Abstract: With the vigorous development of e-commerce, enterprise talents are facing unprecedented challenges, mainly the imbalance of talent structure. This paper analyzes the important influence of e-commerce on human resource management of enterprises, discusses the requirements and challenges of e-commerce for talents, analyzes the coping strategies of Chinese enterprises in e-commerce talent strategy from the current situation of supply and demand of e-commerce talents in China, and puts forward some countermeasures and suggestions for enterprises in "selecting talents, cultivating talents and retaining talents".
E-commerce has become an unavoidable business model for today's enterprises, and talents are the key to the successful development of e-commerce for enterprises. At present, the bottleneck restricting the development of e-commerce is the serious shortage of e-commerce talents, especially high-level compound management talents. Therefore, it is an urgent task for enterprises to do a good job in human resource management strategy and develop, attract and retain all kinds of e-commerce talents.
1 The development of e-commerce brings opportunities and challenges to human resources of enterprises.
What kind of talents are needed for the development of e-commerce?
The rise and trend of e-commerce has triggered the competition among enterprises for the commanding heights of development in the new century, and the focus of competition is mainly the competition for talents. The rapid development of e-commerce makes people begin to realize that enterprises entering the development period of e-commerce urgently need compound talents and forward-looking talents. Specifically, the talents needed for the development of e-commerce are: the penetrating power to examine information, the affinity to be good at communication, the expanding power to fight the market, and the persuasiveness of multi-directional thinking. At the same time, they must be familiar with the situation and characteristics of IT industry, deeply understand the cultural background of China, and be familiar with the business environment and mode at home and abroad. They must be compound talents with high IQ and international vision.
Opportunities and severe challenges faced by enterprise talents.
From the establishment and expansion of an enterprise's e-commerce objectives to the determination of its organizational structure, business processes and the formulation of various rules and regulations, it is all completed by e-commerce talents under corresponding conditions. Without the goal, organization and planning of e-commerce, or the lack of management and technical personnel in this field, it is impossible for enterprises to realize e-commerce. The current situation of e-commerce talents in China: first, the shortage of total talents and the huge gap of major professionals have become the bottleneck restricting the development of e-commerce in Chinese enterprises; Secondly, the talent structure is unreasonable, and the knowledge structure of talents needs to be updated urgently, especially in terms of practicality. At present, many graduates majoring in e-commerce in colleges and universities simply do not meet the actual needs of enterprises, which has become a real problem; Thirdly, the talent supply structure is unbalanced and high-level technical talents are scarce. There is an upsurge of setting up e-commerce specialty in contemporary colleges and universities. Many training units have no clear teaching purpose at all, and the training direction and orientation are vague, so that the e-commerce talents trained are all low-level talents with little knowledge of the network, and there are very few real senior experts, which makes the supply and demand structure of e-commerce human resources in China extremely abnormal. In addition, theoretical talents are less involved in this field, strategic talents have not been further reused, and management talents have not been strengthened. In this competitive environment, on the one hand, enterprises are eager to compete for talents, especially those with special professional skills and strong comprehensive ability in the field of e-commerce. On the other hand, enterprise talents are facing a severe task, that is, the challenge of "not advancing or retreating". Survival of the fittest is the eternal natural law of the market. Whoever can immediately adjust the development direction, change ideas, innovate thinking and keep pace with the times, whether it is enterprises or talents, will become the market leader. It can be seen that the development of e-commerce has brought far-reaching significance to enterprise talents.
2 How should enterprises do a good job in human resource management and actively respond to the challenges of e-commerce.
The orientation of enterprises in treating e-commerce talents.
Under normal circumstances, people always position e-commerce talents as graduates majoring in e-commerce. In fact, the e-commerce talents that enterprises need are far from being satisfied by graduates majoring in e-commerce. What they need more is a kind of talent with strong practicability in the field of e-commerce. Therefore, when positioning e-commerce talents, enterprises should focus on the comprehensive ability of enterprise planning, operation, management, network marketing, market analysis, etc., not just the talents with unilateral technology of e-commerce. All kinds of professionals should run through all aspects and stages of e-commerce, including not only e-commerce professionals, but also compound talents in computer network, computer software, marketing, management, art design and so on. These professionals should not only master their own professional knowledge, but also understand and be familiar with the operating rules and regulations of electronic technology, and have a keen insight into the online market.
Discussion on the countermeasures of human resources development in enterprise e-commerce.
