and materials, people are the most active, most reliable and most important key, and are the strategic core of enterprise system innovation, management innovation, technological innovation, and development and transformation. Although funds, equipment, resources and advanced technology and management are indispensable, these are created, mastered and controlled by people.
For enterprises, key talents are the foundation of enterprise survival. During the operation of the enterprise, it is inevitable that the loss of talent, if things happen suddenly, the problem caused by the loss of high-end talent in the company will be huge. How to find a way out, seek development and rise again in the predicament? In this regard, the emergence of "talent strategic planning" is to reduce, or even eliminate the huge losses caused by such problems to enterprises.
On April 24-25, 2021, the real estate entrepreneur business administration (EMBA) class "Talent Strategic Planning and Implementation of the Way to Land" course was held, Mr. He Xin from the perspective of managers to think and implement the classic practical management experience of talent strategy, covering more than 20 business scenarios and more than 3 large-scale case analysis, around the logic of "Tao, Law, Technique, Example", from the top level of thinking to the landing of tools, and on-site personalized problem discussion, Create a complete value chain system for the trainees to design the strategy of enterprise talents and land it.
Mentor Profile
He Xin
Senior Top 500 professional manager
Expert in organizational development and talent strategy
He has successively served as the dean of Country Garden Marketing College, the vice president of teaching of Wanda College, the chief learning officer of Ping An University, the training director of China Resources Land, the lecturer of Carrefour South District, and now serves as a special adviser to the chairman of many enterprises.
Visiting students of Cambridge University and Kitakyushu University in Japan, EMBA of Sun Yat-sen University, tutor of CUHK, Wuhan University, Tsinghua University, Peking University CHO class, president class tutor, Shenzhen University, ZTE entrepreneurship tutor, Shenzhen scarce talent tutor, columnist of "Training" and "Human Resources", director of the Enterprise University Alliance, has published "Redefining Training" and "Talent Strategy".
Course highlights
<h1 class="pgc-h-arrow-right" data-track="22">. Top-level thinking: the overall logic of talent strategy</h1>
Talent strategy is part of corporate strategy, and at any given time we mention whether it is business strategy or talent strategy, its logic is exactly the same. So what is talent strategy? Its essence is to base itself on the present and look to the future.
1. Five questions that talent strategy needs to answer
First of all, our work decomposition of talent strategy requires consideration of five major issues, which cover the important content of corporate strategy and human resource management:
Question 1: What is the challenge of our strategy to talent? This involves the understanding of the strategic objectives of the enterprise and the prediction of the shortage of talents and the lack of ability and quality of talents brought about by the strategic objectives.
Question two: What talents do we need? This involves the definition and identification of key talents and the design, operation and application of results for talent inventory.
Question Three: How do we build a talent supply chain? The key content of the talent strategy is to create a talent supply chain, that is, the "whether there is" and "whether it is good" for talents, which mainly involves attracting people (recruitment, employer branding, salary strategy, team building, etc.), and cultivating people (training programs, corporate universities, mentoring and apprenticeship system, evaluation feedback, etc.).
Question Four: How do we effectively retain talent and activate the organization? Here it mainly involves the use of people (daily work norms, performance appraisal, power management, etc.), the discovery of people (internal innovation and entrepreneurship, challenging tasks, talent transfer and internal communication, etc.) two dimensions of work.
Question five: Who will perform this task. The first is the top-level design of talent strategy, which is the main work of the decision-making level and executives (including manpower); the second is the daily selection and retention, which belongs to the team building work of business managers in the front line (main responsibility and implementation), and the routine work of HR in the background and comprehensive section (formulation, support, supervision, guidance); and finally, the construction of corporate culture, which is initiated by the boss, assisted by HR, and practiced by all employees.
2. Practical cases and organizational assessment should be strategy-oriented
An enterprise has two regions, one is the Shanghai area and the other is the Urumqi area. The revenue of the Shanghai region was 80 million yuan in the year, and the revenue in Urumqi was 6 million yuan, which of the general managers of the two regions deserves a high salary?
On the surface, the Shanghai area has high revenue, so the salary of the general manager should also be high; the price of Urumqi city is low, so the salary of the general manager of the region should be low. In fact, this single view does not conform to the systematic thinking method of combining "professional + motivation" of talent strategy.
From the perspective of the indicator completion ratio. If Shanghai's annual target is 100 million, completing 80 million, while the Urumqi target is 4 million, completing 6 million, the general manager of Urumqi should be paid a high salary (of course, this includes the part of the reward).
