Talent incentive strategies in different stages of enterprises

The aftermath of the global financial crisis is over, the domestic economic growth is slowing down, and it is impossible for domestic private enterprises to grow with high profits as before, and they will inevitably face a major strategic change, especially the manufacturing industry, which is affected by The export situation and the impact of domestic overcapacity, coupled with the lack of unique core competitiveness of the enterprise itself, and the easy replication of success factors, private entrepreneurs must make changes in different management latitudes such as standardizing the enterprise management system and scientifically organizing the talent structure. Innovate to stand out from the fierce competition.

Specifically, the competitiveness of enterprises depends on the competitiveness of people. How to motivate talents and strengthen the core competitiveness of enterprises under the current complex economic situation is more fundamental to the long-term development of enterprises. the importance of the core. Only by retaining talents can an enterprise fully obtain the talent dividend and improve the efficiency of the enterprise. How to use a reasonable and operable incentive mechanism to better exert the benefits of human resources has become a key issue that enterprises must solve in the current market competition.

To this end, as a provider of excellent management practice advice for entrepreneurs, "CEConline" held an entrepreneur salon in October - "How Private Enterprises Retain and Motivate Core Talents", inviting strategic consulting experience Rich Zhanluoda Consulting and Zhanluoda Capital Co., Ltd. Founder and CEO Wang Wei, Shenzhen Meiyang Glass Products Co., Ltd. General Manager Yang Yunping, Shenzhen Jinfeng Cosmetics Co., Ltd. founder Gao Zhihong, Shenzhen Qicaitong Silicon Plastic Technology As a guest of the salon, Yang Xiuquan, general manager of the company, discussed this topic with Pei Kewei, president of corporate affairs of Global Sources and publisher of "CEConline".

Talent strategy in the start-up period of the enterprise

In the start-up period, the enterprise is as A small sampan in the sea has very weak resources and anti-risk capabilities. The core capital of enterprises in this period often only has "people". Therefore, how to formulate a reasonable talent strategy at the start-up stage is particularly important. The guests of the salon have wonderful sharing on this:

Wang Wei: Entrepreneurs can be roughly divided into technical background and sales background. Entrepreneurs with a background in technology are often prone to lack of market acumen and market orders, resulting in problems with business orders and financial expectations in the early stage of business. For entrepreneurs with a background in sales, the early stage of becoming a CEO is often very good, but it goes down in the middle of development.

So entrepreneurs must find a partner or senior management team, and must have a supplement. For example, when Jobs founded Apple, he actually found a lot of technical personnel, but mainly he was a salesperson himself.

In addition, the talent strategy of start-ups needs to be adapted to the core competitiveness of the product. If the company's value to customers is because of its technology, no matter how much it sells, customers will want it. His core talents are technicians. In this case, he doesn't need a very luxurious team, just a few key technicians.

On the contrary, we can see a lot of non-technical products. The reason for their existence is because the sales ability or the solution is very good. You should actually have some very top people on the sales side. When you have 10 yuan, you can use 8 yuan to motivate one person. If it is a luxury team, you can motivate 8 people with 8 yuan, and these 8 people may not be able to keep it.

On the other hand, I often describe the start-up period as being like surfing, because the windsurfing board is relatively small, and you have to hide from the waves, if you don't hide, you will be finished. After the company grows, it will be like an aircraft carrier. When the waves come, it will still follow the established navigation and trajectory, and will not hide. As a founder, you must have a full estimate of your ability to withstand failure, instead of overestimating the impulse to win first.

Finally, from a capital perspective, we often choose a backbone. All successful companies, like Apple, have Jobs as the backbone, like Tencent's Ma Huateng. These people generally account for 60% of the equity, and they are people with publicity or aggressiveness. This person needs to be matched with another person with a different style, but there must be no fundamental conflict.

Yang Yunping: I think that every boss entering the entrepreneurial stage, whether it is from a technical background or something, is like gambling. If you gamble, it may meet expectations, or it may be worse than expected. If the expectations are not met, the boss first has to sit down and communicate with everyone. If someone chooses to leave, it shows that the values are different.

Gao Zhihong: For those who are technically educated, they may first set up the stage and finish the framework first. Doing sales is more about doing things and being performance-oriented. But in the mid-term, there will be many problems, because entrepreneurs may not be very good at management, and many problems will arise. In addition, I don't think it is necessary to have a luxurious team in the entrepreneurial period. During the entrepreneurial period, one person is often used by two people, or even three or four people. Otherwise, the labor cost is too high for the enterprise.

Start-up talent recruitment requires diversity and cannot be determined solely by founders' preferences. Positions must have some characteristics, such as Journey to the West is a team, we need people like Sun Wukong very much, he is very capable, but we also need people like Zhu Bajie and Sha Seng. Therefore, we will do a test, including a test form, to roughly analyze what kind of personality he is.

