Professor Fu Yahe of Tsinghua University put forward: "We must conform to the trend of the times and establish a strong people-oriented business philosophy. All kinds of enterprises should attach importance to the cultivation and development of new talents, completely change their concepts, study hard and learn from the advanced experience of successful enterprises at home and abroad in human resource management, accumulate energy, tap potential, fight bravely in the new round of fierce human resource competition, and maintain their new advantages in the market economy. "
In the market economy environment, more and more enterprises begin to attach importance to "people-oriented" and talents. Only under the guidance of this policy can enterprises retain talents, make them feel a sense of belonging and hope, and make them willing to work for the enterprise.
At the age of 2 1, Iacocca left school with lofty ideals and entered Ford Motor Company. After coming to the company, he was appointed as an engineer. But before the internship was over, he was impatient with this boring job. He likes dealing with customers instead of always facing cold machines. Later, with the help of Ford's East Coast Regional Manager, he finally got his dream sales position.
At the beginning of his tenure, his sales performance was not good, ranking last among all managers. But McNamara, the president of the company, was very optimistic about him and said to him, "Someone will win the last place. Why are you so depressed? "
Iacocca struggles with how to sell his car every day to repay the president's trust. Finally, he invented the method of installment payment and became the best sales manager in the company in only three months. McNamara also transferred him from the East Coast branch to the headquarters.
At that time, Ford's sales situation was very severe, but McNamara trusted the young man who was only 30 years old and gave him the most important automobile department of the company. Under Iacocca's auspices, the most successful product in Ford's history, Mustang, was born, which quickly set a new record for American car sales.
At this time, Iacocca was less than 40 years old. But McNamara insisted on trusting him, gave him all the sales work of the company, and recommended him to take over when he was invited to be the Secretary of Defense. Facts have proved that McNamara's decision is correct-during Iacocca's eight years as president, Iacocca led Ford to make a profit of $3.5 billion, creating a myth in the automobile industry.
In modern enterprise management, managers pay more and more attention to the importance of high-quality talents, and every company hopes to recruit high-quality talents. However, these managers can't be observant, or they can't take measures to retain talents, and talents can't feel the sincerity of managers. Such managers naturally can't keep talents.
The director of Beijing Shunyi Valve Factory has long proposed to "attach importance to talents". The factory has set up a "talent building" to provide shuttle buses for employees, so that these high-quality talents can become the backbone of the company. Soon, more than 30 college students with work experience were enriched to management, technology and marketing positions.
However, a year later, dozens of talents in this company chose to resign and leave, and the "talent building" was completely abandoned. The company also has to fill the vacancies with some people who have retired from large units. People can't help asking, why can't this enterprise retain talents?
Zhou Qing, the director of the factory, told the inside story in an interview: the factory management did not have a mechanism to manage new employees, and the policy tilt towards new employees caused the psychological imbalance of the old employees in the factory. Soon, the old employees began to reject these new employees and deliberately adopted an uncooperative attitude towards their work. These college students also complain that there are too many low-quality employees in the company, most of whom are nearby villagers. And this kind of "folks" management has caused the company's management confusion and prevented them from exerting their knowledge. However, these special policy inclinations have not been implemented on them, making the treatment given by the factory not higher than that of other enterprises. College students often choose to leave here at the first opportunity.
Some well-paid rehired engineers also think that the management of the factory is too chaotic, and old employees always exclude new employees, which makes the factory's policies not implemented. Therefore, the factory will stand still for a long time, leaving people with no hope.
How can we understand talents, make them feel the attention of managers and stimulate their internal drive?
First of all, managers should be sincere. This sincerity should be reflected in all aspects. Managers should not only give verbal encouragement to talents, but also give them reuse, support their work, improve their treatment and so on. Don't treat your subordinates sincerely only verbally, as Xiang Yu, the overlord of Chu, does not actually support them.
Second, we must dare to invest. Only when there is investment can there be a return, and the same is true for running enterprises and cultivating talents. The "input" here refers to the improvement of the talent training mechanism. For talented people, we should dare to treat them well and give them the power they need.
Third, we should attach importance to them. The cultivation of talents should be carried out in stages. Managers should know at what stage the talent's ability is and constantly adjust the training plan. The task of giving talents cannot be too difficult or too simple.
Fourth, we should tolerate their mistakes and shortcomings. Only managers who can be lenient with their subordinates' temporary mistakes can be welcomed by talents. We must remember that we are taking advantage of people's strengths, not their weaknesses. No one is perfect, and everyone will inevitably make some mistakes. At this time, managers need to be generous.
Talent is the most precious wealth of an enterprise, and a talent who can play his talents in a suitable position is beneficial to the whole enterprise. Enterprise managers should insist on knowing people and being good at their duties, and stimulate the internal drive of talents.