Ulrich, a master of human resource management, put forward the 6B model of employee management based on the follow-up study of the theory and practice of global human resource management.
I. Staff Recruitment (Purchase)
As far as employee management is concerned, employee recruitment is the first hurdle. As the saying goes, a good beginning is half the battle! Therefore, if the human resources department does not strictly check and choose carefully, then even if the company provides the best training, motivation, counseling and communication in the future, everything will be of no help.
Generally speaking, staff recruitment should focus on the following three tasks:
First, expand the talent pool of enterprises. Enterprises can not only obtain rich information about industry talents by external forces such as headhunting companies and industry associations, but also open up new ways by using various internal channels. In addition, the employee turnover channel is also an indispensable part of the enterprise. For example, Motorola's human resources department has a "90-day" system for employees who leave the company, that is, if employees can return to the company within 90 days after leaving the company, the previous length of service in the company can continue to be calculated. This is because Motorola believes that many people have the idea of going out to have a look, especially young people, and want to experience it outside. Many young people are learning new knowledge outside and will work harder when they come back. In order to better improve this system, the human resources department clearly stipulates that talents should call 60 days after leaving their jobs and keep in touch frequently.
Second, play the cards of non-financial means such as emotional factors to attract talents to join. For example, corporate executives personally attend interviews, or invite employees to have a working meal to show the company's respect and attention to employees; Some companies describe their humanized corporate culture and care measures for employees' personal lives, such as DuPont's child protection and home care services for dual employees, in order to narrow the psychological distance between the company and the candidates.
Third, conduct systematic induction training for new employees. For new employees, we should not only provide them with necessary administrative supplies as soon as possible, but also create a sense of rapid achievement through team communication, evaluate and feedback their work performance in time, and accelerate the integration of new employees with the company. At the same time, new employees often look at all aspects of the company from different perspectives, which can bring brand-new views to the improvement of enterprise operation. Therefore, human resources departments and their line managers should strengthen formal or informal communication with new employees and listen to their ideas and suggestions.
Second, the staff shaping (building)
After the purchase of "raw materials", the next process is to process and polish them with high quality and quantity through training and development, so that they can become qualified "finished products" of enterprises.
Staff training. In order to ensure the effectiveness of training, human resource managers should not ignore the following questions: Who is the training target? Who is the training teacher? Who is responsible for the design of training content? What topics should the training cover? How will the training be conducted? What role should training play for participants? Only by recognizing these problems, can we truly train employees with a clear aim and really improve the efficiency and effect of employee shaping.
Staff development. On the one hand, enterprises should provide guidance to employees to help them form the habit of making personal development plans; On the other hand, enterprises should also provide them with job rotation opportunities, or arrange them to participate in temporary project teams to accelerate their ability improvement. Take Citibank as an example, all the management trainees trained by the company have the opportunity to participate in the international rotation plan and be sent to specialized staff development institutions or branches in other countries for 3- 12 months of study or rotation, so as to broaden their horizons, enhance their awareness of internationalization and globalization and further improve their management skills.
Third, foreign aid loans (loans)
In this era of fast fish eating slow fish, in this era of outsourcing, enterprises do not need to hire all the human capital needed for development full-time. In fact, we can often get twice the result with half the effort by using virtual teams and renting foreign aid.
Determine the benchmark. He has a good stone on Fangshan, which can be used to cut jade. By looking for benchmarks in the industry, on-the-spot investigation, we can understand its real internal management and various practices, rather than just a few words from PPT presentation.
Hire an "external brain". Industry experts and consultants can act as the external brains of enterprises. They have profound professional skills and project experience, which can not only throw profound questions, but also provide unique insights. Therefore, enterprises should make full use of this external force in projects with greater difficulty and wider depth. However, when enterprises borrow foreign brains, they should also formulate clear terms of cooperation agreements, including clear delivery results, time limit for work completion, project progress monitoring and other matters that need asset control.
Service outsourcing. Core competitiveness tells us to focus on our own long board and outsource non-core work. This will not only allow enterprises to go into battle lightly, but also create more value. Take Procter & Gamble as an example, IT signed an IT service outsourcing agreement with Hewlett-Packard for 10, involving 1850 employees in 50 countries around the world. This move aims to make the core advantages of both sides truly achieve organic growth.
Fourth, layoffs (rebound)
Organizations are like people. Only with a healthy figure can they walk as fast as flying. Therefore, when the overall situation of the macro-economy or industry is tight, or the business is difficult, or the performance of some employees is always below the standard, layoffs are inevitable.
