Ключова позиция

Въведение в ключови позиции

Keypositionsrefertotheimportantroleinthesurvivalanddevelopmentofthecompanyintermsofbusinessoperation,management,technology,production,etc.,andtherelationshipbetweenthecompany’sstrategicgoalsAchieveclosecorrelation,assumeimportantworkresponsibilities,masterthekeyskillsrequiredforenterprisedevelopment,anditisdifficulttoachievethesumofaseriesofimportantpositionsreplacedbythereplacementofinternalpersonnelandthesupplyofexternaltalentsinthemarketwithinacertainperiodoftime.

Keypositionsarethepositionsthatarethemostimportantlinkinthebusinessactivitiesofacompany.Generallyreferstothesumofaseriesofimportantpositionsthathaveagreaterimpactonthecompetitivenessofenterprisesintermsofoperation,management,technology,production,etc.,andarecloselyrelatedtotherealizationofcorporatestrategicgoals.Theyarethemaincomponentsofthekeyskillsrequiredforenterprisedevelopment,andItisdifficultforthesepositionstobereplacedbyinternalpersonnelreplacementwithintheenterpriseandthesupplyofexternaltalentsfromthemarketwithinacertainperiodoftime.

Comparedwithotherpositions,keypositionshavethefollowingcharacteristics:heavyresponsibilities,complexworkcontent,moredisposableresources,highqualificationrequirements,fewernumbers,andthebusinessgoalsandstrategicgoalsofthecompanyThecontributionrateishigh.Keypositionsaredirectlylinkedtoaseriesofactivitiestoachieveorganizationalgoalsthroughresponsibilities,andcanbedirectlylinkedtoworkresults.Inpracticalapplications,ifthedeterminationoftalentvalueisorganicallycombinedwithhumanresourcemanagementandcorporatestrategyandbusinessplan,theoperabilityofthemodelwillbeimproved.Forthisreason,BertConsultingbelievesthatitisnecessarytocombinethecapabilitiesandcapabilitiesofkeypositions.Jobcreationvalue,establishaframeworkmodelfortheidentificationandmatchingofcoretalentsandkeypositions,toensurethematchingoftalentsandpositions,andatthesametimetoachieveacomprehensiveevaluationframeworkthatcloselycombinestheevaluationoftalentsandpositionswithcorporategoals,andimprovemanagementefficiency.

Значение на идентификацията

Firstofall,itisconducivetothedeliveryandrealizationofthecompany’sstrategicgoals,sothatthecompany’sstrategicgoalscanbepassedontokeyinternalpositionsinatimelymanner,sothatitcangivefullplaytoThemanagement,technicalandotherprofessionaltalentsofemployeesinkeypositionsensuretherealizationofthecompany'sstrategicgoals.

Secondly,itisconducivetoemployeestofullyunderstandtheinternaljobsettingoftheenterprise,maintaintheconsistencyoftherelativevaluerelationshipoftheinternalpositionsoftheenterprise,andprovideanimportantbasisforformulatingfairandreasonablesalarydistributionandimplementingdifferentiatedmanagementofhumanresources.

Finally,itisconducivetoprovidingastrategicframeworkforcompaniestorespondtofutureorganizationalstructureandlabormarketchangesinatimelymanner,soastoavoidthelossoftalentsinkeypositionsandthevacancyofkeypositionsthataffectthenormaloperationofthecompanydevelop.

Метод

Как да избегнем загубата на ключови позиции

Inordertoavoidthelossofkeytalents,companiescanproceedfromthefollowingaspectsThinking:

First,establishascientificandreasonablesalarysystem.Fortheretentionoftalentsinkeypositions,thefirstpriorityistosolvetheinterestissuesthatarecloselyrelatedtoemployees.Theinterestissuesofemployeesarecloselyrelatedtothecompany'ssalary.Therefore,weneedtoestablishareasonablesalarysystem.Bychangingtheremunerationsystemtoreflectinternalfairnessandexternalcompetitiveness,theremunerationpolicyisinclinedtoemployeesinkeypositions,andultimatelyachievethegoalofattracting,retainingandmotivatingcoreemployeesandrealizingthelong-termdevelopmentofthecompany.

