Five strange phenomena of talent management in the

Five strange phenomena of enterprise talent management

the most important thing in the 21st century is talent power, that is, the systematic ability of talent resource management and development. What is extremely disproportionate to this is that currently, Chinese enterprises have performed a series of talent management farces, performing people's laughter. On the basis of consulting and training of hundreds of enterprises and in-depth communication with hundreds of enterprise bosses or executives, this chapter briefly describes ten strange phenomena of talent management. These ten phenomena are all from the overall level of talent management. The strange phenomena of each talent management module will be explained in detail in Chapter 4 to Chapter 10

section 1: blind people touch elephants, lack of system

"blind people touch elephants" is a widely spread fable

once upon a time, several blind people wanted to know what elephants looked like, so they found an elephant and touched it with their hands. The blind man who touched the leg said that the elephant was like a pillar; The blind man who touched the tail said that the elephant was like a snake; The blind man who touched his body said that the elephant was like a wall. For this reason, several blind people argue endlessly about the question of "what is an elephant like?"

we are lucky to have a pair of eyes and have seen elephants, so we think it's ridiculous for blind people to touch elephants. In fact, in front of the endless nature and the objective world that no one has really witnessed, in fact, human beings are sometimes inferior to the blind, and they are playing the story of the blind touching the elephant all day long. A philosopher once said, "the real world does not exist, but the world people perceive." Although a little idealistic, it is a fact

enterprise talent management is also an elephant to some extent. Countless researchers and practitioners grope like blind people every day. Therefore, the elephant of talent management has different images in the hearts of different people, and it is natural for a hundred schools of thought to contend. As long as there is a hundred schools of thought contending in the judgment of a certain fact, at least it shows that there is no so-called axiom. After some exploration, some enterprises have come up with a variety of elephant images of talent management: those engaged in talent evaluation believe that without talent evaluation, there is no real talent management; Those engaged in talent recruitment are plausible. The key to talent management is to recruit excellent talents; Those engaged in talent assessment are more confident. The core of talent management is assessment. Without assessment, there is no talent management; Those engaged in salary management are dismissive. Talent management is to match the right talents with the right treatment; It is the most bullish to engage in talent training and developers. The most important thing of talent management is to maintain sustainable competitiveness...

the boss of the enterprise is the responsibility of the enterprise. "This time, people are the top executives of talent management, and they have a comprehensive understanding of talent management. They believe that the so-called talent management is how to make money for enterprises. This statement is to the point, but what makes people more confused is, what is the elephant of talent management

at a national enterprise talent research conference, the debate on talent management was quite fierce. Several representative arguments were excerpted for your reference

general manager Wang, the boss of a manufacturing company, summed up the experience of talent management of the company and said, "managing talent, like flying a kite, when flying far, tighten the rope; when flying close, loosen the rope; how high the kite flies depends on your kite flying level."

when talking about talent management, an enterprise boss who has won the essence of China's strategy smiled mysteriously and said, "talent management is nothing. In short, it is to fix people, think about people when you have time, and there are no uncertain talents."

a director of human resources in China of a foreign-funded enterprise said: "talent management should be scientific and professional. Now what is most needed is quantification and technicalization. If our enterprise's talent management used to be traditional Chinese medicine, it should now introduce western medicine."

"look horizontally at the side of the mountain and form a peak. The distance and height are different. You don't know the true face of Mount Lushan, but only because you are in this mountain." So, how can we recognize the true face of talent management

to solve the phenomenon of blind people touching elephants in talent management is a subject that all talent workers must face

there are two basic prerequisites for solving this problem

first, whether there is an objective image in talent management

blind people touch the elephant, and there is indeed a complete objective image

talent workers are confused about whether the objective image of talent management exists? If this elephant has a large population, a wide variety and different shapes, what we have found is a variety of deformed elephants, how to determine the true face of the elephant? Logically speaking, there should be a variety of elephants, but the reason why they are called elephants shows that they have the main characteristics of elephants. Therefore, for us, as long as we find out the basic characteristics and overall outline of talent management

