How to cultivate talents in enterprises

First of all, talent training is definitely a long-term job. Long-term talent training should focus on the company's long-term development (a bit like writing a paper), so it requires enterprises to have a long-term plan for the company's talent demand, and understand what kind of talents the company needs according to the company's business development trend, what basic links are needed for the training of these talents, and what necessary support is needed for talent training.

Secondly, talent training is a basic work. Just saying that it is basic work means that the cultivation of talents should always run through all aspects of enterprise business development, and attention should be paid to the cultivation of talents in the process of each business development. For example, technology development should not only do things for the sake of doing things, but also cultivate talents through doing things, and so should other business work. Therefore, every manager should form an idea when leading the team to carry out any business: will my team members be promoted in some aspects because of the development of this business?

Third, talent training is a systematic work. Talent training is not only as simple as leaders talking with people and sending them out to attend lectures, but also should be built from the aspect of system. Does the enterprise form an environment that respects talents? Does the enterprise provide institutional support in the construction of talent team? Can enterprises provide a set of systematic solutions to various problems in the process of talent team construction? Has the company formed a mutual support system in terms of employees' salary, welfare, working environment, responsibility distribution, supervision and inspection, and daily training?

Fourth, talent training is the first-class project. In many enterprises, senior leaders often pay great attention to the construction of talent team. They know that there is no talent in enterprises, and there is no way to promote many businesses. Many business owners often try their best to solve the talent problem, which needs to be affirmed. What I want to emphasize here is that if the talent team construction of an enterprise is not directly promoted by the top management of the company, this system project may run very slowly, or even deviate from the original direction and goal. The construction of talent echelon needs a lot of support, and many resources are in the hands of the top leaders of enterprises. These resources should be released as much as possible and become an important force, even a key force, to promote the construction of enterprise talent team.

Fifth, personnel training should distinguish between key and non-key. The talent team of an enterprise is composed of people of different occupations. There are differences between core and non-core, key and non-key. Treating different talents requires different policies and different training methods. Many people who have been engaged in enterprise training management research should have a full understanding of this. Different talents, different personal foundations, different needs, different career development plans (life orientation) and different sense of identity with enterprises. Some people, even the current executives of the company, may only work in this enterprise for three or two years, even if the conditions are good, they still have to leave, so we should pay special attention to such talents; Some talents often seem to have no practical effect on enterprises, but once properly trained, they are likely to become the pillars of the company. This example is to show that there must be a scientific and comprehensive evaluation of the trained talents, not to mention that it is impossible for all people in the enterprise to be talents.

Sixth, we should not engage in formalism in personnel training. It will be very dangerous and terrible if personnel training takes the road of formalism. On the surface, the company's talent training work is very colorful, but when it is about to use talents, it is found that there are no available talents, either the training direction is wrong, the training method is wrong, or it may just be superficial, and the training work has not been implemented at all. This requires our enterprise to pay enough attention. Any work should have a closed-loop mechanism. From task arrangement to task execution to effect test, it should be routine, not perfunctory.

In a word, the cultivation of talents in enterprises is a big topic. Many well-known enterprises set up their own training colleges or business schools to form a training system suitable for their own needs, which has important practical significance for the construction of talent teams and is worth popularizing and learning.