Yang Xiuquan: I also come from a business background. I myself make mobile phone protective cases, including protective cases for tablet computers. I manage five companies under my banner, all of them are small. I think when choosing a partner, you must first choose three things about the other party:

The first is values, that is, the ideological and moral aspects, which are the foundation of being a person;

The second is the management level, not to mention that a Monkey King will change 72 times, Zhu Bajie There will be 36 changes. He can't tell which is the goblin and which is the good person. Sun Wukong can tell. I think the management level of the partners can be a little different, but not too different. Just like two couples, if the difference is too big, they cannot continue to the future. Boss Li chooses to cooperate with shareholders, and the level of shareholders must be equal; Only see the development in the next three days, and some see it in three months. One person sees the development in the next year or even two years. It also depends on the knowledge level of each person.

Once the core team is selected, the organization within the team also needs to be clearly defined. In a small company, one center must be loyal, two centers will be troubled, and the world will be in chaos with three centers. The most critical and important thing must be the chairman's final decision. This is my suggestion. The chairman can veto or approve with one vote, other shareholders only assist, the chairman will seek the opinions of shareholders, but no matter what, someone has to have the final say, small enterprises must have a strong executive power, the chairman said Do whatever you want, that's my idea.

Enterprise core talent strategy in the growth stage

Enterprises in the growth stage are in the rising stage, and the rapid growth of business also brings higher requirements for talents. Private enterprises often ignore the cultivation of core talents, resulting in the development of enterprises being restricted by talents and lack of stamina. At the same time, the decision-making management style of the boss at this stage will also affect the performance of the core talents.

Wang Wei: Some entrepreneurs in the growth stage will adopt a "profit sharing" model to motivate employees. But this has both pros and cons. First let me talk about the challenge, if the profit sharing is too "even", it may cause some high performers to run away. Because the human nature of the Chinese is like this, if you say that his self-perception is 80% of the value of the company, you only give him 20%, even if you give him, he will still run away, this way may drive people away in disguise.

What is the second risk? The performance of the company's procurement, sales, quality, etc. in the current year is not the same, so we can't force allocation according to departments, but need to allocate according to performance. Performance is very important.

In addition, in terms of transparency management, some bosses will disclose core data to many employees. However, some data is provided to Level 1 or Level 2, which means that it is not necessary for the lower-level employees to understand these data. The more data they know, the more bad it is for their thoughts or attention. It will lead to those people in the middle and bottom who are in charge of the things at the top every day, and don't do what they should do.

So the boss can share some values with the employees, the growth of the company, and the training of the abilities he should have. I think this is okay. Too much data will lead to some problems.

Yang Xiuquan: In a growing enterprise, the dividend distribution model must take into account "sustainable development. All profits must be able to withdraw 20% of the company's sustainable development funds. Second, regarding transparent management, the core of some departments Personnel, he understands the situation of the department, other departments only know some fur, if the data of other departments are also disclosed to him, he may not necessarily believe you. The most concise way is to disclose all the expenses and performance of the department.

Gao Zhihong: I also think that a part of the profit needs to be used for sustainable development. In addition, the old gang discloses the data, often even if the data is real, but the employees still do not believe it. The reason for the distrust is that the participation rate is very low , He has not experienced many things, and many expenses are just what you tell him, but he has not experienced. If he has a high degree of participation, he will know the real situation better.

Yang Yunping: I prefer the form of bonus to motivate employees, Because it is relatively simple, for example, if you reach 2 million this year, I will reward you with 200,000, which is relatively straightforward.

Core talent strategy during the growth period of the company

As the company continues to grow and establishes a leadership position in the industry, it often seeks to go public . Talent incentives at this stage are often related to "equity". But "equity incentives" at this stage are not the same as equity incentives for start-ups. How to design and implement them requires very professional considerations.

Wang Wei: Usually In terms of listing, external capital often has to enter, otherwise there may be problems with valuation.

Second, the percentage of shares held by executives and ordinary employees as a whole needs to be reasonably determined. Take 15% for executives. It is reasonable, but the 20 percent of ordinary employees as a whole is too high.

Third, the source of funds for the payer needs to be designed, whether it is executives and ordinary employees who pay in cash, or the company If you give a matching ratio, you may pay 90%. Our company will lend you a loan to buy it, or you should buy it with salary to avoid tax.

The last and most important thing is to unlock, I will give you this equity, and you may need to have an exit in the future. Mechanism. Because many bosses are also worried, once you enter, if you say that you are not in line with my philosophy, your performance has not achieved, and you continue to challenge me on the board of directors, there will be many problems, what should I do? There will be an exit mechanism, The premise of the exit mechanism is that there will be some agreements, performance issues, including when major strategic decisions diverge, regulations on voting rights, etc.

Yang Yunping: I think the development and growth of enterprises, whether they are listed or not, they must leave Equity incentives. And you need to find experienced companies for consultation and let them be corporate consultants, otherwise there may be a lot of disputes.

Gao Zhihong: Regarding options and dividends, I don't think they should be given at one time, but every year. A little. This may be better. This way, one can let core employees stay, and the other can take into account the future development of the company.