Secondly,establishalong-termincentiveplan.Adoptingthesuggestionsofincentiveprogramsandtheshort-termbenefitsoftheseprogramsseemtosolvetheproblem,butinfact,atthisstage,employeesofmanycompaniesarenolongerlimitedtoobtainingsuchshort-termbenefits,butalsoneedlong-termbenefitprotection.Thisistheoptionsystemadvocatedinourlong-termincentiveplantoincreasethecohesionoftheenterpriseintheformofdividendrightsandequity.Infact,comparedwiththemanagementeffortrequiredtoonlypayemployeesthebasicremuneration,iflong-termincentiveprogramsareadopted,theseprogramswillrequirealotof,orevenmore,managementeffortinordertoachieveperformancegoals.

Then,formulateafairandscientificperformanceappraisalsystem.Activelyadoptaseriesofpracticalmeasuresintermsofpoliciesandsystems.Companiessetperformancegoalsforemployees,suchasquantifiableindicatorssuchasoperatingincome,customersatisfaction,productqualificationrate,etc.Aslongasemployeescompletethegoals(orfailtocomplete)duringtheevaluationperiod,theywillberewarded(orpenalized).Thiskindofincentivemethodisrelativelyfair,just,openandscientific,andhasobviousincentiveeffectsonemployees.Itisalsothemostcommonlyusedincentivemethodformodernenterprises.Intheprocessofimplementationofenterprises,thekeypointsmustbegrasped:

(1)Thescientificnatureofgoalsettingmustmakeemployeesfeelthatitispossibletocomplete;smallandmedium-sizedenterprisesindifferentindustrieshavegrowthSexualdifference,butnotobvious;

(2)Wemustcreateconditionstohelpemployeesrealizeit,ratherthanblindlysqueezeemployees;

(3)Employeesinkeypositions,positionsTherearefeweropportunitiesforexchange,andittakesalongtimetoavoidnegativeandboredemotions.Timelyemployeesconductinternalassessmentsandmakepartialadjustmentstotheworkcontent.

Then,establishacorporatecultureconceptsuitableforthecompany.Theseeminglyretreatofcorporatecultureisactuallyananswertothedevelopmentneedsofemployees,lettingemployeesknowwhatkindofcompanytheyareworkingin,andinadditiontomakingmoney,theyhavebetterdevelopmenthopes.Inaddition,agoodcorporateculturecanmakeemployeescohesive,formacentripetalteam,andmotivateemployeestostriveforacommongoal,whichisagoodfeedbacktoemployees'spiritualneeds.Agoodcorporateculturenotonlyhelpstocultivateemployees'professionalism,ethics,andcollectivism,butalsomakesemployeesfeellikethecompany.Thismakesthecompanymoreattractivetoemployeesandeffectivelypreventsthelossofkeypositions.

Finally,establisha"people-oriented"modernenterprisemanagementmodel.Theaffirmationofpersonalvaluewilleffectivelysuppresstherestlessnessofthedeeppersonalityofeachemployee.Modernenterprisemanagementshouldbe"people-oriented",andputforwardmanagementmeasuresthathelpemployeesrealizetheirself-worthandorganizationalgoals,andtrulyattractandretainkeypersonneloftheenterprise.Managersofmodernenterprisesshoulddeeplyrealizethattheenterpriseandemployeesareessentiallythesame.Thiskindof"win-win"relationship.Theenterpriseshouldformanatmosphereof"Letuscreatetogether,Itrustyou,Irespectyou,andwesharetheresults".Employeesinkeypositionsofanenterprisearenotworkingforsurvival,butareeagertogivefullplaytotheirabilitiesandrealizetheirself-worth.Thiskindofpartnershipcaneffectivelyretaintalentspsychologicallyandmotivatepersonnelinkeypositions.

Видове свободни позиции

Accordingtodifferentclassificationstandards,therearedifferenttypesofvacanciesforkeypositionsinenterprises.Accordingtothereasonsforthevacancy,theycanbedividedintoinducedleavingtype,drivenleavingtypeandcomprehensiveleavingtype.Posttype.

Индуциран оборотен тип

Externalfactorsinducebraindrainandcausejobvacancies,mostofwhicharerepresentedbycompetitorsinthesameindustrydirectlyorthroughintermediaryagencieswithhigherpositionsandmoretreatmentToattractoutstandingtalentswithacertaindegreeofmanagementortechnicalexpertise.

Индуциращите фактори обикновено включват:

(1) По-висока позиция;

(2) По-висока заплата;

(3)По-добри условия на работа;

(4)Sharesoroptions.Peoplewhoareinducedtoleaveareusuallykeytalentsinkeypositionsinthecompany.Itisthe"realmoney"incorporatehumanresources.