On the basis of fully understanding and understanding the positioning and types of e-commerce talents, enterprises should quickly build an e-commerce environment and plan the management strategy of e-commerce talents in order to seize market opportunities, alleviate the urgent demand for e-commerce talents and make good preparations for the development of e-commerce. Matsushita Electric Co., Ltd. is a world-famous large company. Its successful manager, Kōnosuke Matsushita's unique way of employing people has given us a good inspiration. His talent principle points out the direction for the development of e-commerce talents in enterprises. Taking Kōnosuke Matsushita's management thought of "selecting talents, cultivating talents and retaining talents" as an example, this paper probes into the countermeasures for the cultivation of e-commerce talents in enterprises today.
First of all, we must "assess the situation and not stick to one pattern" when selecting talents. Attracting all kinds of e-commerce talents into enterprises, actively introducing high-level e-commerce talents, and constantly injecting fresh vitality into enterprises, so that enterprises can gain benefits in the development of e-commerce, is the first step for enterprises to develop e-commerce talents. In the selection of e-commerce talents, we should not blindly recruit people, but choose the right type of talents according to the business type and development environment of the enterprise. "Assess the situation and not stick to one pattern" means that enterprises should choose talents according to the development stage of e-commerce, judge which stage the enterprise is in, whether it is the primary stage, the application stage or the high-speed development stage, hire high-level technical experts as needed or choose ordinary applied talents according to the actual situation. Secondly, education must be "due to food." Actively cultivating e-commerce talents is the urgent task of today's education and the common responsibility of enterprises. In recent years, the e-commerce major in Chinese universities can be described as "full of talents", which meets the social demand for e-commerce talents to a certain extent. However, due to the lack of rational guidance, the direction and structure of personnel training are in chaos. The problems existing in the cultivation of e-commerce talents in China are quite prominent, mainly: a large number of low-level talents are in short supply, high-level technical talents are in short supply, and deep-level professionals are in short supply. Uneven talent distribution, disordered talent training and unreasonable talent structure are the biggest disadvantages of e-commerce talent supply. Therefore, in order to clarify the orientation and training direction of e-commerce talents, enterprises can start from two aspects: first, innovate the training methods and promote the reserve of compound talents. Second, it is necessary to strengthen international exchanges and cooperation, promote the construction of an international talent team for e-commerce, and build a sustainable e-commerce talent training and support system as a whole.
Thirdly, to retain talents, we must "have outstanding characteristics and use them for us". Enterprises should not only cultivate talents, but also retain talents. In recent years, many enterprises feel that the brain drain of e-commerce talents has brought great risks to enterprise management. Because e-commerce talents are generally young people, these people are active, energetic, fast-changing and like excitement. They often think that their technology is advanced, they are not good at dealing with interpersonal relationships, and they are eager for attention. The interpersonal environment around is not good. Once they have any dissatisfaction with the enterprise, they will go away regardless. At this time, the most disadvantaged is the enterprise. Therefore, enterprises should strengthen the management of these talents, establish a risk prevention system for brain drain, make the abnormal flow of e-commerce talents difficult to occur or minimize the possible probability, and establish a risk control mechanism for brain drain. Enterprises should focus on "retaining" to prevent the brain drain of e-commerce, pay close attention to the development trend of talents inside and outside the enterprise, establish a risk control system for brain drain, and do everything possible to retain people needed by the enterprise to prevent accidents. In addition, increase effective incentives for e-commerce talents who have made special contributions. Improve the construction of e-commerce talent incentive system from the aspects of salary system, reward system and option system. Enterprise human resources management departments should strengthen the dynamic management of e-commerce talents, establish perfect personal files for them, keep an eye on their trends at any time, understand their satisfaction with the enterprise and working environment, and take effective measures to retain them.
It can be seen that the enterprise from "selecting talents, cultivating talents to retaining talents" is a chain of talent management, and these three factors influence, interact, restrict and be indispensable. To sum up: it is appropriate to select talents, train talents and retain talents. In a word, doing a good job in e-commerce talent strategy is the basis for enterprises to develop e-commerce. To make e-commerce flourish, the development of e-commerce talents is the first problem to be solved. The talents needed in this field of e-commerce are gradually divided into three levels: high, medium and low. Low-level personnel are mainly engaged in technical work, middle-level personnel are mainly engaged in implementation and operation, and senior personnel are engaged in strategic deployment and decision-making. What kind of talents do enterprises need and what kind of talents need to be developed are more appropriate? We are looking forward to the enterprise in the tide of e-commerce, take advantage of the trend, seize the opportunity and make great achievements. If enterprises hesitate to wait and see, they will be ruthlessly eliminated in the cruel competition. Especially after China's entry into WTO in recent years, the competition among peers has become more international and fierce, and the talent strategy should be an arduous and long-term task for enterprises.
refer to
[1] Su Guoan. Report on Frontier Issues in China. Beijing: Enterprise Management Press, 200 1.
[2] Wang Xuemei, Su Long. E-commerce and personnel training. Journal of Hubei Institute of Adult Education, 200 1(2).