Chinese-style human resource problems

What is the biggest headache in human resource management? We put the same question to five human resource managers and two general managers. The two biggest headaches for them are cultivating and retaining talents, which reflects from one aspect the large demand for talents and the rapid flow of talents caused by the rapid development of China's economy.

Headache problem: recruiter

Jinbebei Jinbei, general manager of the Human Resources Department of Gemdale Group, in Gemdale's opinion, "finding people is more important than finding land, and building people is more important than building a tree". The biggest challenge for Gemdale at this stage is to choose the right people, use them in the right positions, and know who they are, so that the talent planning and the company's business development planning can be better matched. With the growth of Gemdale Corporation and the expansion of its national business, the problem of demand for talents has become more and more obvious. To do business well in all parts of the company, we need the right talents. But finding the right person is not easy.

For example, in 2005, Gemdale has entered the brand promotion year, and the current brand position is temporarily attached to the human resources department. Some of us jokingly call it the "character department", which is the collective name of the human resources department and the brand department. At this stage, real estate has entered the era of brand competition. We must make the management of the brand more standardized and the functions more refined. We hope that consumers can know more about the connotation of our brand. Therefore, it is planned to separate the brand department separately this year, so that it needs to be equipped with senior management personnel in charge of the brand---he (she) should be an expert in brand management, and at the same time have a good understanding of the real estate industry.

In addition, the expansion of Gemdale's business has also brought about demand for talents in senior positions. For example, we have the group's technical director transferred from Shenzhen to the Beijing company, and the demand for positions on the group's side is generated. We urgently need senior managers with broad vision, more experience, and the ability to look at problems from a higher height. Generally speaking, talents with outstanding comprehensive quality and comprehensive professional business management and operation management experience are needed. But it feels like such a comprehensive talent is particularly lacking.

Headache: Cultivating People

In addition to finding these executives, the general manager of the Human Resources Department of Jinbebe Gemdale Group also has to quickly train people. At the project manager level, we are more inclined to cultivate ourselves. Our company implements the project system, and has trained a group of people through this form.

Liu Haizong, China Human Resource Manager, Extraordinary Mailer Candy (China) Co., Ltd. My biggest headache right now is the lack of talent. Our company entered China in 1994, and began to enter a stage of rapid development in 1999. Now, the company has ranked among the top three domestic candy companies with products such as Alps and Mentos, and its annual sales have increased by almost 15%. Our problem is: the development speed of the existing employees cannot meet the needs of the company's business development, and at the same time, due to the fierce competition in the candy industry, it is difficult to find excellent talents in the market.

In order to solve the problem of shortage of talents, the company strengthens the training of employees on the one hand, and formulates a development plan for each individual with high potential on the other hand, hoping to supply talents to the company through internal training.

Defrost Deputy General Manager of Vanke Enterprise Co., Ltd. I feel that the biggest difficulty is the balance between the speed of talent training and the speed of enterprise development. This balance is not easy to grasp: on the one hand, talent training and reserves must meet the requirements of the rapid development of enterprises; on the other hand, talents cannot be cultivated, but there is no room for them to display, which will lead to brain drain.

For Vanke, the main thing is that the speed of talent training should keep up with the speed of enterprise development. Vanke has developed rapidly and has branch offices in 21 cities. It is a big challenge how to cultivate talents in large numbers and quickly to meet the development requirements. Because domestic traditional education does not provide the basis for training professional managers, there are still not many mature enterprises that can cultivate talents among Chinese enterprises. Judging from the current situation, there are not many talents who can be used when they come. Therefore, the talent that Vanke needs is largely dependent on its own training.

We are also working hard to develop great people in a variety of ways. For example, we implement the "Excellent Talent Management System" and pay attention to the outstanding talents in the group. These people account for about 15%, including relatively high-level managers and grass-roots managers, and focus on their retention, motivation, training and development.

