I. Research methods and results
The questionnaire mainly includes five aspects: basic situation, talent selection, training, management and satisfaction, with a total of 30 items. We distributed 1000 questionnaires to middle and senior managers of three different types of enterprises in Jiangsu province 13 municipalities: state-owned enterprises, private enterprises, foreign-funded or Sino-foreign joint ventures, and 972 questionnaires were recovered, with a recovery rate of 97.2%. According to the distribution of all kinds of enterprises and the approximate proportion of middle and senior managers, the corresponding sampling ratio is determined by stratified random sampling, and then the respondents are selected by random sampling. After excluding invalid samples, the sample distribution we obtained is shown in table 1.
1. Personnel training
(1) culture mode. It can be seen from the survey that there are many ways and opportunities for enterprise management talents to receive training, and they generally participate in various forms of training. Among them, 63. 1% people have participated in class training inside the enterprise, 70.5% people have participated in practical training inside the enterprise, 56.5% people have participated in class training outside the enterprise, and another 10.9% people have participated in practical training outside the enterprise.
Different types of enterprises have basically the same training methods for management talents, but state-owned enterprises and private enterprises pay more attention to internal class training, internal practical training and external class training, while foreign-funded or Sino-foreign joint ventures pay more attention to external practical training and the way of sending them abroad for class training (see Table 2).
(2) Evaluation of cultural effects. Respondents were generally satisfied with the training they received. When asked, "Does training help your management?" 17.7% people think it is "big", 710.5% people think it is "big", and only 6.3% and 0.3% people think it is "not too big" and "not too big". Here, there is no obvious difference in the evaluation made by the managers of the three types of enterprises.
When asked what kind of training is most helpful to them, 33.5% and 33. 1% chose "practical training inside the enterprise" and "sending students to attend classes outside the enterprise", 13.9% chose "sending students to attend classes outside the enterprise" and 9.7% thought "sending students to attend classes abroad".
As can be seen from Table 3, people generally have a good evaluation of the training they have participated in, and are more inclined to choose the training they have participated in as the training method that helps them the most. In other words, no matter what kind of training, in addition to the classroom training within the enterprise, it is actually of great help to enterprise managers. Not only do people who have not participated in this kind of training choose less, but those who have received internal training are even less likely to regard it as the training method that helps them the most.
(3) Requirements for cultivation methods and contents. When further asked what kind of training and learning opportunities they hope to get outside the enterprise, 64.5% people hope to get short-term special training in business management, 22.5% people hope to study for graduate students in business management, 37.7% people hope to be sent to practice outside the enterprise, and 20.3% people hope to be sent to study abroad. Obviously, short-term special training, practical training and studying abroad are more popular.
About "What do you think needs to be strengthened in the current training?" More than half (53.3%) think it should be practical, 39. 1% think it should be targeted, and only 4.9% and 3.0% think it should be theoretical and universally applicable.
2. Talent selection
(1) Selection method. As can be seen from Table 4, at present, there are various ways for enterprises to choose management talents. The original way of "appointment by the government or higher organizations" is not the main way in the appointment of management talents. A series of talent selection methods related to modern enterprise management system and market-oriented operation mode have been well reflected in enterprises, and "internal promotion and appointment" is still the most important talent selection method at present. Obviously, there is a gap between the talent selection methods currently used by enterprises and the better methods that our respondents think. They prefer "internal competition or democratic election" and "open recruitment" as the respondents think better methods:% is a better talent selection method.
The way respondents obtained their current positions reflects the talent selection methods actually used by enterprises. From the survey, it can be seen that most of the respondents obtained their current jobs through "internal promotion and appointment", up to 4 1.0%, followed by "board appointment" (18.4%), and those who were hired through "open recruitment" accounted for 14.8%,/kloc-0. It can be seen that the proportion of "promotion and appointment within the enterprise" far exceeds that of any other way.
Enterprises of different natures have great differences in the selection of management talents. As can be seen from Table 5, although "internal promotion and appointment" is the main talent selection method in all three types of enterprises, foreign capital or Sino-foreign joint ventures rarely use "internal competition for posts" to select management talents, and more use "open recruitment" and "board appointment"; Relatively speaking, state-owned enterprises rarely adopt the methods of "open recruitment" and "board appointment".
By further comparing the recognition of managers of different enterprises on various talent selection methods, we can see that "internal competition or democratic election" is more recognized in state-owned enterprises, with 82. 1% people thinking it is a better talent selection method, while in private enterprises and foreign-funded or Sino-foreign joint ventures, the proportion of people who regard it as a better talent selection method is 74.3% and 62.2% respectively. However, the mode of "appointment by the board of directors" is more recognized in private enterprises, and 43.9% people think it is a better way to select talents, while in state-owned enterprises and foreign-funded or Sino-foreign joint ventures, the proportion is 34.8% and 26.6% respectively.
