What is the talent concept of modern enterprises?

*Everyone is a talent, and everyone can be successful

Respect, cherish and make good use of talents

*With the development of economic globalization, talents and technology have Become the decisive factor in winning the competition. In implementing their globalization strategies, multinational companies have elevated recruiting talents to their "number one priority" and are constantly innovating on talent concepts and strategies. To explore the secrets of success for multinational companies in tapping talent resource treasures, there are seven major talent resources competing for the latest ideas and unique strategies.

"Borderless" concept - creating a unique entrepreneurial spirit to compete for talents

Welch, an entrepreneur from General Electric Company in the United States, had an insight and pioneered the "Borderless" concept. The entrepreneurial spirit strives for global talents and carries out global operations.

Welch believes that a borderless enterprise “allows people to focus on better methods, better ideas, and share them among people within the organization and with enterprises anywhere in the world. The best ideas and practices. "Welch advocated "walk-around" management to reduce organizational levels and overcome the dangers of bureaucracy and hierarchy; advocated the fluid development of talents and gave everyone full space to develop; advocated continuous learning and emphasized The value of knowledge and the value of learning, etc. Welch said "people are the most valuable tool." He encourages employees to explore their own great ideas and learn from and possess the great ideas of others. Therefore, valuing people, human knowledge, human values, and human thoughts is the highest goal to be achieved by the "borderless" concept. The practice of the "borderless" concept has enabled General Motors to establish a unique corporate spirit, allowing people's ideas and creativity to be used without borders at any time, creating a new corporate environment for talents. As a result, GM has gathered the world's best entrepreneurial talents, technological innovation talents and the best corporate employees.

The concept of "non-balance" - innovative organizations and systems compete for talents

The traditional talent management concept believes that seeking "balance" is the basic task of corporate organizations and systems. However, studying the practices of multinational companies competing for talents reveals that they are constantly breaking the balance, using the concept of "non-equilibrium" to guide corporate organization and system innovation, and establishing corporate talent appointment, reward and equity incentive mechanisms to compete for talents more effectively. In response to the ever-changing mainstream trend of globalization, DuPont took the lead in initiating organizational management innovation and implemented a drastic reorganization of the company's organizational structure. It divided the original five huge corporate business departments plus the oil and gas production department into 20 smaller, Business departments with substantive strategic significance that can flexibly operate in the market, and set up operation and technology development centers in key multinational markets such as China, provide a new stage for talents to function independently.

DuPont also highlights the talent reform compensation system and provides stock option incentives to senior managers and technical personnel. In the compensation structure of CEO and senior talents, stock options account for 65%. The company has established a scientific and technological innovation incentive mechanism that combines an elimination mechanism and a motivation and pressure survival mechanism. Every year, 10% of scientific and technological personnel receive heavy rewards for innovation, and 5% of incompetent people are eliminated. The self-interests of talents and the enterprise Destiny is more closely linked.

The traditional Fayol "organizational management span" theory tends to be a fixed, stable and closed system. Modern entrepreneurs emphasize the variable nature of talent organizations and systems. They believe that in the face of a rapidly changing market, effective talent organization and system innovation of enterprises need to match the degree of differentiation and environmental variables of the changing environment, otherwise it will be detrimental to talents. develop. Zhang Ruimin said: "The talent concept of Haier Enterprise is to improve the quality of personnel, always break the balance, and achieve innovative development." It can be seen from this that the innovation of corporate organization and system under the guidance of the "non-balanced" concept

" The latest concepts and tricks for modern entrepreneurs to compete for global human resources" Text: , which can attract more talents to join the company.

The concept of "biosphere" - shaping localization advantages to compete for talents

In recent years, multinational companies have proposed and implemented the concept of optimizing the "biosphere" to shape localization advantages and form a strong competition for talents. force. As my country's openness increases, more than 400 of the world's top 500 multinational companies have invested in China. Multinational companies are pursuing localization strategies in China and vigorously creating "biosphere" advantages. Such as centralization of investment projects, localization of technology development, localization of talent use, etc. Now, many multinational companies have established manufacturing, marketing and technology R&D institutions in important cities and regions in China.

