With the increasingly mature business environment in China market, the competition among enterprises is becoming more and more fierce. More and more enterprises realize that talent is one of the most critical factors for enterprises to gain competitive advantage, develop and maintain core competitiveness. A survey of thousands of enterprises by China Entrepreneur Survey System in 2003 shows that 62% of enterprises are short of managerial talents, 92% of enterprises are short of marketing talents and 93% of enterprises are short of technical talents. More and more enterprises have increased their investment in employee training to improve the quality and ability of employees, among which job rotation is considered as one of the most effective training tools. When it comes to rotation, many people will first think of IBM's "long bench plan". In IBM's successor training plan, employee rotation is a very important link. In fact, as a simple and effective management tool, job rotation has many values for enterprises, not only in training. We can discuss the value of rotation from the enterprise level and the employee level.
1. Enterprise level: stability, adaptability and departmental cooperation.
From the enterprise level, job rotation can effectively reserve talents, thus improving the safety, stability and dynamic adaptability of the organization and the efficiency and benefit of cross-departmental cooperation. In addition, job rotation also has irreplaceable value in cultivating enterprise successors.
Cultivate successors and build a talent system. IBM's "long bench successor training plan" is widely respected by Chinese people, and there are two points worth learning: First, it attaches importance to the concept and culture of talent training. Not only the human resources department pays attention to this matter, but almost all employees are mobilized to participate. IBM requires employees at supervisor level or above to train employees as part of their performance. Every manager above the supervisor level has a hard goal to determine who will take over after one or two years and who will take over after three or four years, so as to find talents. These measures show IBM's emphasis on talent reserve everywhere; Second, complete systematicness. The talent reserve and replacement plan is not a single task, and it needs the concerted efforts of many aspects, such as rotation system, career planning, mentoring system, 360-degree assessment and talent evaluation. China enterprises can certainly learn from IBM's thinking and practices, but they can't completely copy them. IBM's own attraction and salary level are unmatched by most enterprises in China, and the goal of cultivating talents cannot be achieved only by single measures such as job rotation and talent evaluation. We should build a unique talent training system according to our own actual situation. It should also be pointed out that job rotation is also beneficial for enterprises to find talents. Due to various subjective and objective reasons, it is sometimes difficult for enterprises to find out where an employee's potential lies, and job rotation can provide employees with opportunities to display their talents.
Deal with the talent shortage crisis and improve the stability of the organization. Generally speaking, there are two reasons for the talent shortage crisis in enterprises: first, enterprises are in a period of rapid growth, and the expansion of scale requires a large number of talents. There is often a time lag between the recruitment of talents and the ability to create value for enterprises and the needs of enterprises. Relatively speaking, this crisis is short-term and staged. Because fast-growing enterprises are very attractive to talents, this crisis can be quickly eliminated in a short time. The second is the shortage of talents caused by brain drain, especially in key positions, such as sales elites and top technicians. If the enterprise can't find suitable talents to fill the vacancy in a short time, it will cause huge losses to the enterprise. The reasons for brain drain are very complicated, including salary, development space, interpersonal relationship, the future of the enterprise, corporate politics, work pressure, individual entrepreneurship, employees' recognition of the enterprise and so on. , may lead to talent job-hopping. Although enterprises can play a preventive role by taking measures such as treatment, career, emotion, contract and culture, sometimes brain drain is inevitable, and various retention mechanisms established by enterprises can not completely eliminate the flow of talents. Therefore, it is necessary for enterprises to establish a talent reserve mechanism at the same time to prevent problems before they happen. Job rotation is an effective talent reserve system. The basic function of post rotation is to enable employees to have work experience and ability in several positions at the same time. Once it needs to be adjusted, it can be quickly supplemented, thus improving the stability of enterprises and reducing the turmoil and losses caused by brain drain.
Respond to changes and improve the dynamic adaptability of organizations. The change of business environment, self-growth, adjustment of enterprise strategic direction, adjustment of product structure and implementation of diversification strategy will all promote the adjustment, expansion, contraction or deformation of organizational structure. Any adjustment of organizational structure will inevitably bring about post adjustment and post demand changes, which are sometimes drastic and irreversible. A key factor for the success of enterprise reform is whether we can find enough employees with sufficient quantity and quality to fill "new" positions and implement new strategies. This requires enterprises to cultivate their dynamic adaptability in daily management and be ready for change at any time. The implementation of rotation system can make employees fully prepared in ability and psychology, and realize "seamless" docking when enterprises implement changes.