Thiskindoftalentleavingtheirpostsgenerallyhasthefollowingcharacteristics:

(1)Suddenness.Whencompetitorscontactsuchtalentsdirectlyorthroughintermediaryagencies,theyoftencommunicateprivately.Bothpartiesareextremelycautiousfortheirowninterestsandreputation,andshownosensibility.Oncethetwopartieshavereachedanagreement.Oftenthistypeoftalentwillhaveadirectshowdownwiththebossofthecompanytheyworkforandleaveorevenleavewithoutsayinggoodbye,withgreatdetermination.Thereisalmostnoroomfornegotiation,causingtheownerofthecompanytobecaughtoffguard.

(2)Destructive.Becausetheyarekeytalentsinkeypositions,theirbossesarenotpoorlypaid.Theyaregenerallytrustedanddonothavemuchdefense.Coupledwithcostreasons,thereisnocorrespondingtalentreserve.Suchtalentssuddenlyleavetheirposts.Ontheonehand,Itwillleadtoshort-termorlong-termstagnationofthejob;ontheotherhand,itwillbringaboutthedisclosureofbusinesssecrets,causingthecompanytosufferlosses;inaddition,thecompany’slosseswilldirectlyresultinthebenefitofthecompetitors,allthesame.Willleadtotheinversionofthespeedofenterprisedevelopment.Inadisadvantagedsituationinthecompetition.

(3)Connectivity.Suchtalentsgenerallyhaveacertaindegreeofinfluenceinthecompanyordepartmentwheretheyarelocated.Whentheyleavetheirjobs,theywilloftendirectlytakeawayafewfollowersorassistantswhohavebeenfollowinghim,andshakethestabilityofkeytalentsinotherpositions.

Шофиране тип работа

Internalfactorsdrivethelossoftalentsandcausejobvacancies.Mostofthemaremanifestedinthelackoffairandreasonablecompetitionanddevelopmentenvironmentwithinthecompany,andlackoffamilyandaffectiontoreleasetheburdenofpersonalwork.Reasonssuchasfriendshipandcarehavecausedmanagementortechnicaltalentswhodonotwanttobe"mixed"toleave.

Общите движещи фактори включват:

(1) непотизъм;

(2) Неразумно разпределение;

(3) Управление на хаос и твърд механизъм;

(4)Thetalentpoolissurplus,andtheyareleaningagainsteachother.Peoplecannotusetheirtalentstotheirfullest.Thedrivenoff-jobpersonnelareoftenthosewhocannotbereusedintheenterprise,orwhohavebeenreusedbutaresqueezedout,orwhoseworkpressureistoogreattocontinuetobear.

Thiskindoftalentleavingjobgenerallyhasthefollowingcharacteristics:

(1)Predictability.Beforeleavingtheirjob,theyoftencomplainedanddealtwiththeworkpassively,oftenaskedforleaveorarrivedlateorleftearly,likedtocollectrecruitmentinformationinnewspapersormagazines,rushedtoreimbursetheinitialexpenses,andincreasedexternalnon-businesscalls.Itgenerallymeansthattheemployee'sthoughtsfluctuategreatlyandmaychangejobsinthenearfuture.

(2)Substitutability.Suchtalentsgenerallyhavetwoormorepositions,andtheresignationofonepersoncanoftenreplacetheresignedpersonnelthroughinternaladjustments,whichhaslittleeffectontheworkandgenerallydoesnotaffecttheoveralldevelopmentoftheenterprise.

(3)Uncertaintyofreemploymentconditionsandtreatment.Theresignationofthistypeoftalentcanbesaidtobeimpatience.Becauseoftheirgoodprofessionalskills,reemploymentisnotaproblem,butthereemploymenttreatmentmaybehigherorlowerthantheoriginalunit.Forthistypeoftalent,thinkaboutit.Moreisjustchangingtheenvironment.

(4)Retaliation.Nomatterwhatcompanytheyareinafterleavingthejob.Generally,theoriginalenterpriseisnotpromotedpositively,andtheexistingenterpriseconditionsmaybeusedtoconfrontorreporttotherestoredenterpriseinatargetedmanner,andoftenhavetheideaof​​ashowdownwiththeoriginalenterprise.