The Coca-Cola Company has more than 20 manufacturing companies in China, which are located throughout the country. The Pearl River Delta, the Yangtze River Delta and the Bohai Bay Rim have become relatively concentrated manufacturing bases for multinational companies, and Beijing and Shanghai have become relatively concentrated technology research and development bases for multinational companies. Microsoft employs more than 500 talents of various types in China. Most of the more than 70 researchers at the IBM China Research Center are master's students trained in China. Nearly 1,000 of Motorola's researchers in China come from famous Chinese universities.

An American entrepreneur said that multinational operations of enterprises need to form a "biosphere" effect to create greater attraction for local talents. Mr. Powers, China Chief Representative of the US-China Business Council, believes that the centralized transfer and systematization of multinational companies to China is accelerating the establishment of their respective "biospheres." This "biosphere" concept has indeed created a huge shock wave in the competition for talent in China. Talents from many state-owned enterprises and scientific research institutes are rapidly flowing to multinational companies. Recently, American Telegraph and Telephone Company poached 3,600 software engineers from Chinese companies at one time. At present, the localization rate of senior management and scientific and technological talents in multinational companies' research institutes and manufacturing companies in China has reached more than 85%, and the pressure for talent competition is huge.

The concept of "maximum success" - using modern methods and means to compete for talents

American Cisco is a technology-based enterprise founded by two people in 1984 and has developed rapidly. Currently, Cisco has 34,000 employees worldwide and an annual turnover of more than US$13 billion. Among them, Cisco Systems Network Technology Company in China has more than 550 employees and has attracted many Chinese high-tech talents. The secret of Cisco's corporate success is mainly reflected in advocating the concept of "mutual success" among corporate employees and being good at using modern methods and means to compete for talents. Guan Chi, Director of Human Resources of Cisco China, said: "Cisco pursues talent resource development and innovation, and the success of each employee is the success of the company.

Different from traditional concepts, the most important aspect of the concept of "utter success" is , is to transform the traditional unequal relationship between enterprises and employees, so that employees and enterprises are on an equal footing, and both parties strive for the same interests. This concept allows talents to quickly feel that their status is improved, and their innovations and labor achievements are respected. The sense of mission and mission has increased sharply, and the company has become more attractive to talents. To this end, Cisco strives to provide talents with conditions for creative labor through a variety of modern methods and means, which is more conducive to the development of everyone's talents. , using the Internet and information systems to provide employees with the convenience of mastering all kinds of knowledge and information, establishing the idea that every employee is the owner of the enterprise, and establishing talents that allow every employee to maximize their value and realize their biggest dreams. Mechanism. The company respects the innovative spirit of its employees, creates a corporate environment where individual success is embedded in the success of the team, and helps employees achieve their set goals. At the same time, the company encourages the introduction of new talents. If an employee introduces and successfully introduces a talent, the company will give them a reward. A reward of US$1,500. These winning ideas for tapping human resources have enabled Cisco to fully utilize its talent resources and achieve extraordinary development of the company.

The concept of "capability-based" - broadening the horizons to compete for talents<. /p>

Traditional Taylor's "thing-based" management treats people as "things". In the 1980s, "people-oriented" thinking emerged in enterprises, believing that people are the company's greatest capital, resources and wealth. Enter. After the new century, multinational entrepreneurs put forward the concept of "ability-based" and advocated the improvement of people's abilities and knowledge to more quickly tap into the value of human resources and talents. P&G has adopted a policy of "not emphasizing professional counterparts" when recruiting talents in China. What matters more is whether talents have excellent cooperative spirit, good communication skills, excellent analytical skills and creativity, etc. IKEA has abolished the past "academic qualifications only" approach to talent recruitment and does not require talents with any academic qualifications. Paying more attention to real talent and practical learning makes the competition for talents broader.

The famous Israeli entrepreneur Cage said: "A high-level education does not determine a person's talent throughout his life. It is necessary to continuously improve a person's ability." knowledge and abilities. Even employees with low or medium-level education in the enterprise should be given fair competition opportunities." The core of the "ability-based" concept is to value people's basic qualities, value the continuous improvement of people's abilities, and continuously realize people's ability-oriented Management sublimation.

