Respect, love and use outstanding talents.
* With the development of economic globalization, talents and technology have become the decisive factors to win the competition. In the implementation of globalization strategy, multinational companies regard recruiting talents as the "top priority" of enterprises and constantly innovate talent concepts and strategies. To explore the secret of multinational companies' successful excavation of human resources treasures, there are mainly seven kinds of ideas and tricks for talents to compete for the latest.
"Infinite" Concept-Creating Unique Enterprise Spirit and Striving for Excellent Talents
Welch, an entrepreneur of American General Electric Company, initiated the concept of "borderless" and competed for global talents with his original entrepreneurial spirit for global management.
Welch believes that borderless enterprises "can make people focus on better methods and ideas, and share the best ideas and practices between people within the organization and enterprises anywhere in the world." Welch advocates "walking" management, reducing organizational levels and overcoming the harm of bureaucracy and hierarchy; Advocate the mobile development of talents and give everyone full play; Advocate sustainable learning and emphasize the value of knowledge and learning. Welch said that "man is the most desirable tool". He encourages employees to explore their own great ideas and learn and own others' great ideas. Therefore, attaching importance to people, attaching importance to people's knowledge, attaching importance to people's value and attaching importance to people's thoughts is the highest goal of the concept of "borderless". The practice of the concept of "borderless" has enabled GM to establish a unique entrepreneurial spirit, allowing people's ideas and creativity to play without boundaries at any time and creating a brand-new corporate environment for talents. As a result, GM has concentrated the world's best entrepreneurs, scientific and technological innovation talents and the best enterprise employees.
Concept of "Unbalance" —— Innovative organizations and systems compete for talents
The traditional concept of talent management holds that seeking "balance" is the basic task of enterprise organizations and systems. However, by studying the practice of multinational companies competing for talents, it is found that they are constantly breaking the balance, guiding enterprise organization and system innovation with the concept of "imbalance", establishing enterprise talent appointment, reward and equity incentive mechanism, and competing for talents more effectively. In response to the ever-changing mainstream trend of globalization, DuPont took the lead in initiating organizational management innovation, drastically reorganized the company's organizational structure, split the original five huge business departments and oil and gas production departments into 20 small-scale business departments with substantive strategic significance, and set up business and technology development centers in key multinational markets such as China, which provided a new stage for talents to play their roles independently.
Dupont also highlighted the talent reform salary system and gave stock options to senior managers and technicians. In the salary structure of CEO and senior talents, stock options account for 65%. The company has established an incentive mechanism, an incentive and pressure mechanism that combines scientific and technological innovation with elimination mechanism. Reward 10% of scientific and technological personnel for innovation every year, and eliminate 5% of incompetent personnel, so that the interests of talents can be more closely combined with the fate of enterprises.
The traditional Fa Yueer's theory of "organizational management scope" tends to be a fixed, stable and closed system. Modern entrepreneurs, on the other hand, emphasize the variable nature of talent organization and system, and believe that in the face of rapidly changing market, effective talent organization and system innovation of enterprises need to match the differentiation degree of changing environment and environmental variables, otherwise it will be unfavorable to talent development. Zhang Ruimin said: "The talent concept of Haier enterprise is to improve the quality of personnel, break the balance forever and realize innovation and development." It can be seen that the enterprise organization and system innovation under the guidance of the "unbalanced" concept.
The text of "Modern Entrepreneurs' Latest Ideas and Tactics for Global Talent Resources" can attract more talents to join the enterprise.
"Biosphere" Concept —— Shaping Localization Advantage and Competing for Talents
In recent years, multinational companies have put forward and implemented the idea of optimizing the "biosphere", shaped the localization advantage and formed a strong talent competitiveness. With the improvement of China's openness, more than 400 global top 500 multinational companies have invested in China. Multinational companies implement localization strategy in China and strive to create "biosphere" advantages. Such as centralization of investment projects, localization of technology development and localization of talent use. Now, many multinational companies have established manufacturing, marketing and technology research and development institutions in important cities and regions in China. Coca-Cola Company has more than 20 manufacturing enterprises in China, which are distributed all over the country. Pearl River Delta, Yangtze River Delta and Bohai Bay have become relatively concentrated manufacturing bases for multinational companies, while Beijing and Shanghai have become relatively concentrated technology research and development bases for multinational companies. Microsoft employs more than 500 talents in China. Most of the 70 researchers in IBM China Research Center are graduate students trained in China, and nearly 65,438+0,000 Motorola researchers in China come from famous universities in China.