Интегриран тип напускане

Internalfactorsandexternalfactorsinducebraindrainandjobvacancies.Externallyinducedoff-jobtalentsgenerallyhavegoodworkingconditionsandenvironmentinthecompany,butcompetitorsthrowhydrangeaandimposemorefavorableconditionstoinducethemtoleavetheirjobs;internallyinducedoff-jobtalentsgenerallyhavegoodpersonalandprofessionalskills,butTheworkingconditionsandenvironmentmakehimfeeldepressed,uncomfortableandleave.Comprehensiveoff-posttalentsarecausedbythecombinedinfluenceofinternalandexternalfactors.Suchoff-jobtalentsgenerallyhavethedualcharacteristicsofinducinganddrivingoff-posttalents.Inaddition,itisalsoirreversible.Thecomprehensiveinfluenceofinternalandexternalfactorshasledtosuchtalents'determinationtoleavetheirjobs,anditisdifficulttochangetheirmindsbyimprovingtheirsalaryandotherconditions.

Vacancy hazards

Vacanciesinkeypositionswilldefinitelyhaveanimpactonthecompany,butthedegreeofimpactisdifferentduetothelengthofthevacancy,thenatureofthevacancy,andthenumberofvacancies.Thehazardsofkeyvacanciesinenterprisescanbesummarizedinfouraspects:

Разкриването на търговски тайни

ThekeytalentsinkeypositionsareoftenenterprisepatentedtechnologyorAdirectparticipantormasteroftheresearchanddevelopmentofnon-patentedtechnology.Whenhetakesajobinacompetitor’scompany,hewillinevitablyusethepatentedornon-patentedtechnologyhehasinhisnewservicecompany,leadingtothedisclosureoftheoriginalcompany’stradesecretsandthetechnicalconnotationofthecompany.Shrinkingandweakeningofcorporatecompetitiveness.

Стагнация или неудовлетвореност на производството и експлоатацията

Thedepartureofkeymanagementtalentsoftenleadstounmannedcommandormulti-personcommand,nomatteritisunmannedOrmulti-personcommandwillleadtomanagementconfusion.Thedirectconsequenceisthatalllinksofproductionandoperationcannotbeeffectivelycommunicatedandconnected,leadingtoproductionstagnationorfrustration.Thesuddendepartureofkeytechnicalpersonnelwillresultinthelossoftechnicalinformation,theabsenceoftechnicalguidance,theincreaseofdefectiveproductsandeventhefailuretoorganizenormalproduction.Forexample,thetechnicalformulaofaproductisoftenmasteredbyonlyoneortwopeopleinanenterprise.Oncethesetwopeopleleavetheirposts,theformulaistakenaway,andotherpeopledonotknowtheformula,andproductioncanonlystagnate.

Нарушена репутация

Theresignationofkeytalentsinkeypositionsofacompanywillincreasethecompany’sfuturerecruitmentandusecostsbecausethereisnoAhighercommitment,whetherthemanagementandtechnicalelitesdaretotakethe"learningfromthepast",theboss'spsychologycannotbeassured,sore-recruitmentandimprovementofrelevanttreatmentwillfollow;thesecondistodampentheenthusiasmofsomecustomerstocontinuecooperation,andmanycustomersThecooperationiscarriedoutafterfullcommunicationwiththesemanagementortechnicalprofessionals.Theyareoptimisticaboutthecharacter,technicalexpertiseandpersonalreputationofthesemanagementtalents.Oncethesepeopleleave,theymaytransfertheirbusinesstonewservicesalongwiththeseleavers.enterprise.Third,thedepartureofthesetalentsmayleadtomanagementconfusion,increaseddefectiveproducts,stagnantproduction,orreducedservicequality,whichdirectlydamagestheinterestsoftheironlineandofflinecustomers,therebyreducingtheirtrustinthecompany,andhurtingthereputationandimageofthecompany..

Корпоративната конкурентоспособност намалява

Mostofthekeytalentsinkeypositionsflowtocompetitors.TheyusetheprofessionalskillsandexperiencetheyhaveintheoriginalcompanytocombineThemanagementandtechnicalcharacteristicsofthenewserviceenterprisehaveimprovedthemanagementandtechnicalconnotationofthenewserviceenterprise,increasedtalentandinformationresources,andincreasedcustomerandmarketnetworks.Onthecontrary,duetothelossoftechnology,talents,information,customers,andmarkets,theoriginalenterprisemaybegreatlyinjuredanditscompetitivenessmaydecline.Oneincreaseandonedecrease.Thecompetitivestrengthofbothsidesofthecompetitionwillchange,andthedevelopmentspeedwillalsobeaffectedtovaryingdegrees,especiallythecompetitivenessofnewservicecompanieswillincrease.Confidenceincreases,moralerises,innovationcapabilitiesandemployeeenthusiasmincrease,andtheymaycomefrombehindorFurtherdistanceitselffromcompetitors.