From the perspective of net profit earnings. If Shanghai has a revenue of 80 million yuan and a cost of 78 million yuan, while Urumqi has a revenue of 6 million yuan and a cost of 3.2 million, the general manager of Urumqi should be paid a high salary because he has maintained the healthy growth of his team.
From the perspective of difficulty of completing the task. If Shanghai belongs to the strong area of the enterprise, and Urumqi belongs to the pioneering area of the enterprise, then from the perspective of the difficulty of integrating the resources of people, money and materials and the difficulty of achieving the task objectives, Urumqi is greater than Shanghai, and the general manager of Urumqi is paid a high salary.
From a balanced scorecard perspective (finance, operations, customers, learning and growth). Which one has a high overall score can prove that it has maintained high-quality growth, and the local general manager has a higher management level, and the corresponding salary should be more.
These four angles are actually normalized analysis, which is a kind of thinking path with static performance appraisal as the axis.
From the perspective of corporate strategic orientation. If the company's original project is in Shanghai, the future plans to sink the business, to the third and fourth-tier cities, then a project similar to Urumqi is the company's future "granary", if successful will provide a steady stream of cash flow, and if it fails, it will bring about the company's major strategic adjustment and business shrinkage (if the Shanghai area is a mature area to be exited, it is more obvious). Then no matter what happens at the moment, we need to focus on Urumqi from the perspective of salary, incentives, and even support.
In other words, if you look at the strategic motivation of "basing on the present and looking to the future", the salary of the general manager of Urumqi is not based on the short-term revenue of Urumqi, and he carries more strategic significance. When Urumqi's short-term revenue is low and encounters difficulties, on the contrary, it is more necessary to give the "pioneering cattle" a certain protection mechanism. Strategic orientation is actually the biggest "motivation" of an enterprise.
So, should the "pioneering cattle" be "protected" all the time? Not really. The above case is a real case of a central enterprise exchanged in Shanghai at the end of 2017 (the data itself has been reduced). In order to promote the construction of the future third- and fourth-line "granary-type" projects, the company has divided the existing projects into three categories: new projects, developing projects and mature projects after comprehensive consideration, and the company has formulated three different assessment ideas according to the different development time and consideration factors.
Many enterprises are killed by performance appraisal, not because the indicators themselves are not professional, but because they are too professional and ignore the differences in the growth of business units. For example, the Urumqi project is the company's future granary. The so-called granary, which is to provide continuous cash flow, is the key business unit or area of the company's future business growth, although the current revenue is low, but it is still a key area in the future. Compared with the Urumqi area, the Shanghai area is a mature area to be withdrawn. If you want to build a "granary", you must first "grow grain" and "raise grain", and then "collect grain", once the construction law is violated, the project will be difficult to succeed.
Classroom communication
3. How to build a talent supply chain
The direct goal of the talent strategy is to build a talent supply chain, and the indirect goal is to support the achievement of the company's indicators. Talent strategy means that business management should ensure that its organizational capabilities and workflows can sustainably provide the right talent in the right place and at the right time to meet short- and long-term business objectives.
At any time, the thinking of talent strategy is about the two propositions of "whether there is anyone" and "whether people are good or not", and it is also an essential proposition of the talent supply chain. When a business manager starts doing business management, there are generally four things that come to mind:
The first step is the strategic direction of the business is correct;
The second step is called whether the indicator can be achieved, that is, how the profit should come back, and what kind of business indicators should be set;
The third step is to have someone;
The fourth step is whether people are good or not.
"Is there anyone" + "people are not good to use", the combination of the two constitutes a key term, called "talent supply chain", which is also a problem that many companies are easy to ask under the talent strategy. How to solve the problem of "whether there is anyone" and "whether people are good or not" is a very direct focus of talent strategy.
There are a few keywords to note in the above figure:
Organizational ability is actually a problem of talent quality, and people who are easy to use are actually an organizational ability, and organizational ability is the soft power of an organization to support the strategy.
The right place, the right timing, i.e. all the work of the talent strategy is more clearly affected by location and timing.
Sustainability, in fact, is a word we often mention called "talent echelon", which is a talent strategic measure to ensure the sustainable development of enterprises.
Providing appropriate talent, "appropriate" means meeting talent standards.
Short-term and long-term business goals refer to the important purpose of formulating a talent strategy.
