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talent strategy

Talent is the most important and scarce strategic resource and core competence of an enterprise. Talent resource strategic management has become an important part of enterprise development strategic management. In the final analysis, the competition of enterprise comprehensive strength is the competition of talent quantity and quality, and the competition of talent growth and function mechanism. Competition is the core of the success or failure of enterprises. The core competitiveness of modern enterprises is often determined by the talents owned by enterprises, and 80% of the benefits of enterprises are mainly created by the most critical 20% talents. Therefore, the innovation mechanism of talent work in an enterprise group, whether it can attract and condense talents from all branches (subsidiaries) of the group and the society, especially high-quality talents, and whether it can reasonably allocate, manage, develop and make good use of talents will be related to the survival and development of the enterprise group.

In view of the importance of human resources and appointment, the leaders of the enterprise group should size up the situation, plan ahead, deeply understand the basic, decisive and strategic role of talents in the future development of the group from the perspective of strategy and the overall situation, and carefully study and formulate the talent strategy suitable for the current and future development needs of the enterprise. We should implement mechanism innovation and create a good environment for people-oriented, giving full play to their talents, cultivating and employing people through incentive and competition mechanisms; Establish a two-way selection labor and personnel system of competitive employment, promotion and demotion, entry and exit; Establish an income distribution system that gives priority to efficiency and gives consideration to fairness. Under the challenge of knowledge economy and the penetration of economic globalization, enterprises can expand their living and development space, enhance their comprehensive strength and improve their overall competitiveness in the impact of WTO.

Strategic positioning and talent development of enterprise groups

(1) Human resources human resources mainly refer to the total population of a country or region that has been basically developed and has the ability to work. Talents refer to the groups in the total population with special human capital, with self-confidence and creativity, good morality and team spirit, and not only the degree of knowledge mastery, but also the innovative ability to use and control knowledge. Talent resources generally refer to personnel with corresponding qualifications or abilities to undertake professional and technical work and management work, which is referred to as "high-quality professionals". Compared with general human resources, human resources have the characteristics of high added value, because the scarcity of human resources determines that it is more expensive and expensive than general human resources; Compared with general human resources, human resources also have the characteristics of strong renewability, high initiative and obvious timeliness.

(2) Talent development strategy

Mingzberg, a famous management scientist, put forward that "strategy is a series or a complete set of decision-making or action methods". The talent development strategy of enterprise group refers to the talent planning, talent objectives, talent strategies and countermeasures that guide the overall situation of the group. It includes strategic content, strategic vision, strategic measures, development tasks and strategic priorities.

1. Strategic content. That is, systematic talent planning, market-oriented talent allocation, socialized talent development, valuable talent distribution, performance-based talent use and so on.

2. Strategic vision. Attach great importance to strategic objects, scientifically foresee strategic objectives, rationally grasp strategic contents and carefully plan strategic methods, and have a broad vision, broad mind and superhuman courage.

3. Strategic measures and tasks. Talent development, human resource management, talent system construction, establishment and improvement of talent training, appointment, selection, protection and introduction mechanism, etc.

(3) Strategic positioning of talent demand of enterprise groups. Enterprise groups should formulate development strategies and business strategies, take national industrial policies and industrial development as the goal, follow objective economic laws, meet the needs of market competition, grasp the main line of reform, innovation, development and keeping pace with the times through optimal allocation of enterprise group resources and integration strategy, and actively look for new profit growth points, Enhance core competitiveness. Seize the opportunity, give full play to their own advantages, and combined with the specific business talent demand of each branch (subsidiary) of the group, we can locate the talent demand from the following aspects, so as to continuously and effectively support the realization of the strategic goal of organizational development.

1. Institutional positioning. With reference to the national and territorial policies and regulations on talent development and the specific situation of the enterprise, formulate the medium and long-term (5-10 years) plan for talent development of the enterprise group, and locate it in line with the actual needs.

2. Conceptual positioning. First, we should establish the concept that human resources are the "first resources", and position human resources first of human and material resources; Second, we should give full play to the decisive position of talents in human resources. If enterprises cannot play their leading role, it means endangering the normal function of talent team; Third, we should establish the concept of talent resource development, especially pay attention to the development of talent ability.

3. Positioning on the target. The selection, flow, introduction, use, training and team building of talents should be coordinated with the practical and long-term needs of enterprise development; Starting from the medium and long-term strategic objectives of the development of enterprise groups, we should formulate talent strategies in a planned, step-by-step, focused and practical manner.