Horizontal communication to improve the efficiency of cross-departmental cooperation. Formally, rotation can be carried out within departments or across departments, which is conducive to cooperation and communication between departments. The organizational structure of most enterprises is based on functions (departments), and taking the interests of departments as the starting point has become an inevitable choice for managers and employees of most departments, and cooperation and communication between departments has become a difficult point in enterprise management. The disharmony and wrangling between departments have greatly reduced the operational efficiency of enterprises. The operational efficiency of an enterprise can be expressed by a formula: the operational efficiency of an enterprise = external marketing/internal marketing. External marketing refers to the activities of developing and serving customers, while internal marketing refers to the efforts made to promote these activities in internal communication, coordination and encouragement. For example, a company has an 8-hour working day. If it spends 8 hours on internal marketing and has no time for external marketing, then the operating efficiency is 0/8=0. The larger the denominator, the more internal friction and the lower the efficiency. If you have 4 hours of internal marketing and 4 hours of external marketing, the efficiency is equal to 1. By analogy, if eight hours are spent on external marketing, the efficiency of the enterprise is infinite. On the one hand, cross-departmental rotation enables managers and employees to personally experience the hardships and connotations of other departments' work, so that they can think and deal with problems from a higher angle and form empathy; On the other hand, it can accommodate the interpersonal relationship between them. China's cultural tradition attaches importance to human feelings, and the communication between them will be much smoother.
2. Employee level: motivation and occupation.
"Win-win" is the ideal goal for enterprises to participate in competition and implement internal management. The management mode of rotation has achieved a win-win situation for employees and enterprises to a certain extent. Rotation not only has a lot of value and contribution to the enterprise, but also is very supported and welcomed by employees. Rotation can rekindle employees' interest in work, which is conducive to the establishment and adjustment of employees' self-career planning.
Effectively motivate and adjust employees' working mood. Many people will feel that if they stay in a post for a long time, they will feel bored and uninterested in their work, and an inexplicable sense of fatigue will be difficult to eliminate, and even interfere with their lives. If this emotion is not relieved for a long time, loss will become a necessity. If employees can rotate to new posts regularly or irregularly and regain their enthusiasm for work, their enthusiasm and initiative will naturally be greatly improved. From this perspective, job rotation is an effective non-material incentive measure. Modern human resource management has formed a kind of knowledge. Material incentives based on money can only produce short-term effects and bring great negative effects to enterprises, while non-material incentives are more lasting.
Create career width to meet the core needs of employee growth. Learning and growth is one of the core needs of employees' career. Rotation allows employees to broaden their horizons, accumulate network resources, discover their true interests and abilities, forge various abilities and experiences, thus broadening their career width and improving the possibility of promotion. At present, there are two kinds of talents in China market: compound professionals and systematic management talents. Managers of enterprises can be divided into three types: professional managers, supervisory managers and systematic managers. In terms of hierarchy, professional managers are at the bottom. These managers have enough professional skills to work independently in a certain field, but lack management ability. Supervisors can use personal management ability and experience to carry out work planning, team leadership, subordinate training, task supervision and problem improvement, but they do not have the ability to establish a management system, which is a typical rule of man; Systematic managers can, on the basis of supervising managers, help enterprises to establish complete strategies, processes, standards and systems of departments, build teams and train talents in a systematic way, and finally let departments operate independently. The implementation of rotation system is not only beneficial to employees, but also creates conditions for enterprises to cultivate compound talents and systematic talents.
Although job rotation has a lot of value to employees and enterprises, as a management measure, it needs to pay corresponding costs, including the training cost of enterprises, the time cost of managers, the efficiency reduction caused by employees changing jobs to new positions, and even sometimes enterprises have to bear the risk of declining performance. Therefore, it is necessary to accurately define the scope of rotation, whether it is only implemented in management, full rotation or rotation of core (strategic) positions and core talents. Different choices produce different values and enterprises pay different costs.
Second, Aokang: Let talents "move" and grow.
1988 when everyone rejected Wenzhou shoes, it flew against the wind and started with 30,000 yuan and entered the footwear industry. Not many people are optimistic about its prospects. Twenty years have passed, and now, it has developed into a private enterprise with three production bases, five brands and five foreign branches, with assets exceeding 654.38 billion and annual sales exceeding 2 billion. Few people remember the original name, but it doesn't matter. Importantly, today it has a famous name-Aokang.
