Introductiontokeypositions
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.
Significanceofidentification
Firstofall,itisconducivetothedeliveryandrealizationofthecompany’sstrategicgoals,sothatthecompany’sstrategicgoalscanbepassedontokeyinternalpositionsinatimelymanner,sothatitcangivefullplaytoThemanagement,technicalandotherprofessionaltalentsofemployeesinkeypositionsensuretherealizationofthecompany'sstrategicgoals.
Secondly,itisconducivetoemployeestofullyunderstandtheinternaljobsettingoftheenterprise,maintaintheconsistencyoftherelativevaluerelationshipoftheinternalpositionsoftheenterprise,andprovideanimportantbasisforformulatingfairandreasonablesalarydistributionandimplementingdifferentiatedmanagementofhumanresources.
Finally,itisconducivetoprovidingastrategicframeworkforcompaniestorespondtofutureorganizationalstructureandlabormarketchangesinatimelymanner,soastoavoidthelossoftalentsinkeypositionsandthevacancyofkeypositionsthataffectthenormaloperationofthecompanydevelop.
Method
Howtoavoidthelossofkeypositions
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.
Typesofvacancies
Accordingtodifferentclassificationstandards,therearedifferenttypesofvacanciesforkeypositionsinenterprises.Accordingtothereasonsforthevacancy,theycanbedividedintoinducedleavingtype,drivenleavingtypeandcomprehensiveleavingtype.Posttype.
Inducedturnovertype
Externalfactorsinducebraindrainandcausejobvacancies,mostofwhicharerepresentedbycompetitorsinthesameindustrydirectlyorthroughintermediaryagencieswithhigherpositionsandmoretreatmentToattractoutstandingtalentswithacertaindegreeofmanagementortechnicalexpertise.
Inducingfactorsusuallyinclude:
(1)Higherposition;
(2)Highersalary;
(3)Betterworkingconditions;
(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.
Drivingoff-jobtype
Internalfactorsdrivethelossoftalentsandcausejobvacancies.Mostofthemaremanifestedinthelackoffairandreasonablecompetitionanddevelopmentenvironmentwithinthecompany,andlackoffamilyandaffectiontoreleasetheburdenofpersonalwork.Reasonssuchasfriendshipandcarehavecausedmanagementortechnicaltalentswhodonotwanttobe"mixed"toleave.
Commondrivingfactorsinclude:
(1)Nepotism;
(2)Unreasonabledistribution;
(3)ManagementChaosandrigidmechanism;
(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,andoftenhavetheideaofashowdownwiththeoriginalenterprise.
Integratedleavetype
Internalfactorsandexternalfactorsinducebraindrainandjobvacancies.Externallyinducedoff-jobtalentsgenerallyhavegoodworkingconditionsandenvironmentinthecompany,butcompetitorsthrowhydrangeaandimposemorefavorableconditionstoinducethemtoleavetheirjobs;internallyinducedoff-jobtalentsgenerallyhavegoodpersonalandprofessionalskills,butTheworkingconditionsandenvironmentmakehimfeeldepressed,uncomfortableandleave.Comprehensiveoff-posttalentsarecausedbythecombinedinfluenceofinternalandexternalfactors.Suchoff-jobtalentsgenerallyhavethedualcharacteristicsofinducinganddrivingoff-posttalents.Inaddition,itisalsoirreversible.Thecomprehensiveinfluenceofinternalandexternalfactorshasledtosuchtalents'determinationtoleavetheirjobs,anditisdifficulttochangetheirmindsbyimprovingtheirsalaryandotherconditions.
Vacancyhazards
Vacanciesinkeypositionswilldefinitelyhaveanimpactonthecompany,butthedegreeofimpactisdifferentduetothelengthofthevacancy,thenatureofthevacancy,andthenumberofvacancies.Thehazardsofkeyvacanciesinenterprisescanbesummarizedinfouraspects:
Thedisclosureoftradesecrets
ThekeytalentsinkeypositionsareoftenenterprisepatentedtechnologyorAdirectparticipantormasteroftheresearchanddevelopmentofnon-patentedtechnology.Whenhetakesajobinacompetitor’scompany,hewillinevitablyusethepatentedornon-patentedtechnologyhehasinhisnewservicecompany,leadingtothedisclosureoftheoriginalcompany’stradesecretsandthetechnicalconnotationofthecompany.Shrinkingandweakeningofcorporatecompetitiveness.
Stagnationorfrustrationofproductionandoperation
Thedepartureofkeymanagementtalentsoftenleadstounmannedcommandormulti-personcommand,nomatteritisunmannedOrmulti-personcommandwillleadtomanagementconfusion.Thedirectconsequenceisthatalllinksofproductionandoperationcannotbeeffectivelycommunicatedandconnected,leadingtoproductionstagnationorfrustration.Thesuddendepartureofkeytechnicalpersonnelwillresultinthelossoftechnicalinformation,theabsenceoftechnicalguidance,theincreaseofdefectiveproductsandeventhefailuretoorganizenormalproduction.Forexample,thetechnicalformulaofaproductisoftenmasteredbyonlyoneortwopeopleinanenterprise.Oncethesetwopeopleleavetheirposts,theformulaistakenaway,andotherpeopledonotknowtheformula,andproductioncanonlystagnate.
Impairedreputation
Theresignationofkeytalentsinkeypositionsofacompanywillincreasethecompany’sfuturerecruitmentandusecostsbecausethereisnoAhighercommitment,whetherthemanagementandtechnicalelitesdaretotakethe"learningfromthepast",theboss'spsychologycannotbeassured,sore-recruitmentandimprovementofrelevanttreatmentwillfollow;thesecondistodampentheenthusiasmofsomecustomerstocontinuecooperation,andmanycustomersThecooperationiscarriedoutafterfullcommunicationwiththesemanagementortechnicalprofessionals.Theyareoptimisticaboutthecharacter,technicalexpertiseandpersonalreputationofthesemanagementtalents.Oncethesepeopleleave,theymaytransfertheirbusinesstonewservicesalongwiththeseleavers.enterprise.Third,thedepartureofthesetalentsmayleadtomanagementconfusion,increaseddefectiveproducts,stagnantproduction,orreducedservicequality,whichdirectlydamagestheinterestsoftheironlineandofflinecustomers,therebyreducingtheirtrustinthecompany,andhurtingthereputationandimageofthecompany..
Corporatecompetitivenessdeclines
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.