<h1 class="pgc-h-arrow-right" data-track="22"> ii. Planning layout: Planning layout strategy from business strategy to talent strategy</h1>
For businesses to survive and thrive, they must create value for shareholders and other stakeholders, including employees, customers, suppliers, and their regions and related industries. If we open the "black box" of "enterprise", we can decompose the process of enterprise value creation into a series of different but interrelated economic activities, or called "value-added activities", the sum of which constitutes the "value chain" of enterprises. In the vernacular, it is that all aspects of the operation and production of the enterprise must continue to increase in value, so that the enterprise can have value, live for a long time, and live well.
For people in the enterprise, it can also be regarded as a part of the means of production, but also a chain of the enterprise value chain, only by continuously generating value to the enterprise, can we reflect our own value, in order to obtain good returns.
1. Practical Cases: Huawei's Talent Value Chain Management Concept and Practice
Huawei applies the concept of value chain management and introduces the concept of talent value chain management. Huawei's talent value chain management process can be summarized in one sentence: customer-centric value creation, results-oriented value evaluation, and strivers-oriented value distribution. These three aspects are a continuous cycle that eventually leads to a spiral. The core concepts of these three aspects are as follows:
Value creation: Whether it is an individual or an organization at all levels, first of all, we must focus on the needs of customers (internal customers, external customers), take the customer as the center, and strive to create value for customers. Make customers willing to pay for you, so that the team and individual are valuable. Value creation is achieved by decomposing from corporate strategy to organizational performance and individual performance.
Value evaluation: Value evaluation is not only the evaluation of performance, but also the evaluation of job qualifications, the evaluation of job performance (comprehensive evaluation), such an evaluation not only ensures that the evaluation of employees is comprehensive, but also avoids employees from making short-sighted behaviors in order to obtain performance.
Value distribution: The concept of value distribution is "total compensation" management, the value created by individuals and organizations is distributed to employees and organizations in a reasonable way, inspiring them to work harder and create more value. Regarding the distribution of value, Mr. Ren Zhengfei has a very modest but very classic sentence: Where do I know what management, but the distribution of money is fairer. —— It seems like a simple vernacular, but at present, few global companies really dare to say so.
2. Talent supply chain
【Knowledge Points and Talent Supply Chain】
Refers to the process of systematically considering the talent supply and demand of enterprises, integrating the relevant institutions of each node of talent management, coordinating talent forecasting, planning and supply management and flexible management, and realizing the integrated operation of the talent supply chain, and its ultimate goal is to achieve the dynamic optimization of the construction of talent teams.
Essentially, talent management is about anticipating a company's need for human resources and then making a plan to meet that need. Today, the overall environment is becoming more and more unstable, and we need a new talent management model that can take into account the high uncertainty faced by the enterprise.
At present, the construction of the talent supply chain of most enterprises mainly relies on external recruitment, but in recent years, the pain points of external recruitment have become more and more obvious, such as difficult recruitment, high salary, weak loyalty, high turnover rate, and so on. Moreover, simply using the introduction as a channel for the supply of talents can easily bring problems such as water and soil dissatisfaction and cultural dilution. In a word, there is no future for the supply chain of corporate talent created by recruitment alone. Talent supply chain construction is a multi-dimensional, structured work!
There is no so-called template in the talent supply chain, the business of the enterprise is not the same, the demand for talents is not the same, and country garden and Wanda, which are also the benchmarks of real estate, are also very different in this regard, so it seems that these two companies are still living better under such pressure. The best talent supply chain is for you.
【Case Sharing: "Dynamic Imbalance" of Talent Structure】
A company, mobile phone shipments in June 10 million units, August mobile phone shipments of 2 million units, how to consider the number of workers needed by the factory?
Recommendation 1: Every enterprise has a peak and bottom of labor, and conservative employment helps maintain the advantage of labor costs.
Recommendation 2: The number of people required by the organization, even if it is measured according to the labor efficiency of per capita sales, per capita area in management, etc., is also a speculation, and the market is flexible, and it is more important than the forecast to quickly adjust the organizational ability to adapt to the market.