Obviously, the selection methods of middle and senior management talents are not the same. In this survey, 25.8% of the people were appointed by the government or superior organizations, and 32.2% were employed by the board of directors. In other words, the appointment of the government or the superior organization and the appointment of the board of directors are the main ways for enterprises to select senior management talents at present. The selection of middle-level management talents is mainly promoted and appointed by enterprises, and 56.5% of the respondents obtained positions in this way.
(2) The role of talent characteristics in talent selection. Ability is very important in the selection of talents in various enterprises. When we ask, "What does your company value more about the appointment of management talents?" Up to 83.6% people chose "ability", and personality was put in a more prominent position, 44.8% people chose "personality" and 35.9% people chose "performance". "Experience" and "education" are the criteria for selecting talents.
Enterprises attach great importance to ability in talent selection, which is highly recognized. On the question of "What do you think is more important for the appointment of management talents?", 84.0% of people also chose "ability", and people pay high attention to "character". Up to 66.7% people think that "character" is more important, considering "performance" and "experience".
According to the nature of different enterprises, "experience" is more valued in foreign capital or Sino-foreign joint ventures. Among these enterprises, 34.6% people think that their enterprises pay more attention to "experience" in talent selection, while in state-owned enterprises and private enterprises, the proportion is only 15.5% and 18.5%. State-owned enterprises and private enterprises pay more attention to "performance" in talent selection, with 465, 438+0.6% and 36.2% choosing "performance" respectively, and 25.2% choosing foreign capital or Sino-foreign joint ventures accordingly, which is obviously lower than the first two; Personality has been placed in a more prominent position in private enterprises. 53.3% people think that their enterprises pay more attention to personality, which is 42.9% in state-owned enterprises and 34.2% in foreign-funded or Sino-foreign joint ventures.
3. Talent management
(1) excitation mode. There are many ways to motivate talents, but salary and promotion are the main means for enterprises to mobilize the enthusiasm of talents (see Table 6). The talent incentive methods adopted by enterprises are highly consistent with those that respondents think can play a greater incentive role, except for equity. From this point of view, the current talent incentive mode adopted by enterprises has better mobilized people's enthusiasm.
We try to compare the talent incentive methods of different enterprises and find that relatively speaking, private enterprises use "equity" more. In private enterprises, 28.8% chose this option, while in state-owned enterprises and foreign-funded or Sino-foreign joint ventures, 16.3% and 16.7% respectively chose this option, which was lower than 10 or above. Compared with the other two types of enterprises, private enterprises are nearly 10 percentage point lower, with 59.3% for private enterprises, 69.3% for state-owned enterprises and 67.6% for foreign-funded or Sino-foreign joint ventures. We also see that "spiritual" incentives are more widely used in state-owned enterprises. Among the respondents from state-owned enterprises, 53.3% believe that the main incentive mode of this enterprise is "spirit", while private enterprises and foreign-funded or Sino-foreign joint ventures are 38.5% and 24.8% respectively.
(2) the way to treat people with poor performance. As can be seen from Table 7, for people with poor management performance, the common ways of enterprises are "changing posts", "criticizing", "demotion", "salary reduction", "training" and "dismissal" in turn. But at present, there is a certain gap between these treatment methods adopted by enterprises and what people think is better. This shows that our respondents actually attribute the poor management performance to the lack of management knowledge and ability, rather than subjectively failing to perform their duties and efforts.
Different types of enterprises have different ways to deal with them: for managers with poor performance, state-owned enterprises use "criticism" more (6 1.9%), while private enterprises and foreign-funded or Sino-foreign joint ventures are relatively few, with the selection rates of 53.3% and 41.9% respectively; In terms of "dismissal", the selection rate of foreign capital or Sino-foreign joint ventures is 40. 1%, which is much higher than that of state-owned enterprises and private enterprises (13.4% and 27.5%). "Changing posts" is also a common way adopted by state-owned enterprises, with a selection rate as high as 74.4%, while the other two types of enterprises are relatively few. The selection rate of private enterprises is 59.6%, and the selection rate of foreign capital or Sino-foreign joint ventures is 58.6%. Generally speaking, for managers with poor performance, state-owned enterprises are more flexible, while foreign capital or Sino-foreign joint ventures are more rigid.
(3) the flow of talents. For the flow of management talents, most enterprises have formulated corresponding regulations. In our survey, 19.9% people think that their enterprises have corresponding regulations on the management of talent flow, which is "relatively perfect", 60.0% people think that there are, but not perfect, only 19.4% people think that there are basically no regulations, and only 0.5% people think that there are no regulations at all.