We focus on talents throughout the group, not limiting the development prospects of talents, ensuring that they can stand out even in relatively remote areas. For example, we give them the opportunity to inspect and communicate internally, let them come to the headquarters to work, and let them have work experience at the micro and macro levels. Our two-way communication ratio exceeded 10% last year.

In addition, we now have an idea for future senior managers to have personal management coaches who will come from consulting firms.

Zhang Xuemei Sohu Human Resources Director In an emerging industry, there are still relatively few professionals who can meet the company's needs, so a lot of our work is on cultivating talents. In this regard, domestic companies are all on the same starting line, and we have no experience from others to learn from. We need to explore every step by ourselves, which is also a big challenge for us. In terms of talent training, the company will regularly organize training for key employees. In addition, we will also organize some non-professional courses suitable for professionals, and encourage employees to participate voluntarily.

Headache: Retaining People Another problem to face. At present, the company's solution mainly has two points: one is to provide competitive salaries and benefits; in addition, the company will give employees a relatively free working environment, allowing employees to work on the basis of "trust".

On the one hand, we are looking for people, and on the other hand, we are also protecting people. Because the real estate industry has a large flow of talents. In terms of incentives, we adopt a double helix model. Through a series of human resource management measures, we can achieve a double improvement of organizational value and employee value. The company also needs to create space for employee development. For example, the "Career Development Center" project we launched this year is to create a solid growth platform and make the spiral better.

Zhang Xuemei Sohu's chief human resources supervisor's problem, the most prominent is how to retain talent. The Internet industry has been booming, the industry bubble has agitated people's impetuous emotions, and the flow of talents is relatively frequent. Moreover, the competition for talents in China is not very standardized, and there are many things that peers poach each other for. Sohu.com is also one of the earliest Internet websites in China. The company has a high brand awareness. Our employees have been in this field for a long time, and inevitably become the target of other companies to poach people. In this case, how to retain talent is my problem. The rapid flow of talents will not only bring challenges to the company's personnel management, but the loss of key talents will also bring great losses to the company.

Our company retains talent in three main ways: The first is by establishing multiple communication channels, encouraging employees to speak their minds, and rewarding valuable suggestions. For example, the company will regularly organize meetings or activities attended by the company's senior management and all employees, providing employees with a platform for direct communication with senior management; opening up "I Suggest Mailbox" and anonymous BBS community on the internal website. The second strategy is to provide employees with the opportunity to rotate, allowing them to do the work they love. In addition, providing employees with a competitive compensation plan is also our company's practice of retaining people. Sometimes, employees are tempted because they see some small companies offering relatively high positions, but they do not feel the resource advantages they enjoy in large companies. These people's resignation is also helpless.

General Manager of Canon Shenzhen Branch of Riken Volunteering I have worked in Japan for 20 years. Going to Shenzhen branch to do management, I want to combine the good management experience in Japan, Europe and the United States with the work in China. But people in different places live in different environments and have different habits. Like Japan, when you enter a company, you may work and live here for the rest of your life. Companies in Europe, America and China are different. Employees are good at using their abilities. Every time their abilities increase, they may jump to another company. This really brings trouble to management.

Canon Shenzhen Branch has been operating since October 2003, and it has not been a long time until now, but some colleagues are also changing jobs. During this period, about 20% of the staff has flowed. Once the staff changes, the management of personnel will also change. Change, I find it difficult to manage.

I hope to keep them, first of all, I hope everyone can feel the charm of this job. Second, let everyone understand what they want to do and how this job will benefit their future. The third is that the salary is competitive. But don't raise salaries just because people are leaving, because that would have a detrimental effect on those around you. At the same time, we are still doing recruitment.

Headache: Career Planning

Bonan Zhou, Director of Training and Development of Human Resources Department of Yahoo China Some employees have correct plans for their career development, while some employees fail to see themselves clearly, their plans are wrong, Some people have no plans for themselves at all. Employees who have the wrong plan for themselves are the hardest to manage. For these employees, HR is actually their professional consultant to help them solve problems.

