Small and medium-sized enterprises are located in small and medium-sized cities, counties and even towns from survival to strategic choice. Therefore, small and medium-sized enterprises have congenital defects in selecting and introducing talents. Let's share the choice of SMEs from survival to strategy.
Small and medium-sized enterprises' choice from survival to strategy 1 1. The connection between strategy and survival of small and medium-sized enterprises.
In order to realize the docking of strategy and survival of small and medium-sized enterprises, we must start with finding out the current survival state of small and medium-sized enterprises and the obstacles of strategy introduction, so as to put forward targeted and feasible solutions.
1. Current living conditions: China's vast geographical features, huge consumption base and gradually developing market still provide some living space for small and medium-sized enterprises, and most of them fall into development bottlenecks and encounter survival crisis, which is the last chance left by the market for small and medium-sized enterprises. With the gradual compression of living space, it will be more and more difficult for small and medium-sized enterprises to survive in the cracks, and the development driven by entrepreneurs will be difficult. Strategic planning is the choice that small and medium-sized enterprises must make, and it is also the requirement of objective environment.
2. Obstacles to strategic introduction: The obstacles to strategic introduction of small and medium-sized enterprises are mainly reflected in two aspects: first, lack of understanding, that is, not accepting or even denying the value and importance of strategy based on past successful experience or lack of crisis awareness; Second, it can't be implemented, that is, although we can realize the importance of strategy to the survival and development of enterprises, we don't understand the principles and methods of strategic design under the rough enterprise management system, which leads to the behavior of replacing strategy with slogans and becomes an obstacle to the introduction of real strategy. In these two aspects, the human factor is inevitable.
3. Solution to the docking of strategy and survival: Under the cultural background based on non-contractual political thought, we obviously can't expect enterprises to directly enter the strategy-driven development state from the human-driven survival state, which requires a connection, that is, through the improvement and application of methods and tools, enterprises can gradually get rid of their dependence on people (mainly entrepreneurs of small and medium-sized enterprises), so as to finally realize the benign docking of strategy and survival of small and medium-sized enterprises on the basis of certain transition and buffer. From the improvement of entrepreneurs' personal quality to the perfection and application of methods and tools in enterprises, and then to the strategic development driven by system and culture, following this process is the most realistic solution. Among the three links involved here, the improvement of entrepreneurs' personal quality is the foundation, which confirms the importance and value of strategy; The perfection and application of methods and tools in enterprises is a process, which makes it feasible for enterprises to choose from survival to strategy. The ultimate goal of strategic development driven by system and culture will make small and medium-sized enterprises move towards sustainable development.
Second, the principles of strategic design for SMEs:
1. Principle of simplicity and enforceability: A strategy without execution cannot be called a strategy, and enforceability is the first principle of strategic design for small and medium-sized enterprises. For small and medium-sized enterprises, strategic design can start with simple "what to do" and "how to do it", as long as it can be implemented at the implementation level, it will play a positive role in promoting the development of enterprises; In addition, we should avoid going into a big and empty misunderstanding, combine strategic design with the flexible characteristics of small and medium-sized enterprises, pursue simplicity and effectiveness, and facilitate timely adjustment.
2. Principle of tracking and review: Strategic design is not an overnight task, which requires timely tracking and review by enterprises. On the one hand, it can prevent deviation in strategy implementation and gain timely insight into market changes; on the other hand, it can gradually bring the corporate behavior of small and medium-sized enterprises into the strategic scope and get further constraints and norms.
3. The principle of relative stability: strategy and tactics are different, and it emphasizes stability to produce lasting effects, which is a test for small and medium-sized enterprises that rely on opportunities to succeed. In this sense, it needs to resist the temptation, learn to give up, adhere to the core business as the basis under the guidance of strategy, and make limited adjustments according to the changes of market and competitive conditions. This is a process that small and medium-sized enterprises must go through when they mature in strategic design.