Different enterprises have different ways of layoffs, and layoffs do not necessarily require employees to "pack up and leave."
"paid resignation" type of layoffs. For example, a well-known consulting company in the United States has tried a measure of "free resignation". According to the regulations, employees can freely choose a long vacation of 6- 12 months. During holidays, employees can receive 20% salary and other benefits, and when the economy improves, employees can return to work.
Voluntary resignation and layoffs. In the past five years, 78 out of every 65,438+000 enterprises in Japan have laid off employees. One of the most widely used methods is to post a notice to let employees retire voluntarily, and the company will be responsible for the pension. Toshiba, Panasonic, Fujitsu and other companies that have laid off employees on a large scale this year have all adopted this method. On June+10 this year, Merrill Lynch also proposed a voluntary resignation plan to its 65,900 employees around the world.
Replace layoffs with voluntary pay cuts. Layoffs are not as good as "voluntary salary reduction". Lehman Brothers insisted on not laying off employees in the near future, but chose to give employees less year-end bonuses. The company's employees increased by 17% this year, but the salary expenses decreased by 10%.
Send down layoffs. Sending employees to branches or production lines is also a way. Japan NTT Group is discussing plans to lay off 654.38+million employees, of which 45,000 will be diverted to work in newly established subsidiaries.
Five, talent retention (binding)
In this era of frequent eye contact and increasingly fierce competition for talents, how to keep employees, especially excellent employees, has become a difficult problem to test enterprises and human resources departments. As the saying goes, those who win the hearts of the people win the world. To truly win the hearts of employees, enterprises should pay attention to the following links.
First of all, reflect on the reasons for employee turnover.
Although a certain number of employees leave their jobs just like the catfish effect, which can increase the competitive consciousness and vitality within the enterprise, if a large number of employees leave their jobs, not only the human resources department should exchange and analyze the reasons for their departure, but also the company executives should participate. Only in this way can enterprises make up for it in time.
Second, use non-financial means to retain talents. A study by Saratoga Institute in 2003 showed that only 65,438+02% employees quit their jobs in order to get more salary, while 88% employees quit their jobs for other reasons, among which seeking development opportunities and growth space are the main factors. Therefore, only by creating sufficient learning and growth space for employees and broadening career channels can we really retain the hearts of employees. For example, Intel adopted the system of free job transfer, and Ingersoll Rand allowed new employees to train and grow in different departments for three years, and then found the most suitable departments and positions, which not only ensured employees' long-term loyalty to the enterprise, but also avoided the phenomenon of mismatch between people and posts.
Third, financial means to retain talents can not be ignored. After all, the economic base always determines the superstructure. Although salary is generally not the main reason for employees to leave, it is usually one of the factors that make them decide to stay. On the one hand, enterprises can retain employees through financial retention means that are truly linked to performance; On the other hand, it can also provide employees with various retention incentives, such as stock, option distribution or bonuses linked to working years, in order to reduce the brain drain rate.
Six, employee promotion (boost)
Promotion not only puts employees in a higher position, but more importantly, it also sends a clear signal to employees, that is, its importance to the enterprise. Generally speaking, enterprises should pay attention to the following points in the process of employee promotion.
First, don't treat promotion as a casual reward. Most enterprises like to promote employees as an incentive in their daily operations. In fact, due to the changes in the environment and platform after promotion, this original intention is often difficult to achieve. Therefore, the traditional concept that "an excellent soldier equals an excellent general" should be changed. If you really want to motivate employees, both material rewards and spiritual encouragement can be used.
Second, if you really want to promote outstanding employees, you should give counseling at least half a year in advance. The company can not only provide tutors, but also provide them with various forms of guidance and training through project participation, so that they can experience colorful management personally.
Third, systematic theoretical training is essential. Training topics should include leadership, communication skills, team building and management. Through such a systematic theory, he can have a clear system preparation and knowledge reserve for the future development. Of course, after the training, he must submit a training impression and experience, including personnel management, resource allocation, project planning and conflict resolution.
Finally, the company must implement the "work integration plan" after the employees are officially promoted. The human resources department and other relevant departments must do a good job of cooperation and support. In the first three months, he must make a half-hour work report and troubleshooting to his immediate supervisor or tutor every week; In the next three months, the two sides can have such communication and exchange every half month. In this way, we can not only understand his work feelings and problems, but also give timely guidance and help to truly realize organic growth.