By comparing the regulations of different types of enterprises on the flow of managerial talents, it can be seen that the regulations of foreign-funded or Sino-foreign joint ventures are more perfect, with 27. 1% people thinking that the regulations of their enterprises on the flow of managerial talents are "relatively perfect", while the selection rates of managers in state-owned enterprises and private enterprises are 17.3% and 17.5% respectively, which are relatively low.
Regarding the question of "what measures do you think should be taken to manage the flow of talents", 56.5% people think that "the market mechanism should be the mainstay, the administrative guidance measures should be coordinated, and the conditions should be liberalized"; 40.7% people think that it should be "fully liberalized and determined by the market mechanism"; Only 2.8% people think that "government measures should be given priority to and market mechanisms should be properly combined". That is to say, in terms of talent flow, people are more and more inclined to ask for the allocation of human resources through the market, and the role of the government in this regard is more positioned as "setting up a platform", which is embodied in "establishing relevant laws and regulations, perfecting the talent market system, opening up the talent market and strengthening talent exchange"; Although many people propose to "fully open up and be determined by the market mechanism", it is also to "establish a good entrepreneur market" on the premise of standardizing the market operation mechanism, which belongs to the government. Therefore, the role of the government has not been ignored.
Second, analysis and discussion.
1. What kind of training mechanism is established?
Judging from the previous results, no matter what kind of talent training method, it is mainly the independent behavior of enterprises. Most of our interviewees have participated in all kinds of training and feel that it is helpful for their management. The existing short-term training courses have solved the problem of popularizing enterprise management knowledge, but the cultivation of professional entrepreneurs and enterprise managers is a long-term learning and practice process, which is a combination of professional learning and specialized training. Therefore, it is necessary to provide them with a more open and convenient learning condition and environment. Here, the important role of the government should be reflected in establishing a market-oriented and multi-channel talent training mechanism, fully integrating social education resources, and creating opportunities for all kinds of management talents to study and further their studies. Enterprises themselves should also take the cultivation of management talents as an important aspect to enhance their competitiveness, increase investment in training, actively carry out the training of middle and low-level management talents, increase the training of enterprise management talents abroad when conditions permit, send outstanding talents to Sino-foreign joint ventures and high-tech enterprises for training and exercise, and improve their ability to master advanced management knowledge, be familiar with international operation practices and accept the latest technology.
2. What kind of talent selection mechanism should be established?
As can be seen from the previous results, the most important talent selection mechanism currently adopted is "internal promotion and appointment". Although nearly half of our interviewees got their current positions in this way, most of them don't think it is a better talent selection mechanism. "Internal competition or democratic election" and "open recruitment" are their first choice for talent selection. Although they also have some limitations and often face some technical problems in the process of use, their greatest advantage is obvious, that is, they are relatively fair and provide everyone with fair opportunities. It is our long-term pursuit to establish an open, equal, competitive and merit-based selection and appointment mechanism. Meet the requirements of modern enterprise management system and create opportunities for talents to stand out. It is believed that with the gradual improvement of this talent selection mechanism, it will gradually replace the traditional "promotion and appointment method".
3. What kind of talent management mechanism should be established?
It can be seen from the survey that most interviewees are "satisfied" (13.3%) and "relatively satisfied" (72.7%) with the satisfaction rate of 86%, while "dissatisfied" (13.0%) and "dissatisfied" (0.9 due to the adoption of different enterprises. But we further analyze why they are satisfied and why they are not satisfied, but they show great differences. Admittedly, the main reasons for satisfaction are that "one's major or specialty has been brought into play", "the interpersonal relationship between enterprises is harmonious, the working atmosphere is good" and "the enterprise is in good operating condition". However, from the comparison, it can be clearly seen that managers of state-owned enterprises and private enterprises seem to pay more attention to the opportunity to give play to their specialties, while relatively speaking, managers of foreign-funded or Sino-foreign joint ventures pay more attention to the incentive of interests. From the reasons of dissatisfaction, we can draw a conclusion that is basically consistent with the above.
It can also be seen from the previous results that the management methods of state-owned enterprises and private enterprises are more flexible and humanized, while foreign capital or Sino-foreign joint ventures are more rigid, but there is no significant difference in managers' satisfaction. Therefore, different types of enterprises can establish corresponding talent management mechanisms according to their own characteristics and needs, including interest-oriented mechanisms and restraint mechanisms.
Precautions:
① Considering that the middle and senior managers of enterprises are in the core and key position of enterprise management, they have more understanding of the management mode of enterprise management talents. Therefore, the distribution target of this questionnaire survey is limited to middle and senior managers.