Importance of Talent Cultivation in Enterprise Development
2 1 century, one of the most important factors for the sustainable development of enterprises must be talents. 20 10, most human resource managers are talking about the shortage of manpower and the high turnover rate. How to effectively identify, cultivate, retain and really play the role of talents has become a problem that can not be ignored in the sustainable development of enterprises.
For a sustainable enterprise, it is an essential part to establish a good training mechanism. In McDonald's enterprises, more than 75% restaurant managers, more than 50% middle and high-level managers and more than 1/3 franchisees all started from hourly workers. During Jack Welch's 20 years in power, he trained 27,000 middle and senior managers. Kōnosuke Matsushita has a wonderful saying:? Matsushita Electric is a place where talents are made, and electrical products are also made. ? He believes that the cause is man-made and the cultivation of talents is the top priority. In other words, it is impossible to have a successful career without cultivating talents.
McKinsey & Company conducted a survey on the reasons for leaving the company, and the results showed that the top three reasons were: the work and achievements were not fully recognized and affirmed, the communication and information within the company were insufficient, and there was no opportunity for development. Right Management and Manpower (China) conducted a survey on employees' sense of belonging and retention rate. The results show that 70% of human resources directors believe that the main reason for employees to leave the company is to find better salary or benefits. However, there are three main reasons for leaving the job provided by the applicant: the boss is incompetent and failed to give full play to my ability, accounting for 68%; The company provides insufficient space and growth opportunities, accounting for 43%; Good salary/welfare accounts for 15%.
From the above three cases of big international companies and two survey results, we can easily see that on the road of enterprise development, on the one hand, managers should master the skills of knowing, employing and educating people, on the other hand, they should also give employees more room for growth. In recent ten years, enterprises have also seen the importance of improving employees' ability and sent senior managers to MBA & amp； EMBA to further study, it should be said that it is also to train grassroots and middle-level managers by inviting them in and sending them out, and it has gained a lot. However, many enterprises find that they have done a lot of training, but only a handful of them are actually used. In the Quality Management Training Guide (ISO 100 15), a set of training system is summarized: according to the gap between the vision, strategy and operation plan of the enterprise and the present situation of the enterprise, the training demand of the enterprise is analyzed, and at the same time, the ability and personal development plan of the employees are analyzed to form the training demand that is really useful for the development of the enterprise and the individual; Then according to the training needs, develop courses and carry out training work, and finally make corresponding training effect evaluation and assessment.
From the investigation and identification of training needs, to the design and implementation of training, and the final evaluation of training effect, this is a closely related systematic process. Only by doing every link of the process well can the ultimate goal of training be truly guaranteed. For a sustainable development enterprise, it is very important to establish a good training mechanism, because in order to achieve sustainable development, enterprises must have a steady stream of suitable talents input to all positions in the enterprise at all stages of development. Enterprises need sustainable development, and so do talents. Only in this way can we ensure a virtuous circle of enterprise development.
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