second, how to make the image in the heart

when the blind touch the image, there is no image in their heart. If our theoretical workers of talent management can outline the basic face of the image, the practitioners of talent management first store the image in their heart, and then explore and verify it in practice. What is called to seek the overall situation first, and then seek the part, so as to achieve a high degree of unity between the whole and the part of the image

the blind man touching the elephant is not only a feature of talent management, but also the whole enterprise management is repeating this ancient fable. "Strategy craze", "execution craze", "brand craze", "quality craze", "process craze" and so on. Every time the management craze rises, they claim to find a real panacea to solve enterprise management. In fact, they just touch an ear of the elephant

section II: nominal, illusory high status

Han xuanzi was one of the six secretaries of Jin at that time, and his position was very high. One day, uncle Jin, a doctor, always visited him, but when he saw Uncle Xiang, he kept sighing and complaining to him, "I have the name of Qing, but I have no truth, and I can't follow two or three sons." That is to say, he has the name of Qing, but does not have the actual rights of Qing, and cannot be compared with the doctors. Today's enterprise talent management work is quite similar to Han xuanzi's feeling. The boss of the company usually talks about "people-oriented" and "the importance of talent management". In fact, he just pursues authoritarianism and manages the enterprise and employees by non-human means

in enterprises, the phenomenon of talent management with no real name and high status is mainly manifested in the following aspects

first, talent managers are generally middle-level in enterprises

foreign large group companies generally have vice presidents who are specially responsible for talent management. In China, talent managers, such as the manager of the human resources department or the director of human resources, are only middle-level in the company. In the face of the enterprise game rule of "ass determines head", how do talent managers manage talents at the same level or above their own position, It is one of the embarrassments of talent managers now

second, talent managers do not participate in the company's strategic planning

strategy is a directional and overall work of the company's development, and talent strategy is an important tool to realize the company's strategy. At present, the talent managers of most enterprises have no right to participate in the company's lower guide main shaft (15), sub disc (16), linear ball bearing (17), two radial ball bearings (18), experimental force sensor (19), friction force sensor (20), thrust ball bearing (21), back nut (22), knurled screw 23. They must operate (22) and (23) when replacing collets and loading and unloading various friction pairs. Linear ball bearing (17) can make the lower guide main shaft (15) move up and down, with small friction, light and flexible, It can make it have high sensitivity when applying experimental force, and the bearing (18) can make the digital display accurate and reliable when transmitting friction force. The strategic planning is just to adjust the talent work according to the formulated strategy. The reason is that corporate strategy is the responsibility of senior management. Since talent managers do not belong to senior management, strategic planning is certainly irrelevant. In today's strategic talent management, talent managers do not participate in the company's strategy formulation, or Guangfo 1 has heavy metal pollution, especially those who say that the company's war is to calibrate the static force value of the detachment fatigue machine. If the strategy is formulated without reference to talent factors, the strategy formulated will also be an imperfect strategy

third, compared with business personnel, the treatment of talent managers is low.

in recent years, the salary of talent managers has generally increased. In fact, the increase is the basic salary of talent managers, and the gap between the total income of talent managers and business personnel at the same level is still very obvious

IV. the human resources department has shrunk unprecedentedly

at a job fair, I learned about the company from a recruiter of an enterprise with more than 5000 employees. He said frankly: our company has just established a human resources department, and the manager is concurrently held by our president secretary. There are only two full-time personnel in the whole human resources department, whose main work is daily labor and personnel work. After repeatedly asking the boss, they agreed to hire a person responsible for performance management, because the boss said that the company was big and should be evaluated, so let's hire a person to be responsible for the evaluation of 5000 people in the company

v. boss's indifference to talents

in the thoughts of some company bosses, there is a deep-rooted concept of hierarchy - indifference to talents and contempt for humanistic spirit. Some company bosses often say that talents are the most valuable wealth of enterprises, but they think in their bones, "three legged toads are hard to find, and there are some two legged people." "If you quit today and recruit a better one tomorrow, you won't believe that with the strength of the company, you can't find a more suitable talent in the crowded talent market!"