On the "SuccessHR" of Enterprise DevelopmentThe development of an enterprise is like the growth of a person. According to the survey of authoritative media, the number of new enterprises is far less than that of enterprises written off each year. In 2020, the number of companies written off were twice as that of new companies, with a total of 540,000. It can be seen that it is much harder to keep them then to make contributions. With regard to the above phenomena, the experts and consultants of the SuccessHR Capital Institute conducted in-depth discussions on the development of enterprises, mainly providing relevant suggestions on the types of talents, talent arrangement methods, organization and decision-making required by enterprises in the process of rapid development.   Enterprise development situation:  When the annual sales of a leading enterprise in the beverage industry in the 1990s exceeded 5.5 billion in 1997, its sales fell year by year due to disordered management and unreasonable promotion of talents, and it was eventually acquired by beverage giants. This case reflects that the development and competition of enterprises are essentially the competition of talents.  By the end of this century, the momentum of private enterprises has been growing. Among them, the leader in the Internet field has also experienced hardships in the rapid development. In 2012, the company indicated in an open letter that the current enterprise structure has slowed down the development of the company. Therefore, the enterprise carried out the organizational reform of the business division in the same year, switched to a smaller business group system according to the business attributes, and introduced HRBP as the human resource manager in each business group. Although it was full of pains, the enterprise gradually developed after the suffering. We can see from the above examples that enterprises can successfully overcome and usher in the peak of career development if they handle the opportunities and challenges properly in the development process, otherwise, they will fall into the abyss. The key points are talent cultivation and organizational decision-making. The following will first introduce the types of talents required by enterprises in their rapid development.  Management talents required in the rapid development of enterprises:  Strategic planning talents Such talents often need to have keen insight and advanced prediction ability, be able to insight into industry trends, conduct market analysis and allocate company resources in a predictable manner. For the internal development of the enterprise, such talents also need to make targeted diagnosis and propose effective solutions.  Executive support talents When the company proposes an overall strategic plan, it needs executive talents to promote the implementation of policies. For example, when a branch company is launched, a certain number of supporting talents are required to develop its performance. Employ such talents in the form of isolation and delegate power to them. The use of supporting talents will be reflected in the subsequent articles of the SuccessHR Capital Institute.  Logistics support talents Enterprises may have loopholes or need support at the business level in the process of rapid development. Logistics support talents can perfectly solve the above problems and ensure the rapid development of enterprises without worries. Many enterprises introduce the concept of HRBP, which coincides with the concept of logistics support talents advocated here. At present, in the development of enterprises, the second type of executive talents are often valued, while the first type and the third type of key talents are ignored. However, these two types of talents play an indispensable role in the actual operation and management process. After talents, organizations and decisions play an indispensable role in the development of enterprises as well:  When the enterprise is developing rapidly, the decision-makers should pay attention to: When the enterprise is developing rapidly, the decision-makers should pay attention to: rationalize the employment In the rapid development of the enterprise, it is necessary to put the above suitable talents in the right place at the right time 2 scientific decision-making The decision-making level should determine the strategy by scientific decision-making, and require the subordinates to provide two or more detailed plans for the decision-makers for the leadership to make the final choice 3 unctional service The leader shall follow up and complete the matters that cannot be completed by subordinates. On the contrary, if subordinates can independently complete the content, leaders do not need too much intervention. When an enterprise develops rapidly and changes its organization, it should pay attention to: When enterprises develop rapidly, they tend to open branches to occupy different regions. In response to this phenomenon, the experts of the SuccessHR Capital Institute tend to manage the results of the branch rather than intervene in the process too much. The headquarters can provide standardized solutions for specific processes during the implementation process, and track the remaining processes appropriately. Isolation mechanism should be applied to the branch company generally, and should not be applied to the strategic department and logistics management department of the company. Such departments need to have a comprehensive understanding of the company, so that they can have a basis for decision-making in the subsequent analysis or assistance.  These are the views of the SuccessHR Capital Institute on the rapid development of enterprises from talent, decision-making to organizational dimensions. For the management of branches, the Institute believes that standardized processes and weak management can maximize benefits. Of course, there are also strong management for branches in the market, so that the headquarters strategy can be better implemented under strong management. |