In the eyes of many people, the development of Aokang is a "mystery". People are always full of surprises, constantly asking for advice from its managers, and even many people come to Aokang to visit and study.
Looking at Aokang's growth, we may find different answers from different angles. However, if we further analyze these different answers, one answer is very clear, that is, "let talents become the engine of enterprises" and try our best to give full play to their talents. The ruler is good, but the inch is short. In order to give full play to everyone's best side and put the right people in the right position, Aokang has been promoting the rotation mechanism and achieved remarkable results.
Third, there are no inappropriate people, only inappropriate positions.
"Garbage is misplaced wealth". In Aokang, there is a popular management concept: there are no inappropriate people, only inappropriate positions. Rotation system is an important measure of Aokang's talent reserve plan for key positions. Aokang clearly stipulates that in the same management position, it can not exceed 4 years, and all middle-level and above managers must rotate.
Aokang Group is an enterprise mainly engaged in leather shoes. Its predecessor was Yongjia Aolin Shoes Factory, which was founded in 1988. In 2003, the Group implemented diversified investment, and set foot in commercial real estate, biopharmaceuticals, financial investment and other fields. At present, the Group has more than 65,438+05,000 employees, more than 30 world-class production lines, a headquarters centered in Wenzhou, three production bases in Oubei and Chongqing, with an annual output of more than 654.38+million pairs of leather shoes, and more than 30 provincial branches and more than 3,000 marketing networks in China. Five foreign branches have been established in Italy, Russia, the United States, Germany and Japan. At the same time, three shoe pattern design centers have been set up in Wenzhou, Guangzhou and Milan, and thousands of new varieties are developed every year.
With the rapid development of enterprises, many new jobs have been created and a large number of talents are urgently needed. The first thing to implement the rotation system is to train key talents for fast-growing enterprises. Aokang believes that there are not many soldiers, the key lies in "strength" and "movement", and "strength" can be invincible; "Motion" can breed infinite vitality. The so-called "running water does not rot, and the home axis does not bite." The rotation system can not only train excellent management talents from within, but also has a relatively low cost.
In order to do a good job in rotation, Aokang has to do several things every year. One is to conduct at least two surveys on employees' career development to solicit their opinions, and the other is to conduct 13 strict performance appraisal on employees. The specific method is once a month and then a comprehensive evaluation at the end of the year; The third is to communicate with the supervisor to understand the working status of each employee. Through the above work, the talent resource center combines the company's development strategy and compares it with the post competency model to determine the rotation.
Fourth, gradual rotation.
Enterprises implement job rotation for long-term performance, but in the specific implementation process, it may be accompanied by short-term risks. In order to minimize risks, Aokang Group has taken a series of measures to implement gradual job rotation.
"The smartest people in the world are the ones who are most willing to invest in their brains", and the smartest companies are the ones who are most willing to invest in employees' brains. Aokang has a perfect training system. Among domestic private enterprises, Aokang is probably one of the most willing to spend money on staff training, and the annual training cost exceeds100000 yuan. This not only created a strong learning atmosphere for Aokang, but also laid a solid foundation for the effective implementation of rotation.
Aokang has established an advanced knowledge management system with rich courses, including both professional courses and general management ability courses. Usually, any employee can log in to the internal knowledge management system for learning. In fact, because the enterprise has formed a rotation culture, employees begin to prepare for rotation as soon as they enter the enterprise-psychological preparation and ability preparation. At the same time, in the training design, the company also considered the rotation factor, tried diversified curriculum design, and consciously added some general courses. In this way, employees will not feel at a loss once they are rotated. Among them, Aokang University is playing an increasingly important role.
Aokang University came into being under the background of the internationalization strategy adjustment of Aokang Group. Founded in June 5438+1October 65438+May 2007, Mr. Wang Zhentao, Chairman and President of Aokang Group, became the first president of Aokang University. Aokang University consists of four colleges: Leadership College, Chain Monopoly Management College, Marketing College and Production Technology College, which are dedicated to cultivating top management talents, chain monopoly elites, marketing talents, production technical backbones and reserve cadres.
5. How to ensure the success rate of rotation?
Rotation range: you must rotate between related locations (such as upstream and downstream of the process). At the same time, according to personal qualities and specialties, arrange suitable jobs.
