Different talents at different stages of motivational strategies
Repercussions of the global financial crisis, domestic economic growth slowing, domestic private enterprises to imagine the past as high profit growth has become impossible for the fact that inevitably face greater strategic change, particularly in manufacturing, by exports and domestic overcapacity situation impact, coupled with the lack of enterprise itself unique core competencies, success factors for easy copying and other reasons, private entrepreneurs have to change and innovation in the enterprise management system specification, scientific talent management structure of the organization, such as different latitudes, to the intense compete successfully.
And specifically, the competitiveness of enterprises rely on people's competitiveness and presence, how in the current complex economic situation, motivate personnel, strengthen the core competitiveness of enterprises, the long-term development of enterprises becomes more important and the core foundation sex. Only companies to retain talent in order to get the full bonus talent, enhance the effectiveness of the enterprise. How to use reasonable and workable incentives to better use of human resources efficiency become a key issue in the current market competition, enterprises must be addressed.
To this end, as an entrepreneur excellent management practices recommended providers, "world managers" in October held a entrepreneur Sharon - "private enterprises retain and motivate key personnel how to" invite a strategic consulting experienced exhibition Palladium Palladium capital consulting and development company founder and CEO Wang Wei, Yang Mei Glass Products Co., Ltd. of Shenzhen City Yangyun Ping, general manager of Shenzhen Jinfeng Co. founder toiletries high Zhihong, Shenzhen Colorful Technology Co., Ltd. Through Silicon Plastic total As a salon manager Yang Xiuquan guests, with and "world managers" publisher Pei grams president of corporate affairs for the Global Resources to explore with this topic.
Talent Strategy business start-up period
Enterprises in the start-up period, as the sea in a small sampan, own resources and are very weak anti-risk ability. Enterprise core capital in this period is often only "human." Therefore, how to develop a reasonable start-up period in talent strategy is particularly important. Sharon's guests have a wonderful Share this:
Wang Wei: entrepreneurs can be divided into technical background and sales background. Technology entrepreneur born and tend to market orders and market acumen to grasp enough, lead to problems in the early entrepreneurial business orders, financial expectations and so on. Sales came to entrepreneurs, often just become CEO early in good condition, but the medium-term development of the go.
So the entrepreneur must find a partner or executive team, there must be a supplement. Like Steve Jobs founded Apple in the year, he is actually found a lot of technical personnel, but to him Lord, and he is the sales staff.
Another point, startups talent strategy, the need and the core competitiveness of products to adapt. If the value of the company to customers because of his technique, no matter how much to sell, the customer will be. His talent is the core technical staff, no need in this case is very luxurious team that several key technical staff.
Instead, we can see a lot of no technical products, which in fact is the raison d'être value solutions because sales ability or special stick, you actually should be on sale this end of some very top people. When you have 10 bucks, you get 8 dollars motivate a person on the line, if the team is a luxury you eight bucks incentive 8 people, might these eight individuals have failed to keep.
On the other hand, I often describe the entrepreneurial equivalent of surfing the same, because windsurfing is relatively small, the waves come to hide, do not hide it finished. After the business bigger, like an aircraft carrier, the waves still come in accordance with established track navigation and go, do not go hide. As the founder of speaking, for their failure must have the capacity to fully estimate, rather than that the first impulse to do to win overestimated.
Finally, from the perspective of capital point of view, we often choose a backbone. All successful companies, like Apple, Steve Jobs is the backbone, like Tencent Ma. These people are generally equity accounted for 60%, and there is unassuming personality or aggressive person, this person is not the same style with another person, but not a fundamental conflict.
Yangyun Ping: I think every boss into the start-up stage, regardless of technical background or what background, the same as gambling, gambling, then it is possible to meet expectations, there may be worse than expected. If you do not meet expectations, the boss is necessary to sit down and do communicate with each person, we help each other, work together to weather the storm. If someone chooses to leave, which indicates that the values are not the same.
High Zhihong: do technical background, might just start out is to take the stand, the framework of the first well. More emphasis is on doing sales work, performance-oriented. But there will be a lot of problems to the mid-because the entrepreneur may not be very good at management, many problems arise. In addition, the entrepreneurial team of luxury I think there is no need, entrepreneurship is often a period when two people who, even when three or four people with. Otherwise, labor costs for businesses too much.
Recruitment start-ups need to diversify, not entirely founder preferences to decide. Jobs must have some features, such as Journey to the West is a team, the kind of people we really need the Monkey King, his strong, but like Pig, Drifting that we need. So we'll do the test, including the test table, probably out of his analysis of what character.