Three, six aspects of strategic design of small and medium-sized enterprises:
The strategic design of small and medium-sized enterprises needs to answer the following questions on the basis of strategic analysis, namely: product problems, customer problems, regional problems, how to compete and create competitive advantages, resources and people, success factors and constraints. It is not as complicated and comprehensive as the strategic planning of large enterprises, but based on the docking of strategy and survival, which clearly shows the goals and actions of enterprises.
1. product questions: product line planning and management, product strength shaping and upgrading, and product brand strategy are all product questions that SMEs need to answer. In these problems, small and medium-sized enterprises should focus on the transformation from products to brands, from products to markets and then to products.
2. Customer questions: Answering customer questions should be based on the market segmentation strategy of determining the target customer group, and then rise to how to meet customer needs and continuously create value for customers.
3. Regional problems: a large market means fierce competition, which means strong resource allocation and high marketing management level, which is not suitable for small and medium-sized enterprises. It is one of the most effective strategic choices for small and medium-sized enterprises to define the development order of regional markets through strategic design and strive to become the first in a certain regional market.
4. How to compete and create competitive advantages: In the domestic market, it is very common for enterprises to compete for the sake of competition. The root of this imagination is that competition is divorced from strategy. Only when SMEs clearly describe "why compete", "how to compete" and "at what level" in their strategic design can they lower the threshold for the formation of core competitiveness through strategic implementation, otherwise they will be eliminated by more cruel market competition in the future.
5. The problem of resources and "people": It is necessary for small and medium-sized enterprises to examine their resource capabilities through strategic design, set a dangerous bottom line, and avoid failure caused by the inability of resources to follow up (the main tendency is that small enterprises run away from large enterprises). As a part of enterprise resources, "people" must independently rise to the strategic level, establish a knowledge-based talent system, and make long-term efforts to realize value recognition.
6. Factors and constraints of success. Question: What are the success factors of an enterprise (in line with business laws rather than one person) and what may be the constraints that hinder the implementation of the strategy? Defining the success factors and constraints in strategic design can help small and medium-sized enterprises grasp the development direction, make adjustments in advance and effectively reduce market risks.
The strategy is to keep the enterprise in a state of systematic existence. Under the current changing trend of China market, survival without strategy is equivalent to addiction and death. Small and medium-sized enterprises urgently need to realize the docking of survival and strategy. And strategy is just a ticket to future competition. If you don't conform to the trend of market changes, you can't break out of the cocoon and embrace the sky of sustainable development of enterprises.
Small and medium-sized enterprises from survival to strategic choice 2 So, how should small and medium-sized enterprises break through the talent bottleneck?
First of all, enterprises should understand that garbage is a misplaced treasure.
Enterprises should first analyze whether their so-called talent shortage is "absolute scarcity" or "relative scarcity". The so-called absolute scarcity means that the total supply of talents is less than the total demand of talents or enterprises do not have enough needed talents; The "relative scarcity" may be structural or implicit, which is often caused by the improper employment concept and talent allocation of enterprises. For example, the young man who plays the bell in the TV series "Liu Laogen" is a college student and can speak fluent English, but Liu Laogen asked him to play the role of a farmer ... This is a typical "relative scarcity". In fact, as far as the so-called talent shortage is concerned, it is not entirely the patent of small and medium-sized enterprises. Many large enterprises are also lamenting the lack of talents. So, is the talent market in China really "absolutely scarce"? The author believes that the absolute scarcity of individual industries and regions exists, but the overall situation is far from it. Every year, a large number of college graduates in China can't find jobs (for example, in 2007, 1 10,000 college graduates didn't find jobs). On the other hand, enterprises are shouting "lack of talents". The author believes that this scarcity is "relative". Therefore, for enterprises, especially those that shout "talent shortage", the first step to solve the talent shortage is to self-diagnose, check their existing talent concept and talent allocation, and see which treasures are regarded as "garbage" and which "garbage" can be turned into treasure. As American management scientist E. Tremeur said, "To be good at employing people, we should not only be good at putting talents in the right position, but more importantly, we should know how to give full play to their greatest strengths, make full use of their shortcomings, and even turn expenses into wealth." "There are no useless people in the enterprise, only those who can't use people."