Sony has proposed to put an end to any discrimination in terms of academic qualifications. Among the company's more than 3,500 current scientific and technological talents, a considerable number are not from "scientific" backgrounds. Two-thirds of the middle and senior management talents of Japan's Seibu Company are from humble backgrounds. Junior staff members are promoted gradually and have no academic background to show off. In order to improve "ability-based", multinational companies vigorously advocate the idea that anyone with or without academic qualifications can become a talent, and provide conditions and convenience for employees to re-educate and improve their abilities. Companies such as Ford and Motorola spend more than US$1 billion on talent training every year to reshape talent and knowledge. These practices are more adapted to the new requirements of the era of competition for talents. The concept of "emotion" - establishing a relationship management system to compete for talents

For European and American companies, it is a customary value to attach importance to laws and despise emotions. However, in recent years, multinational companies have reshaped the concept of "emotion", established and developed talent relationship management systems, tapped and utilized outflow talents, and achieved long-term benefits from human resources. Tom Tierney, global executive director of Bain & Co International Consultants, said: "Our goal is to attract the best talent, and these talents are also the hardest to retain. Any idea that ultimately tries to trap talent is foolish, You should continue to keep in touch after they leave and turn them into advocates, customers or business partners.” Multinational entrepreneurs realize that talent flow is inevitable, and it is important to make “emotional investment” in talents even after the talent flows out. It can become the permanent wealth of the enterprise. In recent years, large multinational companies such as Samsung and Intel have added knowledge departments, established special files for talent relationship management, and carefully collected and recorded a series of information such as the whereabouts, development direction, and contact information of all types of outflow talents, so as to maintain and maintain the relationship between outflow talents. Communicate anytime. Many companies also regularly carry out networking activities with outflow talents every year, and extensively solicit their suggestions, opinions and requirements for corporate development. The "emotional" concept has enabled many "lost" talents to be regained and still provide help to the original companies.

As the globalization of human resources intensifies competition, using "emotion" as a bond to establish and develop talent relationships is an effective way to tap lost human resources. In a certain sense, talent outflow is not a bad thing. The key is to be good at tapping outflow talent resources, maintain uninterrupted exchanges with outflow talents, treat talent flow with a sincere attitude, and permanently open the door for corporate talents to enter and exit. Not only will this not lead to brain drain, but it will also allow more talents to return to the company after flowing out. The concept of "far effect" - focusing on society and the future to compete for talents

Microsoft has fully completed its work in With the goal of moving Asian research institutes to China, we have established talent channels for the top 50 universities in China, donated more than 30 million yuan of software to these universities, and provided technical training to university teachers and students who have joined the talent club. This enables them to be the first to use the latest products developed by Microsoft and understand the cutting-edge trends of the entire IT industry around the world. Zhang Yaqin, director of Microsoft Research China, said that the above actions are part of Microsoft's global talent competition strategy, and the purpose is to use Chinese universities to compete for future IT talents first.

Modern multinational entrepreneurs believe that in the global competition for talents, the best long-term strategy to alleviate the pressure of talent flow is to focus on society and the future, and to compete for future talents in advance through contributions to society. Samsung has implemented a strategy of subsidizing Chinese middle school students to go to South Korea and other countries for targeted training, which not only solves the problem of difficulty in further studies for outstanding students, but also shapes future Samsung talents. Siemens China has set up a special university liaison agency and launched the "Siemens International Student Circle" activity, which has attracted more than 310 students and enhanced their understanding of Siemens. Siemens has also developed and implemented the "DAAD Asia 21st Century Scholarship" plan, which has received funding of 4 million marks in Germany and its own investment of 2.7 million marks. Within five years, more than 100 students from China and other Asian countries will study in Germany. Complete the two-year course. American Science and Technology Corporation will give each of the 200 selected future company technological innovation talents a stock award of US$25,000, which will be owned by individuals after seven years to encourage talents. We should learn from the practices of well-known enterprises, target enterprises that compete for talents to contribute to society, and accelerate the training of future talents, so as to obtain more strategic senior talents at a higher level, so as to realize corporate talent long-term benefits.