Rotation cycle: rotation should be started after working in the original post for 3 years. Because within three years, it may be difficult to accurately judge a person's potential in this position. But it should not be more than five years, which is easy to breed corruption.
Timing of post rotation: it is more suitable when the development of the enterprise is in a stable period.
Rotation training: before rotation, the parties should be fully trained before the job, so that they can have a clear understanding of their future positions. This can not only reduce the risk, improve the success rate, but also make the parties feel that the enterprise is responsible for their career.
Rotation survey: After rotation, the parties should be followed up regularly to listen to their personal wishes. At the same time, you can also make a professional evaluation, understand his characteristics and shortcomings, and give him as much training and help as possible.
Boss mentality: Some enterprises may worry about brain drain after job rotation. Therefore, on the basis of formulating corresponding system guarantees (such as non-competition agreement, service period and liquidated damages agreement, enterprise confidentiality agreement, etc.). ), the boss must first have a mind. The flow of talents is inevitable, which also illustrates the competitiveness of your enterprise in the market from one side.
Aokang pays attention to the practicality of teaching in curriculum setting, emphasizes the interaction of teaching process through discussion and sharing between lecturers and students, and improves students' ability to transform knowledge in practical work.
Before the implementation of rotation, Aokang generally has a time handover period. Aokang stipulates that important posts shall be handed over 1 to 2 months in advance, and minor posts shall be handed over 1 to 2 weeks in advance. To some extent, a smooth transition is ensured.
After the rotation, the human resources department will regularly follow up the investigation of the parties to understand the work progress after the rotation. If deficiencies are found, targeted training will be provided.
Rotation is to better cultivate the ability of employees and cultivate excellent management talents, rather than being eliminated in disguise. Wang Zhentao, president of Aokang Group, has a saying that often hangs on his lips: "Aokang will not give you the opportunity of lifelong employment, but will cultivate your ability of lifelong employment." Because of this concept, the HR department will not be very cautious when encountering problems in rotation, and the parties will often cooperate. The general manager of a business department failed the examination after a year's rotation at the group headquarters. Considering my actual ability, the HR department rotated him to another business department as the general manager, which was actually a demotion. This cadre feels humiliated and has a negative working attitude. After learning about this situation in the follow-up investigation, the human resources department helped the middle-level cadre to relieve the pressure through psychological counseling. At present, he is doing well in his new post.
Sixth, the "wheel" is surprisingly talented and legendary.
Rotation has trained a large number of talents for the rapid development of Aokang, especially management talents with strong comprehensive ability.
Jiang Xinghua 200 1 Join Aokang. Recalling his six-year experience in Aokang, Jiang Xinghua said with deep feelings: "Rotation really helped me grow up." Jiang Xinghua was initially responsible for recruitment, performance appraisal and training in the human resources department. In 2004, he took turns working in the general department of the marketing company. In 2006, he was promoted to Director of Human Resources Center. "When I used to work in the human resources department, I still focused on the part and didn't have a global view. After rotating to the marketing head office, I can listen to the voice of the market and understand the market demand. These experiences and practices made me pay more attention to pertinence when recruiting and interviewing talents after I returned to the talent resource center. At the same time, the understanding of human resources has also risen to a new height. Now, we think more about human resources from the perspective of group strategy and solve human resources problems. " Jiang Xinghua said. Because of the need of work, he is currently the director of human resources center of Aokang Group and the executive president of Aokang University. As an employee who has made outstanding contributions to Aokang, his handprints, together with those of more than a dozen other heroes of Aokang, will always be engraved on Aokang's "growth wall" and become a witness to Aokang's miracle.
Guo Yong, the current general manager of Aokang Group Huohongniao Shoes Co., Ltd., has many job rotations. From the manager of production department to the manager of human resources department, and then to the manager of logistics department and development department of marketing company, his rich experience makes him a compound talent who knows both production, personnel and marketing. In 2006, he became the general manager of Chongqing Huohongniao Shoes Co., Ltd., which made the company look brand-new and its sales performance tripled compared with the previous year.
In Aokang, there are many such cases. At present, more than 80% of Aokang's management cadres are constantly cultivated and excavated through internal rotation. Aokang's management is very young, with an average age of only 30. This group of energetic and energetic managers has become the mainstay of Aokang's rapid development.