An American entrepreneur said that the transnational operation of enterprises needs to form a "biosphere" effect, which is more attractive to local talents. Mr. Bowles, the chief representative of u.s.-china business council China District, believes that the centralized transfer and systematization of multinational companies to China is accelerating the establishment of their own "biosphere". This concept of "biosphere" has indeed formed a huge shock wave for talents in China, and many talents from state-owned enterprises and scientific research institutes are rapidly flowing to multinational companies. Recently, AT&T poached 3,600 software engineers from China enterprises at one time. At present, the localization rate of senior management and scientific and technological talents of multinational companies in China's scientific research institutes and manufacturing enterprises has reached more than 85%, and the pressure of talent competition is enormous.
The Concept of "* * * Success"-Competing for Talents by Modern Ways and Means
Cisco Company of the United States is a high-tech enterprise founded by 1984, which has developed rapidly. At present, Cisco has 34,000 employees worldwide, and its annual turnover exceeds $654.38+0.3 billion. Among them, Cisco Systems Network Technology Co., Ltd. located in China has more than 550 employees and has absorbed many high-tech talents from China. The secret of Cisco's enterprise success is mainly embodied in advocating the concept of "* * * and success" of employees, and being good at using modern ways and means to compete for talents. Guan Chi, human resources director of Cisco China, said: "Cisco pursues innovation in human resources development, and the success of every employee is the success of the company.
Different from the traditional concept, an important part of the concept of "* * * success" is to change the traditional unequal relationship between enterprises and employees, so that employees and enterprises are in an equal position and both sides strive for the same interests. This concept makes talents feel that their status has been rapidly improved, their sense of honor and mission of being respected for their own innovation and labor achievements has risen sharply, and the attractiveness of enterprises to talents has increased. To this end, Cisco strives to provide creative working conditions for talents through various modern ways and means, which is more conducive to everyone's talents. Cisco developed "Cisco Online" to provide employees with the convenience of mastering all kinds of knowledge and information by using the network and information system. Establish the idea that every employee is the owner of the enterprise, and establish a talent mechanism that allows every employee to exert the greatest value and realize the greatest dream. The company respects the innovative spirit of employees, creates a successful corporate environment for employees individually and as a team, and helps employees achieve the set goals. At the same time, the company encourages the introduction of new talents. If the employee introduces and successfully introduces a talent, the company will give a reward of $65,438+0,500. These "win-win" ideas of developing human resources enable Cisco to give full play to the benefits of human resources and realize the extraordinary development of the company.
"Ability-based" Concept —— Broaden horizons and compete for talents
The traditional Taylor's "material-based" management regards people as "materials". In the 1980s, the idea of "people-oriented" appeared in enterprises, which believed that people were the biggest capital, resources and wealth of enterprises. After entering the new century, multinational entrepreneurs put forward the concept of "competency-based" and advocated it. People's ability and knowledge are improved, and the value of human resources and talents can be tapped more quickly. When recruiting talents in China, Procter & Gamble Company played the banner of "no emphasis on professional counterparts", and what matters more is whether talents have excellent cooperation spirit, good communication skills, excellent analytical skills and creativity. Ikea has abolished the previous "academic qualification theory" of talent recruitment, instead of asking people for any academic qualifications, it pays more attention to real talents and practical learning, so as to broaden the vision of talent competition.