3. Manipulative thinking about "organizational empowerment."
The word "empowerment" has become a popular word in the field of enterprise management and human resources. Empowerment in the enterprise is to enable employees to generate self-motivation, which in turn promotes organizational development
【Knowledge Points and Four Directions of Organizational Empowerment】
Stimulate willingness to fight (incentives, team building), focus: manager commitment;
Improving combat capabilities (division and apprenticeship, training rotation), focusing on: the will of the master;
Enhanced combat tools (software and processes, hardware), focus: process and environment optimization;
Enhance combat strength (borrowing from inward and outward), focusing on: internal- talent exchange mechanism, external - non-competitive formats.
【Thinking Questions】
The two projects (branches) of A and B are completely the same in volume, and the number of personnel is 100. Project A is a strong project and can easily complete the indicators; project B is a new weak project, and the pressure to complete the indicators is greater, which sends out a demand for increased staffing. In the case of the number of compilations locked, how to effectively improve the organizational ability of the two projects as a manager?
How to deal with it (refer to the answer):
Talent exchange: A certain number of personnel of the two companies rotate to lead the weak with the strong, and learn and grow on the ground.
Linkage assessment: Merge the AB assessment indicators, company B can not complete, company A will also be punished.
Strong and weak help: Ab is "paired", company A designates to help company B, and rewards company A according to the effectiveness of help.
Training base: For newcomers, new recruits of company B are required to join from company A and return to company B after 2 months; for the elderly, company AB pairs up, one-on-one pass to help, assess and motivate its effectiveness.
Job secondment: The general manager of Company A concurrently serves as the general manager of Company B, and the general manager of Company A is selected by the general manager of Company A and concurrently manages Company B.
<h1 class="pgc-h-arrow-right" data-track="22">3. Construction of talent echelons</h1>
The value of human capital is the "body value"; managing your human capital is to operate the competitiveness of the workplace. If the human resources owned by enterprises cannot be converted into human capital, no matter how many people there are, it is only the growth of labor costs, not the competitiveness of enterprises.
1. Work talent evaluation
The construction of the talent echelon needs to work talent evaluation, and it is necessary to truly implement differentiated assessment.
The socialized division of labor is more refined, and if the evaluation of talents is still carried out simply and rudely, it is bound to produce a lot of unfairness or even seriously make some cadres suffer heavy losses. For the assessment of talents, it is necessary to truly compare the job requirements of talents, and the assessment of talents should be judged from the specific work requirements and actual performance. Truly implement differentiated and refined assessment, which is the premise of truly enabling talents to achieve more scientific classification, which can also make the assessment and evaluation of talents truly satisfy and reassure talents.
2. Talent echelon and human capital preservation and appreciation
For enterprises, human capital is not a collection of single individual human capital or human resources, but refers to the group of employees who have obtained in the labor market, recognized the core values of enterprises through corporate culture, and formed a community of interests, a business community and a community of destiny with enterprises, with the ability to perform their duties for the long term and create value for enterprises.
As one of the "resource" elements necessary for production, enterprise human resources must play a positive, active and creative role in value creation, bring value appreciation, and contribute to the profit creation of enterprises. Otherwise, it is the failure of human resource allocation and the waste of human resources. Therefore, the human capital of the enterprise is the state of effective activation of the enterprise strategy and organization, and can create the enterprise value appreciation of the human resources team. Employees who are detached from the enterprise and are free from the corporate strategy and organizational state are not the human capital of the enterprise, let alone cannot be included in the evaluation of the value of the human capital of the enterprise.
3. How to achieve the matching of people and posts
The development of the market has boosted the intensification of competition between enterprises, and the core competitiveness of enterprises not only depends on capital and technology, but more importantly, on human capital. If the manpower of the enterprise is to truly form capital, it must be effectively allocated and rationally used, relying on effective human resource management practices to exert the maximum benefits of human capital, otherwise it will only cause the enterprise to produce greater internal friction, rising costs and talent loss.
Work analysis. Refine the responsibilities of the work itself, make it the core of the work, and determine the ability of the post according to the core items, so as to better judge what kind of person will be more suitable for the post from the perspective of post requirements, and clarify the work requirements.
Analyze employees. Existing employees have different knowledge, skills, experience and quality, etc., with different characteristics, so the matching of personnel should be multi-level, comprehensive understanding of the characteristics of existing employees, and reasonable division of them, that is, from the perspective of people.
Everyone is a talent, it depends on whether it is the right place. If managers want to match people and posts, they cannot do without managers' analysis of personnel and analysis of posts. Through the work analysis to clarify the specific requirements of the post, through the understanding of the characteristics of employees to build a quality model, so that the right talent in the right position to do the right thing, to achieve the effective allocation and rational use of employees, and ultimately to maximize the return on human capital of the enterprise, to achieve the long-term development of the enterprise.
