How to retain knowledge-based talents in the most

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How SMEs retain knowledge-based talents introduction:

Luo Wei is a consultant of a marketing consulting company in Guangzhou, and Liu Yong is the boss of a small real estate intermediary company in Guangzhou. They are high school classmates

Luo Wei and Liu Yong have been sitting in the green Pavilion for more than 3 hours. Liu Yong took a sip of the black coffee in front of him. It was the fifth cup of black coffee he ordered. (every time Liu Yong goes to bars and Western restaurants, he just drinks black coffee. He likes the bitter taste of black coffee very much. He says that this is a taste that entrepreneurs must always remember and taste. It is bitter before it is sweet!)

since he became a boss, Liu Yong has been under constant pressure. He often asks his old classmate Luowei to tell him his worries. Tonight, they are talking about the recruitment of the company. Liu Yong complained that his employees could not stay. They just took the company as a springboard. After learning some industry experience, they resigned and left. Liu Yong said that as a small company, I can feel a great pressure on my own survival. In our business, we must have a scale so as not to be eliminated by competitors. But the core employees are like riding a horse lamp. How can my company develop

the sample is not subject to additional force

indeed, for the enterprise, new people are not as good as acquaintances, and the personnel team is stable, so as to maintain the continuity of enterprise development. As a boss, you can spare time to consider the longer-term strategic issues of the enterprise. Recently, I have also been studying the problem of small and medium-sized enterprises. Luo Wei said that there are many kinds of talents. Those who can work in a company for a long time to achieve a win-win situation for the enterprise and themselves are classified as "scholar bureaucrat" talents, that is, what modern people call professional managers. I'm classified as a "chicken head" talent who thinks about being a boss all day. This is everyone's value orientation, and there is no question of which is better or worse. Of course, all bosses want their employees to be "scholar bureaucrats", so that such employees can work safely


scholar bureaucrats were a class in old China. Scholars, peasants, businessmen and scholars rank first, which shows that scholar bureaucrats are of great status. The origin of "scholar bureaucrats" can be traced back to the spring and Autumn period. At that time, many "lobbyists" were raised in the families of princes or nobles. That is, people who eat by mouth. The most successful lobbyists at that time should be su Qin and Zhang Yi. The combination of vertical and horizontal can almost rewrite the history of China

in China at that time, the social hierarchy was very strict. Therefore, although some "scholars" had strong personal ability, they would always serve their boss calmly, rather than being their own boss. This characteristic is very similar to what we call "professional managers" in modern times. Every enterprise that has passed the initial stage of entrepreneurship will face management problems. Many of the "boom and bust" enterprises we see are caused by unprofessional decision-making and management. In the redevelopment stage of the enterprise, it is necessary to introduce the personnel system of "professional managers" and ensure the continuous and sound development of the enterprise with specialized personnel. Just like a society, only by constantly expanding the ranks of the middle class can we maintain social stability and reduce turbulence

relatively speaking, there are more "scholar bureaucrat" talents in state-owned enterprises, foreign enterprises, especially in the civil service than in small and medium-sized enterprises. Why do job seekers not want to work in small and medium-sized enterprises for a long time? In other words, why do "scholar bureaucrats" who only want to be professional managers do not want to enter small and medium-sized enterprises? There are many reasons for this in small and medium-sized enterprises:

1. Arbitrary management system

small and medium-sized enterprises are basically developed by small workshops. There must be a lot of family background. The boss' wife is in charge of finance. The sales manager of the enterprise asked the boss for instructions. The wife said: No, we can't get money until we discuss it with our husband in the evening. It's hard for sales managers to work. In the enterprise, anyone with a special status can act arbitrarily according to his own ideas

moreover, most bosses start from scratch. They are old business or engineers who start from the lowest business in the industry. They are very familiar with the production and business processes of the enterprise. Therefore, the boss will tell the employees that I am at ease and do it boldly! However, in practice, the boss often manages beyond his authority and starts over again. The prestige and face of the employees have disappeared. Of course, there may be a problem here: the managers do not regularly and actively report the progress of recent work to the boss, which makes the boss feel insecure. If this is the case, can the boss's handling be more indirect and not show an arbitrary and headstrong image in front of the employees

the autocratic management system will inevitably make employees think that "there is no master left here, but there is a master left". People with a little ability will choose to leave when they find opportunities

2. The development objectives of small and medium-sized enterprises are vague

in most small and medium-sized enterprises, the boss is only thinking about making money. Today, this project is easy to do. We will start the project; The competition for this project is big tomorrow. We will change to another project. The development goals of enterprises are vague, which is the helplessness of many enterprises' airborne troops. "Airborne soldiers" are high-level managers in the enterprise. What they most want is not a 6-digit or 7-digit annual salary, but to realize some of their own ideals with the help of the enterprise platform

at the beginning, business owners were eager for talents. They believed that China was an emerging consumer market and promised all the conditions and requirements of the "airborne troops". However, in less than half a year or a few months, the anti risk ability of the enterprise was weak, and the original development idea was forced to change. When "airborne soldiers" find that the enterprise has been unable to realize some of its own long-term career planning, they have to leave. Unfortunately, many "airborne soldiers" have not begun to show their talents because the atomic surface layer is not a "gas like" free structure layer. The enterprise has closed down. The next time, they will be more attentive

3. Employees pay more and earn less

some small and medium-sized enterprise bosses have a mentality: I am the boss, you are the employees, and the enterprise is my own. It is interesting that I will share some of you when I earn money. In such enterprises, overtime work is a common thing, but the treatment and welfare of employees have stagnated for a long time. When an employee asks the boss for a salary increase, the boss always says such words as "you are an old employee of the company, don't look at the small profits at present", "if we are old partners, will I still lose you money?"

in modern society, information is so developed that employees can understand their prices in the market with the click of a mouse. Bosses who only play the "emotion card" should also appropriately increase the income of employees. After all, employees also have to eat and fill their stomachs

4. Small and medium-sized enterprises have no career retention

for a newly graduated college student or a new employee, working in an enterprise is more about learning something. Most small and medium-sized enterprises are small workshops of processing and trade type. There is neither high-precision technology nor scale, so there is not much knowledge for employees to learn for a long time. When new employees go to work in the enterprise, they have found out the three axes of the enterprise in a few months or half a year. Then, the original work is repeated mechanically. Those who are unwilling to fall behind will naturally choose to leave


it seems that small and medium-sized enterprises still have many barriers to pass if they want to retain "scholar bureaucrat" talents! Building a gold and silver nest will naturally attract Golden Phoenix. (end)

Copyright © 2011 JIN SHI