Cage, a famous Israeli entrepreneur, said: "A highly educated education cannot determine a person's lifelong talents, but needs to constantly improve his knowledge and ability. Even employees who have received academic education at the end of the enterprise should be given the opportunity of fair competition. " The core of the concept of "ability-based" is to attach importance to people's basic quality, to the continuous improvement of people's ability, and to realize the sublimation of management based on people's ability. Sony proposes to put an end to any discrimination in academic qualifications. Among the more than 3,500 scientific and technological talents in the company, quite a few are not from "ordinary classes". Two-thirds of the middle and senior managers of Seibu Company in Japan are gradually promoted from humble small staff, and there is no academic background to show off. In order to improve the "competency-based", multinational companies vigorously advocate the concept of becoming talents regardless of their educational background, which provides conditions and convenience for employees to re-educate and improve their abilities. Companies such as Ford and Motorola spend more than $654.38 billion a year on talent training and remolding talents and knowledge. These practices are more suitable for the new requirements of the times and the concept of "emotion"-establishing a relationship management system to compete for talents.
For European and American enterprises, attaching importance to law and neglecting emotion is a customary value. However, in recent years, multinational companies have reshaped the concept of "emotion", established and developed a talent relationship management system, and tapped and used the outflow of talents, realizing the long-term benefits of talent resources. Bain company. Tom Thirny, global executive director of co International Consulting, said: "Our goal is to attract the best talents, and these talents are also the most difficult to retain. Any idea of trying to trap talents in the end is foolish. They should keep in touch after leaving their jobs and turn them into advocates, customers or business partners. " Multinational entrepreneurs realize that the flow of talents is inevitable, and it is very important to make "emotional investment" in talents, which can still become the permanent wealth of enterprises even after the brain drain. In recent years, Samsung, Intel and other multinational companies and large enterprises have set up knowledge group, and set up special personnel relationship management files to collect and record a series of information such as the whereabouts, development direction and contact information of all kinds of outflow talents in detail, so as to keep in touch with them at any time. Many enterprises also regularly carry out networking activities with outflow talents every year to solicit suggestions, opinions and requirements from outflow talents for enterprise development. The concept of "emotion" has brought back many "lost" talents and still provided help to the original enterprise.
In the fierce competition of talent resources globalization, it is an effective way to explore the lost talent resources by establishing and developing talent relations with "emotion" as a link. In a sense, brain drain is not a bad thing. The key is to be good at tapping the brain drain, keep uninterrupted communication with the brain drain, treat the brain flow with sincerity, and permanently open the door to the entry and exit of enterprise talents. This will not only lead to brain drain, but also make more talents return to the enterprise after the outflow to "take a long view"-focus on society and the future to compete for talents.
Microsoft has completely completed the goal of moving its research institute in Asia to China, established talent channels in the top 50 universities in China, donated more than 30 million yuan of software to this university, and provided technical training for teachers and students who joined the talent club, so that they can use the latest products developed by Microsoft for the first time and understand the cutting-edge trends of the whole IT industry in the world. Zhang Yaqin, president of Microsoft China Research Institute, said that the above measures are part of Microsoft's global talent competition strategy, aiming at using the advantages of China universities to compete for future IT talents.
Modern multinational entrepreneurs believe that in the global talent competition, the best long-term strategy to alleviate the pressure of talent flow is to focus on society and the future and compete for future talents in advance from the contribution to society. Samsung implemented the strategy of subsidizing China middle school students to go to South Korea and other countries for directional training, which not only solved the problem of excellent students' further education, but also shaped Samsung talents in the future. Siemens China Company set up a liaison office in colleges and universities and launched the activity of "Siemens International Student Circle", with more than 365,438+00 students, which enhanced the understanding of Siemens. Siemens also formulated and implemented the "DAAD Asia 265438+20th Century Scholarship" program, which won 4 million marks in Germany and 2.7 million marks for itself. In five years, there will be more than 100 students from China and other Asian countries, thus completing the two-year course in Germany. American science and technology companies will give 200 selected scientific and technological innovation talents in the future a stock reward of 25,000 US dollars each, which will be owned by individuals after 7 years to motivate talents. We should learn from the practices of well-known enterprises, so that enterprises with the strategic goal of competing for talents can contribute to society, speed up the training of future talents, obtain more strategic senior talents at a higher level, and realize the long-term interests of enterprise talents.