<h1 class="pgc-h-arrow-right" data-track="22">4. Talent Incentive: The engine of organizational activation</h1>
The loss of core talents is immeasurable for the loss of enterprises, not only the loss of human resources, but also may enhance the strength of competitors, and may even cause the leakage of core secrets of enterprises. How should the leader of the unit retain the core talents to improve the cohesion and centripetal force of the company?
Engine 1 Total Compensation Model: A Diverse Design for Employee Motivation
Salary: a "satisfaction limit" guarantee element;
Welfare: "Happiness compared", the creativity of managers;
Employee recognition: pay attention to positive and negative directions, timeliness problems;
Work-life balance: relative balance is achieved through compensatory effects;
Personal Development and Career Opportunities: Opportunities are limited and hope is unlimited.
Engine 2 Four-dimensional channel: so that the highway of talent development is no longer "stuck in traffic"
First of all, it is necessary to "widen" the development channel. In the traditional employee development channel, most of us go up along the chain of "commissioner, supervisor, manager, director, vice president". At present, many companies have begun to implement the "dual channel" or even "multi-channel" system of employee development, so that employees have multiple choices when they develop upwards, laying a direction for the flexible development of employees in addition to the management line.
Second, it is necessary to "refine" the development channel. That is, each stage in the "runway" is cut more finely, and although the "pace" of motivation is not as large as before, the "pace" of motivation is increased. The "broadband salary and job sequence" implemented by some companies now belongs to such an attempt.
Third, it is necessary to "do fast" the development channel. After the company joins the staff, it is necessary to show the company's career development channels; at the same time, it is necessary to clearly inform the shortest time required for the development of outstanding talents at various stages, and it is best to list the role model employees who have developed rapidly before, and stimulate the desire of employees to grow rapidly in the company. Each business unit of the company should establish the basic idea of echelon training and provide necessary assistance for the "fast lane" of employees.
Finally, it is necessary to "live" the development channel. At present, the AB post system implemented by many enterprises belongs to this practice.
Engine 3 Talent Binding: Lock in key talents from the perspective of mechanism
Equity incentives: mainly medium and long-term;
External training: signing constraint mechanism, internal transformation of knowledge;
Talent echelon: continuous talent training, stable and continuous file;
Business partners: performance betting, project follow-up investment.
Engine 4 Business Partner: A question of the running motivation of professional managers
Under the framework of a partner, as long as you can provide enough value and bring enough benefits to the enterprise, you can become a partner, become a shareholder and owner of the enterprise, and participate in the profit sharing of the enterprise. Employees' own efforts determine their own income, and the connection between pay and return is closer, has a stronger incentive effect, and also opens up an income channel for employees.
For many professional managers, what motivates him is not only money or recognition, but more importantly, it gives him real control over his career. A business partner is a useful exploration of the organization in this regard.
Course summary
<h1 class="pgc-h-arrow-right" data-track="22">. Before people, things are man-made</h1>
To sum up what exactly is a "talent strategy"? That is, enterprise managers know how to select people, educate people, be good at talent replication, change from "self-employed thinking" to "entrepreneurial thinking", and know that people before people, things are man-made. Talent strategy is the first strategy of the enterprise, is the strategy that the enterprise should take the lead, and the thinking of talents is a strategic and forward-looking thinking.
There is a famous saying in management: where time is spent, the result is there. If an enterprise manager only focuses on "things", then he is at best a big salesman, a self-employed person, and the enterprise will face the embarrassing situation of no one and no talent. Therefore, respecting knowledge, respecting talents, cultivating talents, using talents, and owning talents should become the inevitable move of our company's strategic development of finding a way out, transforming and developing, and seeking to rise in the predicament.
<h1 class="pgc-h-arrow-right" data-track="22"> ii. Learn from friends, gather wisdom and empower</h1>
On the evening of the 24th, cumin real estate EMBA alumni Sixiang Meeting was held in Jiang 1984 Creative Park, and class 30 Liang Rongdi and class 31 Zheng Junhua successively shared the theme of real estate marketing and interior design in the Greater Bay Area.
The students actively communicated and interacted closely, which made this session a complete success. In the future, the class will also learn from each other, empower each other, fully integrate advantages, establish deep links, and achieve common development through theme salons, high-end forums and other forms of activities.