VacancyPrevention

Thelossoftalentsinkeycorporatepositionsandtheimpactofjobvacanciesonthecompanyaresometimesfatal.Therefore,howtopreventbeforehand,howtomakeupduringtheevent,andhowtocontrolafterwardsisveryimportant.Inviewofthephenomenonofthelossofkeytalentsinkeypositionsinthecompany,thefollowingmeasurescanbetakentopreventorrespond:

1.Letthemanagementandtechnicaltalentsinkeypositionsbecomeshareholdersofthecompanyandbecomeprofessionalmanagersandprofessionalengineers.Astheowneroftheenterprise,itbindstheresponsibilitiesandrightsofbothpartiestoformacommunityofinterests.Thisisapositivepreventivemeasurethatcanfundamentallystabilizetheteamofprofessionalmanagersandprofessionalengineers.

2.Signabusinessprohibitionagreement.Allkeytalentswhotakeuppositionsinkeypositionsmustsignananti-competitionagreementwiththecompanybeforetakinguptheirposts.Itisclearlystipulatedintheformoflegaltextthatsuchtalentsshallnotbeallowedtoworkincompaniesinthesameindustrywithinacertainnumberofyearsaftertheexpirationoftheirserviceperiod.Cooperationthatmayleakthebusinesssecretsofthecompany,otherwiseitconstitutesabreachofcontract,andthecompanycanappealinaccordancewiththelaw.Thenon-competitionagreementcanbepartofthelaborcontract,oritcanbesignedindependently.

3.ImplementAandBsystemmanagementforkeypositions.EnsurethatwhencornerAleavesthejobinashort-termorlong-term,cornerBcantakeoverquickly,soasnottoaffectthenormalproductionandoperationoftheenterprise.AngleBcanbeselectedfromthisdepartmentorotherdepartments,oritcanbesetindependentlyaccordingtothecharacteristicsofthepost.AngleBistheangleAofone'sownpostandangleBofthesetposition.WhenangleAissettobeonthepost,angleAisindependentlyresponsiblefortheworkofangleAofthepost.OncesetangleAThepositionofthepositionBcorneristoundertaketheAcornerwork,andthepositionwhereoneselfisheldconcurrently,ifnotabletoconcurrently,theBcorneroriginallysetforthepositionwillreplaceit.AandBsystemmanagementcanminimizetheimpactofkeypositionsandkeytalentlossontheenterprisefromthesystemandmechanism.

4.Implementakeytechnicaldatabackupsystemtopreventthepassivesituationthatkeytalentscarrytechnicaldataandleavetheirjobsthatcausetheproductionoftheenterprisetobeunabletoproceed.Enterprisesshouldestablishandimprovecoredocumentarchives,andseparatelyarchiveandmanageimportantmaterialsinvolvingcorporatesecrets,keydata,majorbusinessexchanges,andcontracttexts.Non-relatedpersonnelarenotallowedtocontact,andrelatedpersonnelmustbeapprovedandregisteredforinspection,andimportantonesarenotallowedtobetakenawayfromthearchivesroom.Inthisway,ontheonehand,commercialsecretscanbepreventedfrombeingleaked,andontheotherhand,theenterprisewillnotbeunsustainableafterthetechnicalinformationistakenawaybykeytalents.

5.Establishacreditguaranteesystem.Whenthecompanypayssalarybonusestotalentsinkeypositions,itclearlystipulatesthat10%to3o%istheintegritydeposit.Aslongasthesetalentsdonotworkforacompetitorwithinafewyearsafterleavingthecompany,theintegritydepositwillbepaidinfullatthattime,otherwiseitwillbetreatedasacreditguarantee.Liquidateddamagesshallbededucted.Thegoodfaithdepositshallbestatedinthelaborcontractornon-competitionagreementsignedbybothparties.

6.Caringfamilycareforkeytalentsinkeypositions.Thebossshouldcommunicatewiththemintime,understandtheirdifficultiesinlifeandworkintime,andsolvethematanytime;grasptheirthoughtdynamics,relievetheirworkandmentalpressure,andprovidepaidvacation,travelbenefits,etc.intime;staywithfeelingsPeople,atthesametimeconveycorporatedevelopmentinformation,showcorporatedevelopmentprospects,encouragethemtounitesincerely,promotetherapiddevelopmentofenterprises,andretainpeoplewiththeircareers.

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