There is a group of people who think they have a clear plan for themselves, and are very firm in implementing their plan. There was once a boy who had just graduated for two years to apply for the position of product manager. He had changed 5 jobs within two years, and he had to change jobs almost every six months, and the fields spanned a lot, including marketing, editing, customer service, and finance. He has done it all. I ask him why? The boy said he was going to start a company in the future, so he had to do all the positions now. And he believes that half a year is enough for him to understand each position and "can see it clearly".

From the perspective of human resources, we believe that it takes one year for an employee to complete a cycle before he can understand his position; it takes two years to become familiar with his position; and it takes the third year to put the accumulated experience in the past. Something plays out.

Generally, if I find someone is more impetuous in the post, I will share a few short stories of career development with them. For example, I once read in the newspaper a story about a Chinese operator in the UK who grew up as a counselor. The operator was very attentive to every incoming call and had been practicing English diligently. Her eloquent pronunciation made many callers think of her as a local. In this way, she took one step at a time, insisted on doing the most basic work well, and finally got the appreciation of the ambassador and took the position of counselor.

Actually, as an employee, I had a similar problem. In the last company I worked for, I felt that I had entered a bottleneck in my career development. At that time, my boss talked with me all morning, helped me find out the problem, and gave me a great inspiration for my career development path. Now, when my employees encounter similar problems, I also share my personal experience with them, hoping to help them.

Some employees choose to stay after hearing the story and find it helpful. For employees with more personality and firm values, I usually help them analyze from their perspective. If I find that his values are really irreconcilable with the company, then I can only encourage him to find a company that is consistent with his own values. He is good for the company.

For those employees who lack planning for their careers, I will place them in positions with low personal growth, which are usually more stable and can meet the needs of employees.

Headache: Effective Communication

Sun Shichang, Manager of Human Resources Department of Mingji Dentsu Information Technology Co., Ltd. The policies and systems introduced by the company should be understood by all colleagues and supervisors, and then supported and willing to promote. This communication process is very important. difficulty.

For example, the company has introduced a travel management method to improve work efficiency, but if the communication is not good, some people may feel that the headquarters has requirements and will not understand. Regarding the company's system, some people will have a mentality of "there is no way, we must obey". This is not conducive to improving the enthusiasm of employees.

Actually, it's easier to get this information out, the hard part is getting everyone to understand it. Only by letting each colleague understand the goals and background of the company's policies, know the reasons for these regulations, and accept them psychologically, can the cohesion of the entire team be enhanced. We now have nearly 20 branches and hundreds of employees located in different cities outside the headquarters. It is still difficult for everyone to understand.

We also have various communication channels, such as internal websites, e-newsletters, internal monthly magazines, corporate networking activities, etc., to strengthen this communication, but there is still a lot of room for efforts to make this communication very detailed.

Headache problem: strategic

Unfreeze the deputy general manager of Vanke Enterprise Co., Ltd. Basically, to solve the problem of balance between the speed of talent training and the speed of enterprise development, we are doing manpower from a strategic height Resource work to meet the company's development needs for talents.

Liu Haizong, Human Resource Manager, China Region, Extraordinary Mailer Candy (China) Co., Ltd. My third headache is how to change the concept and function of the human resources department and support the development of the entire company from a strategic perspective. A few years ago, HR only needed to do some operational work, but now we need to think strategically, taking into account what stage the human resources team should be in 3 or 5 years later, and the gap between the company's business and human resources be there, and come up with a concrete course of action. At the same time, it is also a challenge for HR staff to improve their own quality.

In order to better complete the transformation of HR functions, on the one hand, we outsource the work that can be outsourced in HR work, so that employees can spend more time thinking about strategic issues, such as the current welfare of local offices It has been outsourced to a foreign service company; on the other hand, the company has begun to establish a human resource management system internally to improve the work efficiency of human resources.

Chinese-style human resource problems

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