4. Positioning in means. We should use modern scientific means to establish a talent network, reserve and develop talents appropriately, allocate, plan and manage talent resources scientifically and rationally, and give full play to the creativity of talents to the greatest extent.

5. Structural positioning. First, among the existing talents, focus on high-level and high-quality talents; Second, in terms of talent retention, we should give full play to the basic role of talents in each branch (subsidiary) Company; Third, in terms of talent introduction, we should focus on "strategic development of talents".

6. Time positioning. First of all, we should start from the actual work needs and fully mobilize and give full play to the enthusiasm and creativity of the existing talents of the enterprise; Secondly, gather and recruit strategic talents through training, training, absorption or introduction.

Problems and main tasks in talent development

(1) Problems in talent development after China's accession to the WTO, the State Administration of foreign exchange officially entered China's talent market through the qualification of more than 200 overseas talent intermediaries. By the end of 2000, there were more than 4100 talent flow institutions and more than 2600 listed talent markets in China. According to statistics, the national talent flow is expected to be close to 10 million in 2001 and far more than the above figures in 2005. Therefore, talent flow and talent competition are inevitable. How to give full play to and develop and utilize the existing human resources will be an important issue for the talent development strategy of enterprise groups. Everyone seems to know that talents are the core of enterprise development. Management is mainly about managing people, from middle and senior managers to front-line employees. However, a good enterprise is not an enterprise that manages people, but an organization that cultivates excellent and successful talents. Therefore, how to cultivate a successful talent team from employees is a problem worthy of serious consideration by the leaders of enterprise groups and branches (subsidiaries). The design of employees' career is to closely combine the organizational objectives with employees' personal development objectives to arrange their work, training and career development. Obviously, the ultimate beneficiary of cultivating successful talents is the enterprise. How to promote the reform of the employment system and distribution system of enterprise groups, stimulate the enthusiasm of employees, and how to strengthen training and learning, and cultivate enterprise management talents and professionals who can respond quickly, decisively and wisely in advance to the changes of market demand is also an important content. For the introduction of talents, the author thinks that talent management can be compared to creating an effective "magnetic field", which is the management culture and a series of systems and procedures. The role of the "magnetic field" is to attract "good iron and steel" - high-level and high-quality talents to the "magnetic field" of the enterprise group to jointly realize the development strategic objectives of the group and create wealth. And the leaders of the enterprise group are not only the strategic decision-makers, but also the "teachers" of all the employees of the group. They strive to cultivate everyone into talents and bring up a group of entrepreneurs. They are also like Welch's General Electric Company, which will send everyone out to fend for themselves in a few years. In addition, there are still some other problems in talent in enterprise groups. For example, at present, the talent structure of some enterprise groups is not reasonable, and there are few high-level management talents, technical talents and application and development talents; The innovation ability of talent team is not strong enough; The construction of the environment for attracting talents to start businesses lags behind and the comparative advantage weakens; The strength and scale of talent training can not meet the needs of fierce competition at home and abroad and the operation and development strategy of enterprise groups.

(2) Main tasks of talent development

Implement the human resources development project of enterprise groups

Talent training project. First, we should pay close attention to the source of talent training. According to the needs of the development strategy of the enterprise group, formulate the talent training plan, take innovation and market demand as the guidance, and make use of colleges and universities, scientific research institutes, education and training bases to quickly cultivate a group of business talents and professional and technical talents who are familiar with and proficient in WTO knowledge, foreign trade, business administration, product production, marketing, science and technology, law, finance, English, it knowledge and so on. Second, we should strengthen continuing education and build a lifelong education system. We should implement the "continuing education project", strengthen the training of enterprise managers, and improve their ideological and political quality and their ability to make macro decisions, comprehensively coordinate and control the overall situation. Pay close attention to the education and training of young cadres, especially reserve cadres, improve their theoretical literacy and cultivate their world vision and strategic thinking ability. Strengthen the training of professional and technical personnel and operation and management personnel of each branch (subsidiary) of the group, carry out continuous education with "new theory, new technology, new skills, new knowledge, new information and new methods" as the main content, constantly update their knowledge and improve their comprehensive quality and innovation ability. We train high-level talents through many ways and channels, such as sending excellent talents to famous universities and scientific research institutions at home and abroad for further study, visiting scholars and temporary training. Improve the assessment system of continuing education, organically combine the assessment results with job promotion, talent exchange and career transformation, and form an effective incentive and restraint mechanism. Establish a lifelong education system to achieve the purpose of learning new knowledge, establishing new ideas, grasping new opportunities, mastering new skills and promoting new development.

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