Seven, the three principles of efficient rotation
Just like on the court, the coach further digs and trains players by changing their positions on the court, and enterprises achieve their strategic goals by implementing rotation.
Usually, there are three forms of job rotation in enterprises: talent training, skill upgrading and regional rotation. Through job rotation, enterprises can give talents an opportunity to improve their ability, and also avoid the monopoly of personal resources caused by a person working in a certain position for too long, which is potentially dangerous to the interests of enterprises. No matter what form and purpose of job rotation, three principles need to be completed in the implementation of job rotation (that is, before job exchange is in place) in order to successfully achieve the set goals.
The first is the overall arrangement of rotation. Some enterprises rotate their posts at will, or even lead on a whim. Some are for the sake of rotation, and there is no unified planning and arrangement. Due to the sudden incident and lack of communication, many people who participated in the rotation were unacceptable, depressed, demoralized and even discouraged. Moreover, in practical work, it is easy to make mistakes when communicating and handing over work in a hurry. It is necessary to formulate specific plans for rotation, and clarify a series of issues such as rotation time, rotation objects, assessment standards, rotation risk assessment, and rotation work coordination mechanism. At the same time, develop a road map for job rotation. Roadmaps generally include several key nodes: determining job rotation opportunities and corresponding candidate plans; Communication plan for rotation work; Make and submit the work handover list, including document list, goods list, work schedule, work notice, etc. Post handover and pre-job training; Investigation and evaluation of the effect of regular rotation, etc. The job rotation arrangement should have a clear work plan and objectives, at the same time, it is necessary to comprehensively judge the development ability of all parties in advance, make good arrangements for personnel and posts, and at the same time, formulate supporting systems to ensure the effective transition and combination of personal abilities and job requirements.
Second, communication before rotation. Because employees have been engaged in a business for a long time, there is only one working mode in their minds, and they are likely to refuse or resist rotation. At the same time, some employees are unwilling to accept more challenging and stressful jobs than they are now. If you don't do a good job of persuasion and explanation in advance, employees will think that managers deliberately set obstacles and even sweep him out of the house, which is prone to psychological fluctuations. At the same time, job rotation is a part of talent identification and training, but employees' personal development also has their own career plans. If there is no communication in advance, managers just set a road map for their future development, and it is very likely that they will not find the final combination point and waste resources. If managers are "uniform" and rigid "rotation", it will be difficult to ensure that the rotation employees can work with peace of mind in their new posts. Therefore, to implement rotation, we should not only rely on orders, but also do more detailed work. There are several issues to be dealt with in communication before rotation:
First, understand the opinions or suggestions of all parties on rotation;
Second, understand the career planning of the parties;
Three, rotation work plan, including rotation purpose, rotation plan, new job assessment plan, etc. ;
Fourth, the purpose of this rotation. For example, the company regards this rotation as a flexible treatment, which only provides an optional growth space for employees with excellent performance and great potential.
Third, work handover and business training before rotation. It is very important to ensure the complete handover of all resources and a clear understanding of the recipients of the ongoing work. At the same time, because of the job changes, the job content and working methods will be different from before. If the relevant training is not carried out in time, the personnel will lack foresight and solutions to the possible problems in the post, which will lead to the decline of performance, efficiency, work confusion and brain drain.
Work handover can be divided into goods handover and work handover. The transfer of goods is relatively simple. Make a list and collect it. The key is the transfer of work. Work handover should include three aspects:
I. handing over the complete working paper;
2. Ongoing work handover, including current progress, target results, work assignment of relevant personnel, etc. ;
2. Transfer of work resources, such as customer resources and technical resources.
Business training is to let the parties know about the new working environment and business, and supplement new knowledge and ability. Let him have a clear understanding of his future position. In addition to regular business knowledge training, we can also consider establishing a assistance plan, where experienced people "follow and protect" the parties for a period of time to ensure a smooth transition of work. Just as the electronic and manual dual-track operation mechanism was used to ensure data security in the initial stage of enterprise informatization, a regular communication and coordination mechanism was established. The predecessor of the post can put forward suggestions to solve the problems faced by the successor and can help solve them. Through the above help, the parties can quickly understand the work content and personnel status, and ensure that there will be no big mistakes in work decision-making.
In addition, rotation is a systematic work, which requires various support systems. Therefore, the human resources department should not passively participate, but should actively make plans and build support systems before the rotation to ensure that the rotation can achieve the expected goals.