Secondly, to cultivate talents, we should "educate" talents and adhere to self-cultivation.
Every time we talk about parents, each of us has the same feeling: parents have the grace to "nurture" us. This is because parents not only "raised" their children materially, but also "educated" us in personality, temperament, wisdom and life. In fact, the same is true for enterprises and employees. Enterprises pay salaries, bonuses, benefits and dividends to employees, and "support" employees on the material level; The process of "managing employees" through the shaping and dissemination of corporate culture, systematic training and institutional constraints is the process of "educating" employees. But the author found that many enterprises only pay attention to "raising" and ignore "raising"! As the saying goes, "If you don't raise and teach, your father is at fault" and "If you have a mother, you don't have a mother to teach". How can children become useful people? In the same way, enterprises raise employees but are infertile, and employees have no talent. What's the matter? An enterprise that only pays attention to encouraging and "feeding back" its employees by material means such as money will never cultivate truly outstanding talents, nor will it ever cultivate enough talents. "Cultivation" and "education" must be taken into account, and not neglected. Many enterprises always want to do it overnight, and they can use it immediately when they catch a handful of talents. In fact, this is a big deal. Even if you catch a talent who can "take up the post" immediately, it doesn't mean that he becomes an employee of your enterprise, let alone that he is a talent of your enterprise. On the contrary, for this kind of "airborne" talents, "education" is more important and prominent. In reality, the success rate of airborne talents is pitifully low! Why? Most of it is because the personality of talents is difficult to blend with the culture of enterprises, and even the global brand network is out of place. Therefore, when an enterprise has not deeply penetrated its own values and corporate culture into the soul of a talent, it cannot be said that you already have this talent. Jack. Welch gave the most wonderful answer to this question: "The biggest difference between excellent leaders and mediocre leaders is that the former thinks it is more difficult to find excellent talents within the enterprise than to recruit talents, while the latter is just the opposite." Therefore, self-cultivation is a long-term mechanism, a production line and an incubator for enterprise talents. Once an enterprise has its own "education" mechanism, supplemented by supporting measures to attract talents, there will be no shortage of talents. This article is valid for large enterprises and equally applicable to small and medium-sized enterprises. As far as the introduction is concerned, we should focus on introducing "blank" talents-fresh graduates, survival of the fittest, selective training, annual reserve and echelon construction. For those airborne troops, this can alleviate the temporary needs of enterprises.
Third, the "body" and "head" are separated, and the corporate headquarters is connected with large and medium-sized cities to attract talents more widely.
Because most small and medium-sized enterprises are located in small and medium-sized cities, counties and even towns, there are congenital defects in selecting and introducing talents. On the one hand, the number and level of environmental talents in which these enterprises are located are relatively limited. On the other hand, even if they want to introduce high-level talents, people are unwilling to give up compromise in big cities. In this case, if enterprises take the initiative to go out and move their headquarters or marketing centers to nearby large and medium-sized cities to realize the separation of "body" and "head" of enterprises, this problem can be completely solved. Of course, whether an enterprise is suitable for going out and how to go out, besides the talent factor, there are many other aspects that need to be weighed.
Fourth, effectively integrate all kinds of resources and reduce talents without sticking to one pattern.
For small and medium-sized enterprises, it is entirely possible to cultivate talents by "going out, please come in" or realize the docking of talent resources. Going abroad means that employees can be sent out to study and exercise, and various exchanges with other enterprises can be realized. Please come in, for example, you can use external brain resources. This is the case with several small and medium-sized enterprises that the author serves. Through the global brand network, with the help of the external brain, the resource docking is well solved. On the one hand, the external brain solves the practical problems that the existing talents in the enterprise can't solve; On the other hand, through the introduction of foreign brains, the enterprise's own talent training mechanism is gradually established. Received very good results.
As far as enterprise talents are concerned, the author's general feeling is that no matter what scale, nature and region the enterprise is, the boss is the key, especially the boss's idea. What kind of boss has what kind of talent. If an enterprise owns a tree, it will not worry about owning a forest. The important thing is that the boss himself must be a tree and know what kind of tree he is.