In the era of knowledge economy, human capital has surpassed all other resources and become the key factor to determine the success or failure of enterprise management. Carnegie, the American steel magnate, once said, "If all my factories, equipment, markets and funds are taken away, as long as I keep my organization, I will still be the steel magnate in four years." The "organization" here refers to human resources. "People" has become the most important factor in enterprise management (marketing and management).
The key to a healthy and sustainable enterprise is to establish a sound organization and system; One of the core elements of establishing a perfect organization and system is a perfect successor training system.
Cultivating successors is of great significance to the normal business activities of enterprises and cannot be ignored.
First of all, training successors can ensure that enterprises have a steady stream of reserve human resources, and the normal operation of enterprises will not be broken because of insufficient personnel. "All good things in the world come from the sun, and all good things come from people." A perfect system of cultivating successors can ensure that enterprises have the motivation and resources for sustainable development, that is, "human" resources.
Secondly, training successors can effectively reduce or even eliminate the losses caused by employees' resignation or resignation. Generally speaking, employee turnover will have a certain impact on the normal business activities of enterprises, especially the turnover of core employees and middle and senior leaders, which will cause great losses to the normal business activities of enterprises. After establishing a perfect successor training system, successors can fill the positions of resigned employees at any time to minimize losses.
Thirdly, the establishment of successor training system will enable employees at all levels to get fair, open and just promotion opportunities, which will play an obvious role in improving employee morale, encouraging employees to work hard and increasing their cohesion and centripetal force to the enterprise.
Finally, establishing a perfect successor training system can provide talents for the long-term healthy development of enterprises. At present, the global economy is increasingly integrated, the market is changing rapidly and competition is intensifying. Enterprises must have a large number of employees with new ideas, new concepts and new vitality to steer the future development of enterprises, and enterprises can continue to grow healthily and continuously, and the successor system can do this well.
institutional safeguards
"Fiona Fang cannot be made without rules". To train successors, enterprises need to establish a perfect training system first; Only by formulating a perfect successor training system can we ensure that the successor training is truly implemented.
In fact, the phenomenon of cultivating successors is everywhere. For example, when employees in management and marketing departments go on business trips or leave their jobs, there will always be other employees to take their place. However, this kind of behavior is more often manifested as a subconscious behavior, and it has not really formed a perfect successor training system. If we really want to do a good job in training successors, we must formulate a perfect training system and resolutely implement it.
When I first started marketing in a well-known household appliance enterprise, I was also in charge of the personnel work of the branch. At that time, the salesmen of the branch often went on business trips, or asked for leave to go home, or resigned directly, and their jobs could not be replaced in time, which had a great impact on manufacturers and businesses, especially during large-scale promotional activities or important holidays. I am very sad to see this situation, and I am determined to establish a systematic successor training system in the local branch, and resolutely implement this system in the following year. In this system, I put branch managers, accountants, project managers of various products, maintenance personnel, store promoters and temporary promoters into unified management, and each level of employees has at least one successor, who is trained by his direct boss; Conduct a comprehensive assessment of the successor boss in monthly and annual assessments, and dismiss those who fail for three consecutive months, regardless of their qualifications or outstanding performance; Excellent successors get the opportunity of rapid promotion.
One year after the implementation of the system, the sales performance of the branch increased by 35% over the previous year. At the same time, the working attitude and cohesion of employees have been greatly improved, and the morale of the whole branch is high. In the three years after I transferred from the branch, the branch has trained three branch managers and a large number of excellent salesmen and promoters, which has become a model of the sales front of the whole company.
Full authorization mechanism
Authorization is to assign the power to complete a specific activity to others. It allows subordinates to make decisions, that is, transfer the decision-making power from one level in the organization to another slightly lower level. Full authorization refers to giving subordinates enough power to make feasible decisions according to their advantages and characteristics under the premise of trust. Full authorization mechanism is very important in training successors.
The premise of full authorization is "trust", "knowing people" and then "kindness". In the system of training successors, superiors should first understand the talents, temperament, advantages and disadvantages of successors, and then "teach students in accordance with their aptitude" to give successors enough power.
In the process of granting the successor authority, the superior must first make clear the scope of the successor authority, and every authorization activity is accompanied by restrictions. It is necessary to clearly point out what these conditions are, so that successors can clearly know their scope of authority, what they can do and what decisions they can make. In addition, it is necessary to inform others in time that successors have been created, and to inform others related to activities related to authorization, including people inside and outside the organization. In particular, the information to be notified includes what the authorization is (tasks and powers) and to whom it is authorized. If the successor can't clearly know the scope of his decision-making and the relevant personnel inside and outside the organization don't know that he is a successor, then this successor is not a real successor.
Secondly, the superior should give the successor full authority. Many managers or leaders try to do everything by themselves in order to avoid giving up power and minimize authorization. As a result, the successor feels that he has no authority at all and can't make any decisions. Successors become veritable "embroidered pillows". This is the most common problem in training successors. In order to solve this problem, the measure I took at that time was to directly link the performance and performance of the successor with the income and evaluation of the successor's direct boss, so as to achieve "one glory and one loss" and solve this problem well.
Third, praise innovation and encourage mistakes. As the saying goes, "failure is the mother of success" and "learning from mistakes" means that everyone grows up from setbacks. The successor is responsible for the future destiny and development prospect of the enterprise. Relatively speaking, their knowledge, experience and experience are not rich, but at the same time they are full of passion, vitality and enterprising. They can quickly accept new knowledge and dare to take risks. Therefore, enterprise managers and leaders should encourage successors to innovate and encourage employees to make mistakes, because innovation is the source and motive force of enterprise development, and making mistakes is a shortcut to learn lessons and a prerequisite for success.
Finally, enterprises should establish a feedback control mechanism. Some successors may abuse the authority they have obtained and run amok, which will have a certain impact on the normal business activities of the enterprise. Therefore, enterprises should establish a control mechanism while establishing a mechanism to train successors. Mastering a certain degree and giving successors a space and place to play effectively will be conducive to the rapid growth of successors and the healthy development of enterprises.
Learning and training of successors
Authorization alone is not enough. Successors must constantly learn and exercise from enterprises, society and work, constantly enrich themselves and improve their comprehensive quality.
Encourage successors to study and practice. Enterprises should encourage successors to participate in continuing education courses and internal training courses organized by various schools to ensure that learners will not suffer any indirect punishment and losses because of successors' "leaving their jobs to study"; Encourage successors to actively strive for the membership of professional associations; Invite colleagues or experts to hold various lectures and seminars in the enterprise to enrich themselves in all aspects.
At the same time, the way to improve the quality of successors is not limited to formal education, but also to guide successors to learn to think and learn from customers, suppliers, competitors, colleagues and leaders. For example, let colleagues observe on the spot how the successor responds to customer criticism and how to hold a briefing; Let successors often attend some meetings that they don't usually attend, such as professional meetings that ordinary employees don't attend, marketing and development meetings that accountants attend, etc., so that each successor can get first-hand information about other jobs, broaden their horizons and minds, and enhance the spirit of mutual assistance and cooperation.
Implement a job rotation system, so that successors can work in departments or posts outside their own departments regularly; Invite people from other departments and employees of the company to get together, talk about what support and cooperation are needed, and strive to promote two-way communication.
These measures not only create a good atmosphere for successors, but also provide convenience for training successors, which is conducive to the rapid growth of successors and the smooth development of business activities of the whole enterprise.