Yang Xiuquan: I was born to do business, I do own a mobile phone protective cover, protective cover, including tablet PCs and the like. I have five companies under management, is not, are small companies. I think the choice of partners, first select three samples each other:
The first is the values, that is ideological and moral aspects are fundamental life;
The second is the level of management, not to mention a 72 Monkey King will change, Pig will be 36 changed, he can not see what is the fairy, which is a good man, Monkey can see, I think it can vary the level of partner management of some, but not too much difference large. Like two of the couple, if that much difference will not be able to continue to come in the future. Mr. Li chose to work with shareholders, the level must be between the shareholders fairly;
The third is the direction, the direction that our products do predictability and judgmental, which also tested the level of shareholders, if only to see the development of the next three days, and some look for three months, a person sees a future or even two years of development, it also depends on each person's level of knowledge.
After selecting a core team within the team's organization also needs to have a clearly defined. There must be a small business center for the loyalty, the two centers of infestation, the three centers of the world will be chaos. The most critical and most important thing is the chairman must have the final say, this is my suggestion. Chairman may vote or a veto by the other shareholders only to assist the chairman will seek the views of shareholders, but anyway, have the final say someone, small businesses must have a strong executive power, chairman, said Why on doing, this is my idea.
Enterprise core talent strategy growth phase
Growth stage companies are on the rise, the rapid growth of the business has also brought higher demand for talent. Private companies often ignore the core training of personnel, resulting in the development of enterprises affected personnel constraints, lack of stamina. Meanwhile, at this stage boss management style will affect the decision-making core talent performance.
Wang Wei: Some entrepreneurs will take the stage of growth, "profit sharing" model to motivate employees. But the pros and cons in there. First, let me say that the challenge, if the profit sharing too "average", may lead to some very high performance people will run away. Because the Chinese people's human nature is such that, if the self-perception of the company, said he was worth 80%, you just give him 20%, though you gave him, he will run away, this approach may be disguised to evict people.
What second risk is it? The company's purchasing, sales, quality and other performance in the year to do the performance is not the same, so we can not force the allocation by department, but need to follow the performance of distribution. Performance is very important.
Also in the transparency of management, some bosses will open core data to many employees. But there are some data is available to the Level 1 or Level 2, meaning that employees do not need to understand the underlying data, the more understanding of data, ideas or concerns about his power but not a good thing. Will lead to the middle and bottom of the tube top things people every day, the dry matter did not do.
So the boss can share some values to employees, to share some company grows, you can share his training should have the ability, I think this is, a lot of data is too complex and could lead to some problems.
Yang Xiuquan: business continues to grow, we must take into account the dividend model of "sustainable development of all profits must be able deprived 20% as the company related to the sustainable development of the second transparent management of funds, the core staff in some sectors, him. understand the situation in this sector, other sectors just know some fur, if data from other departments are also open to him, he does not necessarily believe you. most simple way is to open all the costs and performance of this sector.
High Zhihong: I also think that part of the profits made by the need for sustainable development. Another old data to help public, even if this data is often true, but the staff still do not believe it. The reason why is because of mistrust participation is very low, a lot of things he has not experienced a lot of expense just tell him, but he did not go through. If he was involved in a high degree, he would be more understanding of the real situation.
Yangyun Ping: I prefer the form of bonuses to motivate employees, because of relatively simple, such as this year reached 2,000,000, I award you 200,000, which is relatively straightforward.
Talent strategy to grow the core business of the
Business has grown, after establishing leadership in the industry, they tend to seek listing. Stimulating this stage is often associated with "equity" related. But this phase of the "equity incentive" and startups equity incentive not the same. How to design and implement, requires very professional considerations.
Wang Wei: generally speaking, to be listed, then external capital tend to enter, or valuation problems may occur.
Second, the overall percentage of total shares executives and ordinary employees need to reasonably determine. Take 15 percentage terms for senior executives is reasonable, but the overall percentage of the general staff of 20 is too high.
A third source of funds to pay parties need to design, in the end is his own executives and employees pay in cash, or that the company gave a ratio, you might dig 90%, I'll buy you a loan, or take salary avoidance to buy.
Finally, and most important is unlocked, I give you this option, you may in the future need to have an exit mechanism. Because many business owners are also worried that once you get into the future, if you say to me the idea or not, the results are not achieved, continue with my strong words on the board, there will be a lot of problems, how do I do? There will be a prerequisite for the withdrawal mechanism, exit mechanism is there will be some conventions, performance problems, including major strategic decisions when differences occur, the provisions of the voting rights and so on.
Yangyun Ping: I think the business development and growth, whether on not listed, should take the equity incentive. And the need to find an experienced consulting company, let them do business consultant, otherwise there may be a lot of disputes.
High Zhihong: About options and bonuses, I think to do a one-time, but to give a little each year. This may a little better. Thus one can make the core staff to stay, another can take into account the future development of enterprises.
Source Hua Yue Talent Network www.huayuejob.com
Mei Yang Glass: http://www.glasscandleholder.net